As leaders we often feel like we need to provide answers and give good advice. Using our experience and skills in this way provides value for the organisation and to a certain extent helps us to feel good about ourselves as we feel useful, important and impactful.
The down side can be that this leads to feelings of being overwhelmed. People may become dependant on us and we become the bottleneck in getting things done.
At the core of this is a philosophical discussion about how we perceive ourselves as a leader and what we see as our primary role. If we see our role as task-orientated and therefore, about others performing tasks for us, this can lead to a ‘command and control’ leadership style where the ‘if only people would do exactly as I tell them we would be amazingly successful!’ attitude may prevail. This tends to be good for our self-esteem and ego, but, unless the people that are working for us are performing very basic tasks, this doesn’t get results. People tend to tell us what we want to hear in this scenario, and the reality is often not as we think it is. Making decisions in this false reality is difficult and can often lead to poor outcomes.
If on the other hand we feel that our primary role is about developing others, increasing learning and reflection, whilst insisting that others take responsibility for their own ideas and thoughts, then we are far more likely to be successful. In this scenario we tend to know what is going on, we can hold others to account more successfully and challenge people to a much higher degree.
This requires high trust and high levels of rapport, whilst not colluding or sympathising with those we are leading.
People usually move through a set pattern of growth, from dependent (child) to independent (teenager) to inter-dependent (adult) and this is the route we as leaders seek to move people along in order to produce high performing teams.
Leaders with a coaching leadership style can promote this progression and set high standards for how people interact together. Coaching is highly effective at encouraging people to be more independent.
Dependency
At this stage in development, the people we are leading take no responsibility. It is a child-like state that often new starters have for a short period of time whilst they find their feet. A command and control, autocratic leader can impose this state on the people they are leading by limiting decision-making capability requiring people to ask before they take action.
Alternatively, some people put themselves into a dependency position, wanting leaders to make the decisions for them and relieve them of responsibility.
People who are new to the organisation or new to role need to be allowed to be dependent for a while, whilst they take their first baby steps, but everyone else, needs to take responsibility and not be given answers (even if that seems easier at the time!).
Independency
At this stage, people tend to take no or little responsibility, but want lots of freedom. This is a teenager state, often seen in people who want to work alone, separate to others, or who focus on their own achievements and not the achievements of the team. If they are doing well and are successful then how the team is doing is not really important. You will hear the language me, mine and I. People at this stage often do not want to be held to account, but much rather prefer to be left to it. This can lead to extreme reactions if challenged and a lack of sharing resources, especially their own work.
Perversely, poorly designed incentives can move or keep people in an independent stage. This happens if rewards are focused on individual performance instead of team performance. Another leadership challenge can occur if the person is a very high performer, but due to their independence undermines the team, or refuses to fit into the culture and values of the team. Communicating about values and encouraging team interaction can help. Ensure questions to these type of individuals are team and organisation focused.
Inter-dependency
This stage is where teams perform and where independent people choose to work together in partnership. It is characterised by shared responsibility and a “collective good”. Here, the focus is on meaning and purpose and the type of language used is we, us and our. Coaching can have a significant impact on the team and allow for creative ideas where everyone moves forward together.
Think about the questions you could ask that will help move people forward.
Coaching can unlock potential and release performance in ways that other leadership styles cannot. If you would like more information about coaching training or the support from an external coach to work with your team, please get in touch with one of our team on 01924 827869.
Useful reading:
“The Coaching Habit” – Michael Bungay Stanier
“The 7 Habits of Highly Effective people” – Stephen Covey
“Coaching for Performance” – Sir John Whitmore
