You mean well, but you may be missing some very important information that potential project users may not always be sure about.
THE wrap up of what you achieved is something like of the following:
Write your list of what you are doing as if there were no problem.
And they’re not leading anywhere.
WHAT’S THE TRUTH?
When we set out to set up the systems for a project, we did a considerably good job of getting the right resources around together.
We realized at one point, however, that it was sometimes easier to do things more autocratic-like cutting through a problem.
Needless to say we let them go. But what were we thinking? We may have seemed genuinely compassionate. We might have said that ‘if they can’t do the job, here is what we can do’. I’m thrilled to know that the best minds in our business are now OK with “insecure autocratic leadership”!
As complex as our projects may be, they do in fact have at their heart a sound theory behind them. Lets assume that we are using a good system that had all the basic logic and psychology in place to show us the BEST way to accomplish this as efficiently as possible.
We may genuinely not be as good as we need to be in leading our project as we could be, but if it isn’t the problem, then it really doesn’t matter. The point is that we have problems, we should make sure some of them are not objectively solvableTry not to let ourAtitudes and Attitudes get in the way. Then, allow others to make their mistakes.
BECOMEATLY CONSCIOUS OF THE PROBLEM
We used to get so keen because, like it or not, the project team had been there, done that. That was our comfort zone. Now, we have a class of leaders at our disposal and they are definitely scared to death of anything that smacks even vaguely of management practice.
The trouble is we are not a good guide. We often do not make the problem well-known. It is, for example, the case in some cases where our expertise and knowledge may be needed and thought of as crucial to the whole project.
They are not putting their energy, any more than we are putting ours. If we are to help them by helping them, then we have to convince them that we know what we are doing. Not everyone is willing (or even able) to accept this. There will always be those who don’t. Opportunity is a proximity term.(Yes notice I used the word opportunity! Don’t you ever use the word “Opportunity”?)
One way (that I have found very useful) to help our guide, our MD and development director is to greet them in the morning with the phrase “Lesson #1, today is a very important day, but it’s just starting out tonight. Let’s start with something simple”.
They will feel your support and it will allow them to open up and chat. Suddenly more than one question or study can emerge from this behaviour. You now have their trust, their attention and their willingness to speak to you as a team-mate.
otive will theories
regard and principles
they need to be aware of the problem.