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They can’t have it both ways.
“Around here people attempt to put themselves in the best position to be told what to do. Nothing more. Nothing outside task-delegation is desired. Because if something goes wrong, then leadership comes down hard.
“So each day you come in and follow the process. Then, when something does go wrong – and something always does – management wonders, ‘Why didn’t someone step up, speak out and do something?’
They can’t have a sustained, fear-based culture and a team where members take initiative. The two don’t mix. But where does that leave leaders like you who want to step up, speak out and lead?
Perhaps the first step, regardless of our role on the team, is seizing an upcoming opportunity to ask, “What has to happen within our culture for us to take even greater initiative?”
The answers to that question may not solve this. But it can begin a conversation that takes the organization somewhere important.
For the inspired, staying quiet for long loses its appeal. What question are you ready to ask?
A “real” world situation most all of us have experienced. ”New” world, after Pathways to Leadership, I’ve been asking these questions with work, family and interactions in general. Most notable would be my relationship with the family, we understand and appreciate one another’s opinions and views much better. Our relationships have been enhanced. How about you? Would love to hear others experience.
So true, Rich. It’s truly remarkable when we feel supported in taking more initiative. It does wonders for relationships with colleagues and family members. I’m grateful for how this concept supports us all in being stronger leaders — and celebrating the leadership in others around us. Thank you.
This is a really tough “elephant” in the office to defeat, but it is not impossible. I have seen both cultures: one that discourages initiative by burying people when resulting problems arise and one encourages and rewards initiative by defending the risk taker and focusing on fixing the issue when things go awry. The latter takes courage and a real commitment for leaders to know what is right and to do it without regard to self. When this happens, it can be sometimes quite startling. Team mates soon realize that they can *trust* their leadership to support them and their initiative; they are emboldened themselves to take risk and do what they believe to be right. Team mates will be more productive and willing to make suggestions and, as a result have a higher level of job satisfaction. (I am fortunate to be working on a team like this right now!)
James: trust is a powerful tool in leadership. Thanks for the reminder that we can be the ones who support others and cultivate trust. We’re grateful to hear when leaders are part of a team where alignment, communication and trust facilitate strategic objectives and best ever results!