The Art of Influence: Leading While Delegating Ownership
Like many, I often remind myself that leadership is a continuous journey of growth. One challenge I frequently encounter is the tendency to want to solve every problem and fix every issue myself. This inclination stems from the traditional view of craftsmanship, which equates it with being a highly skilled, detail-oriented, and seasoned professional at the pinnacle of their field. Often, leaders rise to their positions because they were once master craftsmen, possessing elite-level expertise. However, to achieve greater significance for our teams and organizations, we must shift our focus. We need to hand the reins of craftsmanship over to those we lead, mentor, and coach. For me, and perhaps for many others, this is a crucial area for development: delegating ownership and empowering others to become master craftsmen.
Have you ever considered the fundamental shift that occurs when a leader truly understands that their team members operate from their unique blend of strengths, desires, and goals? We often find ourselves in leadership roles due to our experience and craftsmanship, a natural progression in our careers. However, to grow as leaders, we must adjust our focus and tactics. We need to concentrate on developing the leadership capabilities of others. Back in November 2019, I reviewed Marshall Goldsmith's book, "What Got You Here Won't Get You There," which highlights habits and tactics that leaders need to address as they advance in their careers. A key takeaway for me was the need to move away from the traditional, often misguided, notion that a leader's power lies in being the sole engine driving the team forward. I am no longer the hero who single-handedly solves clients' problems. While I still wield influence, and that influence is a powerful catalyst, I must remember that the real power, the true motivator for significant positive action and growth, resides within those I lead.
This new understanding of my role requires a delicate balance. As a leader, I am not relinquishing responsibility but rather redefining it. My role evolves into one of facilitation, guidance, teaching, and encouraging ownership and craftsmanship in others. I become the architect of an environment where individual strengths flourish, weaknesses are understood and supported, and each person's unique pace is accommodated. I call this "passing the baton." Supporting the professional development of those in my care demands focused awareness, careful observation, and a genuine commitment to understanding their unique needs, goals, and the balance they seek.
I must recognize that each person brings a different set of skills, experiences, and perspectives to the table. It is crucial to consider this amalgamation of personalities and strengths. Some may be quick starters, while others are more methodical; some may excel in collaborative settings, while others thrive in independent work. My effectiveness as a leader hinges on my ability to adapt my approach to these individual differences. I must provide my team with the platform and tools they need to thrive and, ultimately, surpass my skills and talents. This requires continuous learning: to listen deeply, communicate clearly, and provide support tailored to each person's unique needs. There is no one-size-fits-all approach to effective leadership. Each leader has their own style, and those they lead will respond differently to the pressures of performance.
Ultimately, leaders achieve the greatest success when they understand that their primary function is to cultivate an environment where everyone can leverage their strengths, receive support to address their weaknesses, and have the opportunity to take ownership of their work, thus becoming master craftsmen. In essence, leadership involves fostering a sense of value and individual contribution, where individuals feel they have the authority to make decisions, contribute their unique talents, and progress at a sustainable and challenging pace. By doing this, a leader unlocks the collective power of the team, achieving results far greater than the sum of its parts.
