As human beings we thrive on autonomy. It is a hard-wired mechanism in our brain. We need to feel a sense of control over our own environment and we will defend that need, consciously or non-consciously.
We don’t like being told what to do. And when we are – even when we have requested it – we don’t really like it. We can become quiet and defensive. We can withdraw or become a barrier to forward movement within a team.
When you are in a position of authority, you CAN make people do stuff, but you CAN’T make them buy-in to it. Left unchecked, that quiet toxicity that can grow just under the surface and can undermine the power of a team to work together and collaborate.
And on the surface, this may feel like it leaves the leader in a powerless situation.
What you can do though, as a leader, is to EXPECT a reasonable delivery of work, a collaborate approach, a respectful demeanour and a buy-in to the direction and strategy of the team or organisation.
The employee or team member then has the CHOICE to willingly meet or aim to meet these expectations. And it is a choice – their choice. And whatever choice they make will lead to a consequence. And the consequence of choosing to NOT meet the reasonable expectations of a leader or an organisation is that the employee will no longer be eligible to be in the team.
I hear my clients talk about getting the right people on the bus, but their challenge is often more in how to manage the people who are already passengers. You pay your people to do a job. They fail to the do the job – they fail to meet the terms of contract for the job.
Too often I see leaders who feel it is up to them to bring their employees up to a level of reasonable acceptable behaviour and performance. That’s not your job. It is the employee’s job to make the effort to meet those reasonable expectations, and your job to support them to really fly.
Put your energy into those who are ready and willing to fly!
Michelle 🙂