Effective managers trust their teams, delegating as many decisions as possible to the people closest to the work. This frees us up to spend our energy on shaping the team and addressing critical business challenges. But it isn’t particularly clear how to do this well.
Management books and leadership coaches exhort us to “give people permission to act” or “give people permission to fail.” Those statements sound good, and they’re well-intentioned, but giving permission is not leadership; it’s simply a different way to wield authority while maintaining control.
Passive permission doesn’t drive action
Giving permission isn’t good enough — you must craft an environment in which teams and individuals are fully empowered to act. Or, even better, they’re expected to act.
But what if they make the wrong decision? Yep, that’ll happen. Failure is a real possibility. But then again, making all the right choices doesn’t guarantee success in a competitive environment.
Telling people that they have permission means that they still derive all of their authority from you. They aren’t empowered; they’re merely borrowing your power. And that’s not good enough.
Read the full article @ Medium
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