People Strategies: Good managers let employees succeed, too

Think of a time when you worked really closely with a group of people at work.

The goal was aggressive, and the group achieved at least the expected outcomes. The people in the group seemed energetic throughout the project. They argued sometimes, but only because they felt passionate about what they were doing. Everyone pitched in and even seemed to have fun most of time. It was one of the greatest professional experiences you have ever had. Are you remembering?

Now ask yourself, what was your manager doing?

Most people answer this question by saying their managers gave them autonomy, or they became one of the team. Rarely have people described their manager as being "autocratic," "domineering," or "doing most of the work" during successful projects. How do the managers in your company lead others? How would people describe you as a manager?

Most managers want to get the job done and get it done right. If they leave it to others, then the results may falter and the customer won't be satisfied or so they think.

Managers can be their own worst enemies when it comes to employee productivity, and they usually don't know it. They don't know it because their intentions are good!

Managers with technical expertise are especially vulnerable to the "Lone Ranger" syndrome. Yes, many of us grew up watching the Lone Ranger heroically ride into a town, saving everyone with a silver bullet. It was great when television was still black-and-white. The problem was that the Lone Ranger never taught the town how to defend itself. He didn't even leave them a bullet! We never saw the episodes when the Lone Ranger wasn't available. Living to that heroic image as a manager undermines employee productivity more commonly than any other single factor.

How do you know if you are heroic? Consider a few questions as you go through your day; Do employees need you more than you have time to give? Do they come to you for permission, direction or ap-proval while attending to regular responsibilities? When was the last time an employee suggested a creative idea that was implemented? When was the last time you asked someone for help?

The net effect of heroic management is that one ends up training employees like fleas in a jar. Try this at home. Place fleas in a jar and screw the lid on tight. They will try to jump out several times, even hitting their heads on the top. Even-tually they learn not to jump quite so high, and then they don't bother jumping at all. The same phenomenon exists in the workplace. When managers are overbearing or overly involved, employees don't reach for their potential, until finally their potential is barely recognizable.

It will shock your employees if you suddenly reverse your behavior. Begin by observing how you interact with your employees before you decide what to change. How well do you integrate the company's mission and vision into your dialogue? How much do you speak versus listen? Do you tell people what to do or guide them to find a solution?

Take special note of how employees respond to you. Their behavior is in direct response to your behavior. Action reaction. Manager employee. Do your employees contribute ideas for improving customer satisfaction or other business goals? Are they inspired by the business purpose and do they understand their role in fulfilling it? Does everyone actively engage in group meetings or do the majority of people sit silently letting a few dominate the conversation?

Managers can gain greater productivity from their employees simply by letting them contribute. You are not the Lone Ranger, and your employees are not fleas! Give them the tools they need to solve their own problems. Let them make mistakes without dire consequences so they will take more risks. Let them challenge your authority because they may have a better idea or a different perspective on the problem. Tell them what you expect, ask them questions, and listen to their answers.

Above all, be patient. It may take employees a while to realize that your new approach to leadership is authentic, in their best interest, and in the best interest of the company.

Imagine your legacy as a manager is to be remembered favorably in an employee's greatest professional experience.

(Linda Bower is a speaker, executive coach and human performance improvement consultant in Rogersville.)