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This is every entrepreneur’s nightmare. Our own version of Home Alone. You finally managed to carve out some time for a much-needed break, only to return to work and discover that all the pieces went flawed while you were away. Projects have come to a standstill, morale is at all-time low, and chaos seems to be here to stay. The moment you pulled away, all the pieces fell apart and you wondered if the break was price it. Sounds familiar?
When this happened to me, my thoughts raced. One thing I know about myself is that I’ll at all times try to find the root cause of such moments quite than over-analyzing the symptoms – and in this case, I noticed that the root cause is fear.
I think of a leader as a stabilizer. Like a capacitor in a circuit, they supply a stabilizing force that keeps all the pieces running easily. When a leader is present, he or she absorbs shocks, manages the flow of energy and ensures that the entire system operates efficiently. But what happens when we remove the stable force?
1. Identify the cause of resistance
Why are employees reluctant to take initiative when the boss is away? It probably has its roots in the way we chastise and blame decision-makers. Sometimes we over-focus on a single point of failure, but a single point of failure is rarely an expert in a given field. They are normally the decision-makers.
It all comes down to fear – even experts will postpone decisions because they fear things like losing their jobs. Leaders often fail to realize how pervasive this fear is in the current economic climate. It contributes to over-reliance on one decision-maker quite than empowering others to make selections based on their expertise.
The first step in solving the problem of fear needs to be to create a culture that tolerates mistakes – or quite encourages taking responsibility. After all, failure stifles innovation. How can we do this? Get to the bottom of the fear.
I prefer a direct, fact-based discussion where I ask questions like: What is fear to you? What is the worst-case scenario or worst-case scenario that might occur if you tell your truth now? Then I think about the impact. If you cut it down to the worst-case scenario, you may find that it’s not so bad after all.
2. Build trust through transparency
Doing business with people from throughout the world has ultimately taught me so much more about ourselves as employees. The English language may be so unspoken and nuanced, especially in the workplace. Messages can have tones that sometimes distract people from hearing the intended meaning.
Your second goal is to create a dynamic in which feedback is direct and frequent—which breaks down ambiguity. Clear, written feedback ensures that everybody knows exactly what is expected of them. This eliminates the guesswork and helps people understand how they will improve and contribute more effectively. Communicate openly about the reasons and advantages of the change to involve others in the planning. Ask for feedback through multiple channels and address issues to build buy-in.
Again, motivation is key. Consistent validation is like lending a helping hand to those that feel uncertain or uncomfortable with ambiguity. Regular encouragement and clear feedback can make a huge difference. When roles and expectations are clearly defined, it eliminates the guesswork and helps people focus on their tasks with confidence.
3. Increase responsibility for cultural evolution
Once people are comfortable failing and the lines of communication are in place, your final goal is to establish clear roles and responsibilities that align with the recent vision. This step is crucial to reducing anxiety, as everyone knows exactly what they need to do and the way it suits into the greater picture. This clarity not only increases productivity, but it also ensures that everybody is working toward the same goals, making the transition smoother and more efficient.
Progress should then be monitored holistically. Sometimes being a leader is about continually supporting and validating your team. Keep an eye on broader organizational goals and make sure all the pieces is going according to plan, but also listen to individual efforts and successes. Check in with your team usually, have a good time their achievements and provide guidance when needed.
Overcoming Fear with Strategic Leadership
(*3*) fear as a major obstacle to change allows for strategic planning. Continuously reflecting on and improving organizational systems helps maintain a culture that evolves quite than stagnates. Simply put, leadership requires a balance of providing stability while enabling others to embrace mandatory change. If you possibly can create an environment where failure is accepted, communication is clear, and roles are well-defined, you create a resilient and adaptable team that is ready to meet any challenge, even when you’re away from the office.