When a team brings every issue to their manager, it can often take up a lot of time for both parties. Managers should empower their teams to tackle problems instead. In today’s episode of The Small Business Show, we’re joined by Irial O’Farrell, executive coach and author, to discuss key takeaways from her book, The Manager’s Dilemma: How to Empower Your Team’s Problem Solving. This comprehensive guide helps leaders develop efficient, problem-solving teams that can work autonomously.
Relinquishing control and allowing teams to work more autonomously is a common struggle many leaders face. Most leaders tend to be effective problem-solvers who get things done, which is why they’re in a leadership role. However, it’s critical in a supervisory role to shift from being a “doer” to a teacher.
When leaders neglect to challenge their teams to develop problem-solving skills, they create a group that is hyper-dependent on them. It leads to increased stress, frustration, and a loss of time, which may force leaders to push their tasks to the back burner.
The key is to challenge employees to attempt to solve the issues independently and provide guidance to help develop them. Before solving an employee’s problem, O’Farrell recommends identifying why the employee is bringing it to attention. There are a few reasons why an employee may seek a leader’s guidance:
- It’s a genuine issue that exceeds the employee’s capabilities. The employee may be unable to solve the problem independently due to a lack of experience, authority, time, or knowledge. They require the support of a more skilled leader.
- The employee is attempting to keep their manager “in the loop.” These often aren’t urgent issues that require a manager’s immediate attention, and the employee is simply keeping their leader informed.
- The employees need a “sounding board” or guidance. This is a collaborative effort in which the employee seeks counsel. When appropriate, this behavior should be encouraged, as the employees are attempting to exercise their problem-solving skills. However, they may need additional guidance to develop a better solution or identify gaps or potential roadblocks.
One of the most common mistakes that O’Farrell has witnessed is managers improperly delegating tasks to their employees. Delegation is an outcome of training; more often than not, leaders will neglect to invest the time needed to train their teams to complete the requested tasks successfully. When employees don’t complete the task, leaders often will take it back and complete it.
This controlling behavior adds more stress to the manager’s shoulders. It takes away an excellent opportunity for employees to learn and develop their skills.
If the task is urgent and must be completed immediately, it’s okay for a leader to take over. However, it’s crucial to circle back when things have slowed down to walk the employee through the “why” behind the decision and the process.
Leaders who find themselves stressed should take a step back and analyze their dynamic with their teams. If employees are consistently coming forth with problems, it may be time to relinquish control and enforce boundaries. Additionally, leaders must invest the time to help their team develop their problem-solving mindsets. It all starts with trust and allowing the team to have the room to make decisions and explore solutions on their own.
To encourage teams to be problem-solvers, ask open-ended, probing questions. It will allow leaders to understand their employees’ mindsets better, gauge their skill levels, and guide them to become better problem-solvers. Great questions encourage them to look at the situation from multiple angles to expand their thinking and see things at a high-level overview.
When encouraging teams to develop their problem-solving skills, it’s a delicate balance. It’s crucial to enable teams to develop their solutions without shooting them down or destroying their confidence. The best way to navigate this delicate situation is by explaining the “why” behind the answer and encouraging them to push their thinking.
O’Farrell points out that having control is very different than solving a problem. There’s a way to “control” or guide a team without persistently interfering with their autonomy. For example, requiring the team to get approval on a project, next step, or process is okay. However, managers shouldn’t be involved in every small task or project aspect.
Resist the urge to take over. Instead, give the team space to complete their work and exercise their skills. Leaders will often be surprised and impressed by their team’s capabilities.
"Nature abhors a vacuum, and humans abhor silence. If we don't go back and explain the reasons why, they'll make up their own narratives." – Irial O'Farrell
