How many of us have experienced or witnessed the following scenarios—or even recognize ourselves as the leader in these types of situations? A boss always double checks a team member’s emails before she is allowed to send them to potential clients. A manager declines to follow his team’s ideas on how to approach a new project because he feels more comfortable with their usual methods. A senior leader chooses the specific menus for events planned by the program coordinator, as their food preferences don’t align. A department chair doesn’t explore team members’ recommendations on more effective ways to structure the department, as she “likes things the way they are.”
Most of us have preferred styles—methods we use for work structure, decisions about flow, communications, and task organization/completion. And while we may recognize that not everyone shares our preferences, we may find it challenging when our team members suggest changing something we like or when they complete their work in a different or unfamiliar manner.
While decisions based on familiarity or individual proclivity may feel more comfortable in the moment, those decisions may not be the most productive for the team or for the work. When we make all the decisions and set the style and work practices for everyone, we miss opportunities for growth, innovation, and increased productivity. We likely also impact employee morale, satisfaction, and the overall culture.
As part of managing teams, we need to recognize that our way is not the only way; there are many ways to accomplish tasks and structure the work. We need to remind ourselves that while other styles may be different, and may initially feel unnerving, they are often as (if not more) effective than our “tried and true.” And, by encouraging our team members to explore their own methods and styles, we empower them, promote continued growth, improve morale, and likely learn new ways of successfully accomplishing our own work!