I have huge compassion for really good managers who take over the leadership of a team from a “manager from hell”. You know the person I mean – he is aggressive and rude; he gets off on humiliating people; he uses threats to get what he wants; he uses gaslighting to manipulate people; and he has left behind him a team that is anxious and has gotten into the habit of making fear-based decisions. So now this chapter is behind them – thank goodness! And a new manager, with great people skills, has been brought in to rebuild the team and turn things around.

It is enormously frustrating when you are a leader who has a genuine open door policy, who genuinely wants people to make decisions, and who genuinely wants people to take the initiative, to receive feedback that his or her people are not doing these things because they still fear the consequences.

Fear is an insidious thing. It is easy to instil and difficult to dispel. It is just not enough for a leader to be an all-round good person. It is just not enough for a leader to know that he or she did not create the fear. The challenge to the new leader is to deliberately create an environment in which fear becomes a thing of the past, everyone has gotten over it and people are taking decisions and risks that are appropriate to their level of responsibility and authority.

I had a client who was battling with the residue of fear that was created more than four years ago – and people were still behaving as though the cause of the fear were present! It was as though fear had been woven into the very fabric of the business. The challenge to the current leadership was to create something different, and this cannot be done through good intentions alone.

So what would it take?
​
1. The entire team needs to be on board. Let’s assume that you lead the management team of a business – they all need to be committed to creating a high-performance, empowering, fear-free environment. The best way to do this is to workshop the following:
a. What is the current truth about the climate in this team/business? Get into detail. Drag all the dirty laundry out into the open. Name the elephants in the living room. Also identify what is good about the current truth because you don’t want to lose that.
b. How do we want things to be? Describe the climate, the relationships, how people will work, how people will make decisions, how people will innovate and initiate change.
c. What is creating the gap between the current truth and how we want things to be?
d. What do we (as leaders) need to change or do differently in order to realise our desired situation?
e. How (and how often) will we review our progress? 

If you are the manager of a team of non-managers, the same process applies – the team is reaching agreement on how we will do things around here, and you are receiving input on how your team would like to be managed in order to bring out their best.

2. Ensure that your plan of action (d above) addresses the following:

1. How will we clarify the parameters within which people at each level should be making decisions? What decisions should be made at what levels?
2. How will we develop the decision-making skills of team members? Will we provide training? Coaching? Some combination of the two?
3. How will we handle it if a team member takes the initiative or takes a decision and it is a mistake? How will we resolve the mistake? How will we support the team member? How will we make it safe for the team member to make decisions/take the initiative in future even though a mistake has been made on this occasion?
4. How will we create the habit of having learning conversations in which we review our performance? The After Action Review (AAR) is a useful format:
   1. What did we set out to do/achieve?
   2. What actually happened?
   3. What worked well?
   4. What didn’t work well?
   5. What have we learned?
   6. What will we do/change going forward/in future?
      
      ​It is helpful if you make one of your own gaffs the subject of the first AAR as it demonstrates to the team that you are fallible and that you are not afraid to hold your own actions up to scrutiny. This will show the team that if you are not afraid there is no reason for them to be afraid.
5. When team members bring a decision to a manager, how will that manager coach the team member so that, ultimately, the team member makes the decision and learns in the process?
6. How will we give recognition to people when they take the initiative or decisions that they were previously reluctant to take? Will we acknowledge this publicly? Will we send an email acknowledging it? Will we make a point of going to their desk to acknowledge them?
7. How will we handle it when a manager is taking decisions that should be taken at the level below him/her? Will we remind him to push the decision back down? Will we hold her accountable for empowering her team members?
8. Take every opportunity to demonstrate that you are as good as your word:
   1. Ensure that your responses are controlled and supportive when people mess up – and they will.
   2. Don’t be afraid to hold your own mistakes up to scrutiny – it makes it safer for everyone else to do so.
   3. Defend your team from outside criticism.
   4. Share praise with your team and celebrate success.
9. Make your workplace a fun place to be. Make laughter a feature of your environment. People think better when they laugh. They enjoy themselves when they laugh. People work harder when they are having fun and are more inclined to put in extra effort. People who are having fun are not paralysed by fear – they are energised.

Does this sound like you? There is a leadership paradox which says that leaders need to manage the tension between trusting their team members and keeping an eye on things. Many leaders step way over the line on this one. Instead of collaborating with their team members and checking in with them regularly, they spend much of their time checking up on their people, and the balance of the time holding themselves aloof from the team. There is a distinct difference between checking in and checking on.
Managers who check on their team members make four kinds of mistakes:

• The first is that they fail to allow team members autonomy in carrying out their work. Micromanagers dictate chapter and verse of what must be done and how it must be done.
  The more empowering version of checking in would involve giving the team a clear strategic goal, and respecting their ideas on how to meet that goal.
• The second mistake that micromanagers make is to frequently ask team members about how the work is progressing, but fail to provide any real help when problems arise.
• Their third mistake is to look for someone to blame when mistakes happen or things go wrong.
  They would be far more empowering if they guided team members through an open exploration of causes and possible solutions. The consequence of this is that team members end up trying to look good (or at least not look bad) rather than honestly discussing problems and how to overcome them. They live in a permanent Threat (of appearing incompetent) → Anxiety → Defensiveness pattern, and team members’ perceptions of their manager settle into a permanent low place.
• The fourth mistake of micromanagers is that they rarely share information about their own work with their team members. This often includes withholding information that would help them in their work – and this feels remarkably like an over-controlling parent, which causes team members to feel infantilized, and their motivation and effectiveness plummets.

When you micromanage your people, it poisons their perceptions of you and the organisation, causes them to feel resentful and frustrated, and saps them of their energy and motivation. Furthermore, it stifles creativity and productivity – the consequence is a team whose output is lacklustre and whose ideas are nothing better than ordinary. This naturally causes managers to panic, with the consequence that they breathe down their team members’ necks even more obtrusively and criticise them even more harshly. The result of this is that team members hide problems from their managers, causing problems to become crises.
 
So what is the solution? The following guidelines will help:

1. Give the team/team member clear strategic goals that clearly describe the outputs required, any specific standards that the output must meet and any deadlines that must be met.
2. Check in regularly to establish how the team (or team member) is progressing and to ask what support they need in order to continue to make progress. Then provide that support.
3. Use your systems and management processes to monitor output. When it appears that there are problems with output, check in with the team/team member with a view to understanding what is getting in the way. Establish where your support is needed (information; clearing systemic blockages; skill; tangible assistance) and provide it.
4. When problems arise, explore what may have caused them (not who) and possible solutions. Use a problem solving process such as GROW in a disciplined way (see http://www.mindtools.com/pages/article/newLDR_89.htm or http://en.wikipedia.org/wiki/GROW_model ).
5. Share information generously – all information that will help with the work, as well as information about your own work. The less people know about their work, their manager’s work and the company, the lower their perceptions of their manager and their company.

 
Given that we are now working in a world where teams will increasingly be working remotely from each other and from their manager, this is the perfect time for micromanagers to learn to let go of the need to constantly know what is going on (which is all about you and your insecurities) and focus on two really important things:

1. Care for your people - they are all having a VERY stressful time (this article being written during the time of Covid-19) in both their personal AND their professional lives. They need to know you are in their corner and that you genuinely care.
2. Satisfactory output and NOT perfect input - are they getting the work out well enough? This is not a time for constantly insisting on excellence - as honourable as that may be. This is a time for people to ask themselves "when is good enough good enough?"

If this article speaks to you and you’d like to make some personal changes in order to better lead your team and your business, look at this great offer: http://www.leadershipsolutions.co.za/coaching-offer.html​

Of course, many new managers make the mistake of micro-managing their new teams in their zeal to demonstrate that they have it all under control. If you have a newly appointed manager in your team, check out this great online self-study programme that will help them to set things up right with their new teams: https://bit.ly/2NE1AqH 

This article is based on the ideas of Teresa Amabile and Steven Kramer as contained in their book “The Progress Principle”, published in 2011, Harvard Business Review Press).

I've called this a myth because if you think you can get away with this you are in for a nasty surprise. If this is you, I am pretty sure you are experiencing immense frustration with some or all of the following:

1. The performance of the team (or individuals in the team) is inconsistent and not where you would like it to be.
2. People are not making decisions and not solving problems effectively;
3. People are pulling in opposite directions, not supporting one another or even getting in each other’s way;
4. There is gossip, dissatisfaction and grumbling;
5. People are disengaged and appear uncommitted.

 
We simply cannot get work done effectively through our teams if we never meet with them. I wonder if we never meet with them because our meetings have seemed so pointless in the past. Meetings must be purposeful and effective if they are to have the desired effect. The purpose of regular meetings includes the following:

1. To set direction and ensure the team is clear on what it is trying to achieve – in other words to discuss and reach agreement on where we are going and how we are going to get there.
2. To review progress – to reflect on what we are trying to achieve and what we are actually achieving;
3. To learn – what are we doing well; what are we not doing so well; what can we learn from this;
4. To correct course – what do we need to do differently or pay attention to going forward;
5. To collaborate in finding solutions to problems affecting the team and making decisions that require the engagement and commitment of the team.

 
So how can you make sure your meetings are effective? Here are some ideas:

1. Have a clear agenda with items phrased as questions to be answered or decisions to be made (e.g. How is our actual performance tracking against our targets?) Invite input from the team for the agenda. Assign a specific amount of time to each agenda item. Circulate the agenda with any documents team members must read in preparation for the meeting.
2. Have a clear starting and finishing time. Start on time. End on time. Manage the amount of time spent on each agenda item. If you don’t finish your agenda by the end of the allotted time, schedule another meeting. Do not run over time. It is inconsideration. Team members have other commitments and plans for their time.
3. Get the team to agree on some meeting ground rules, such as:
   • Stay on track. If we go off track we all share the responsibility to bring things back on track – even if the boss is the one who has taken it off track.
   • Everybody must speak once before anyone may speak twice. (It is a good idea to go around the table from person to person giving each person an opportunity and a responsibility to give input on the agenda item. This ensures that everyone contributes and makes sure your meetings don’t turn into a talking competition. This will make the discussions shorter as well.)
   • Don’t indulge stories – once we get the picture move on.
   • Keep your contributions relevant to the agenda item.
   • Agree on what you will do with topics that need discussion even though they are not on the agenda. Will you set another meeting or have time for “Other business”?
4. Make sure the agenda item is dealt with – the question must be answered or the decision made. Ask the questions:
   1. Who will do what?
   2. How?
   3. By when?
   4. What could get in the way?
   5. What will you do about that?
   6. How and when will we get feedback on progress/completion?
5. Make it possible and necessary for everyone to participate. If they have no contribution to make, why are they there?
6. Make sure the team finds the meeting effective. End meetings by asking the team:
   1. What did we do well in this meeting?
   2. What did we not do well in this meeting?
   3. What must we do differently next time?

If this is a challenge you experience and would like to consider working with me as your coach, email me: [email protected]. We will set up a time to talk about your challenges. If the chemistry works, we can get started within a week!

Do skilled people really underperform because they lack commitment? I don't believe this is true at all. All human beings have some innate drives:

1. We all want our lives and our work to matter and mean something;
2. We all want to belong to a family, tribe or team;
3. We all want the respect that comes from being effective and competent;
4. We all want the self-respect that comes from performing well and the mastery of a skill or discipline.

This is not some esoteric fantasy about people. These are facts based on research that has been replicated over and over again (see Abraham Maslow’s hierarchy of needs and Viktor Frankl’s “Man’s Search for Meaning”). Furthermore it simply defies logic to assume that entire population groups don’t care about their work (they’re just here for the pay-cheque); have no interest in what is good for the team; and don’t care if they are competent or not. What arrogance to assume that we are special in this regard and that we are surrounded by low-lifes who just don’t care!
Skilled people underperform because they have become disengaged. Why do they disengage?
Primarily people become disengaged when:

1. They are not working at something that interests them, are good at and which makes a difference in the organisation, and they are not having the experience of achieving mastery in their field.
2. They feel irrelevant and unimportant – their work doesn’t matter to their manager, the team or the organisation;
3. They receive no or minimal recognition when they do well or improve;
4. They experience constant obstacles and getting the work done is an endless uphill battle;
5. There is no sense of team – the team doesn’t meet, talk, pull together, problem solve together. In fact, people probably work against each other in the competition for their own survival;

Most disengaged people did not start out that way. How many new employees have you come across who made no effort in the beginning? They become disengaged over time. So what does a manager need to do to get people engaged again?

1. Make sure they are doing work that interests them, in which they can gain some mastery and which matters to the business.
2. Give them regular feedback about what they are doing well, how they are improving and the positive impact that is having on the business.
3. Take responsibility for removing obstacles that are above their pay grade. There are some things that only you can do - and you must do them.
4. Pull the team together. Make sure the team meets regularly to talk about: 

• What are we trying to achieve?
• What have we actually achieved?
• What are we doing well?
• What are we not doing so well?
• What have we learned?
• What do we still need to do / do differently?

    5. Give team members challenging work that requires them to learn constantly in order to achieve mastery. Provide
        learning opportunities. Know their strengths and make sure that a meaningful proportion of their work plays to
        their strengths.
This keeps the team focused on its deliverables, keeps individuals focused on their own contribution, and ensures that the team is constantly learning.
After 5 years of research The Gallup Organisation were able to offer twelve key questions that you should ask your team members to ascertain how engaged or disengaged they are and why:

1. Do you know what is expected of you at work?
2. Do you have the materials and equipment you need to do your work right?
3. At work, do you have the opportunity to do what you do best every day?
4. In the last seven days, have you received recognition or praise for doing good work?
5. Does your supervisor, or someone at work, seem to care about you as a person?
6. Is there someone at work who encourages your development?
7. At work, do your opinions seem to count?
8. Does the mission/purpose of your company make you feel your job is important?
9. Are your associates (fellow employees) committed to doing quality work?
10. Do you have a best friend at work?
11. In the last six months, has someone at work talked to you about your progress?
12. In the last year, have you had opportunities at work to learn and grow?

What is fantastic about these questions is that the solutions are in the questions. These are all factors that enhance the likelihood of people being engaged.
When you’ve gathered the information, summarise the conclusions and decide what changes you need to make or catalyze in order to address the issues that you have uncovered.

If these circumstances resonate with you and you would like to influence change in your team by developing as a leader, go here to find out more about how I work and what you will achieve from working with me.