|These are just examples of how to explain your intentions when involving direct reports in the decision-making process. The added advantage of this clarity is that it is another critical step in building respect, trust and rapport. This model is the strategic outgrowth of the changing role of leadership.
Back in the day, and hopefully this does not mean last week for you ... the leader stood in the middle of everything and directed the team with one-way communication. Essentially that leader would say, “jump” and the followers would need to know how high.
As this leader progresses she / he allows for two-way communication, but the leader is still in the middle directing the activities of the group.
Continuing this progression, the leader steps out of the middle - and becomes a part of the team. This also allows for better communication actually between team members. The leader is still responsible, but does not ‘push’ her / his people, they tend to ‘pull’ to get people to follow them not to push and micro-manage them.
As the leader progresses even further, they can actually step away from the day-to-day aspects of the area. This affords even more communication between the members of the team. Again, you cannot do this until you have helped the team members interact with each other on a ‘level playing field.’ This is why you should be familiar with the elements in this book that can help you build those essential skills for your subordinates so you can be free to work on the more strategic elements of your job instead of the tactical.
The skill required for this process is critical because the typical leader’s area of span and control is not retracting, it’s expanding! So, you will be required to ‘run’ multiple departments, and that cannot be done effectively if you are ‘stuck’ in the middle of one trying to direct everything.
Now, keep in mind, when you step away, do not disengage! Because you ‘cannot expect what you don't inspect.’ So, as you have allowed for the skills of your teams to be sufficient enough for you to ‘step away,’ you must be accessible and continue to coach and hold everyone accountable.
Facilitative leaders also have courage. This starts when we are very young …