Sometimes, getting your team out of quicksand will require you to be more directive than empowering. Don’t worry: we can still approach this in a way that drives buy-in and helps your teammates feel heard, and know they have autonomy. Sometimes, being directive is the most empowering thing you can do.
Identify what you’re optimizing for
A team has a clear roadmap with well-defined projects and deadlines.
Identify the who, what, when, and how
Describe your role in outcomes, rather than describing how you will do your work
- Example: Ensure the team has internalized the project’s timeline
- Ensure each team member has a clear defined individual role on this project
- Communicate to stakeholders when there are surprises and changes to the plan within 24 hours
- Make sure the team knows who to reach out to when they have questions about progress
Before getting defensive, arguing, or shutting your teammate down, try spending five minutes using open coaching questions to understand where they are coming from
What feels most important to you about this?.
- What is your gut telling you?. What one thing do you wish you could change about this?”- Reflect and use affirming body language
Avoid the word “accountable”
Use longer descriptors to describe what you actually mean
- What’s going to happen, or be different, as a result of me doing this thing?
- Example: “I facilitate standups on Mondays and Wednesdays.”
Empowerment vs direction
As leaders, it’s our responsibility to choose the approach in each new scenario that will work best for the work, the team, and the organization.
- It’s important for every leader to learn how to adopt a directive approach when it’s the most effective option, while maintaining the trust and buy-in of their team
Define the who and what for your team
Describing your role in terms of outcomes will allow you to make informed “how” decisions that always tie back to the primary goal
- Identify your teammates’ roles and responsibilities
- Block out time for this work
- Find one person who will be good at giving you gut-checks as you develop the plan
- Let them know when and how you’ll be sharing a project plan with them
Nailing down the when and how
If you need to communicate to particular individuals first: Prioritize communicating to different folks based on how much their reaction or input will affect your future messaging
- Identify what’s changing about how the team is doing their work and what’s staying the same
- Respond to pushback: Stay in coaching mode, help this person feel heard, and be clear about what parts of the plan can be amended versus which parts are firm
