This is why “culture” in business matters. Because it allows people to see whether or not they’re allowed to cut the metaphorical knot.~ Hugh MacCleod, from https://www.gapingvoid.com/blog/2019/08/28/gordian-knot-culture/
I was recently asked, “What’s the hardest part, for you, about podcasting?”
Staying out of the way.
I’ve spent so much of my life diving in and fixing things, that it has become my first instinct. To rush in and grab the controls. To attach a sense of artificial urgency to everything. To become frustrated that others aren’t immediately taking action now that a solution or idea has been found.
Certainly, an important step is to first cultivate a team who can do great work. But once that’s done enough, the hard part for me is staying out of their way.
Many people would say that I value action over thought. This is absolutely not the case. I am driven to find evidence, to investigate, to look for previous examples of similar solutions and ideas, to gather data, to analyze, to sort, to organize, to imagine… and then I act— often frenetically.
It is right before that last step that I’m learning to self-intervene.
Get out of the way.
I’ve come to realize that I love being wrong.
I spent so many years reinforcing the thought that I could be the guy; The guy who swoops in and solves the problem when things get technically complicated, the guy who swoops in and creates order and process out of the chaos, the guy who swoops in and gets things done. Setting aside the analysis of whether or not I was actually particularly good at that, I did “I can be that guy” so much that I had convinced myself that I am that guy.
In The Coaching Habit, Michael Bungay Stanier talks about the Karpman drama triangle. I’ve certainly played all three roles of Persecutor, Victim and Rescuer. But I realize now that I’m addicted—or perhaps I can be hopeful enough to say was addicted?—to being the Rescuer. In the past year or so it’s become clear to me that it’s vastly more healthy and fun(!) to be part of a team that solves problems and gets things done.
To be the person who asks a question that opens a flood gate of discussion.
To be the person who understands that one’s purpose was to have been instrumental in creating the environment last week, so this week the team solves the problem on its own.
To be the person who is a complete and utter success, by having simply contributed a small addition here, a minor adjustment there.
The challenge with on-boarding as with most investments in the humans at your company is proving a compelling and measurable return on that investment. Everyone agrees that on-boarding feels like a thing we should invest in, but isn’t the first priority building and selling a product?~ Rands
The answer to that question, by the way, is, “No.”
Winning sports teams, and successful companies, focus on getting the small things right. Do this right. Do that right. Focus on doing the right thing now. The team’s season, and the company’s product, will take care of themselves.
Except for a leader. The team and the company need a leader with vision. It’s true that to build the best wall, you focus on laying this brick as best you can, and the result is the best wall. Except, someone had to determine where the wall was located. Someone had to determine what materials we’re building with. So we need the focus on doing things right, and we need a leader with vision.
The real challenge is to integrate the leadership vision with the team that’s doing things right.