When it comes to managing people, I find it challenging to determine the most effective approach for each team member and establish suitable individual expectations. Too often these days, I hear the term empowerment and that we need to encourage our people and allow them the autonomy to do their jobs and be their best.
However, I’ve learned that empowerment doesn’t work unless your employees are prepared to be empowered.
If your job description as a manager includes empowering your team, it’s not enough to simply give them a goal and let them find their way. It’s critical to first build each individual to an appropriate level of self-sufficiency. In my experience, that requires understanding each team member’s level of competence and willingness.
This article explores how adapting your management style to the status of each team member can help them find their footing, build self-confidence, and strive to be independent and productive. Your being observant and adaptable to the nature of each person and supporting them on their path to performing at their best will ultimately enable the team to perform at its best.
In my search for a mentor early in my career, Joseph Sherren stood out as someone who profoundly influenced my approach to managing and guiding my people. Joseph was the Executive Education Program Director at the Schulich School of Business at York University in Toronto, one of the best business schools in Canada. He coached me to be more conscious of my managing style, instilling in me the ability to distinguish the level at which an individual or a team may be. His mentorship was pivotal in shaping me into a more effective coach to my people. This article is a much a tribute to Joe as it is a hopefully insightful piece of management guidance for you.
Joseph sadly passed away in January of 2022. I’ll deeply miss our conversations and the wisdom he embedded in me. His legacy continues to inspire me in my everyday leadership and management challenges. Recognizing and developing people’s competence and willingness to learn and grow will always be the foundation of my management philosophy.
I believe that every employee has the right to work in a constructive environment and be led by effective managers who focus on their people’s strengths and needed areas for development. I also believe that most managers truly want to provide this kind of developmental environment, but many haven’t been mentored and trained to deliver this kind of individualist approach that I’m about to share with you.
From interviewing many successful managers and drawing insights from Joseph Sherrens book, iLEAD: Five Insights for Building Sustainable Organizations, these are the four levels of competence and willingness and how to manage and grow each of your people to their point of empowerment.
1. Unable and Reluctant
At this level of proficiency, individuals may struggle with both the ability to perform tasks and the motivation to do so. A coaching style perfect for this level is Instructing. Breaking down the task into manageable steps and providing clear and simple instructions will help individuals understand what needs to be done.
2. Unable and Eager
For those who are eager but cannot perform tasks, a Guiding coaching style is appropriate here. Show your support for their can-do attitude and enthusiasm by offering practical guidance and demonstrating how to accomplish tasks. This approach helps them channel their eagerness into productive actions.
3. Able and Reluctant
Individuals at this level possess the ability to perform tasks but may lack the confidence or motivation. An Inspiring coaching style is best used in this situation. Build their self-confidence and a sense of accomplishment by encouraging them to take initiative and try their hand at the task.
4. Able and Eager
This level requires a coaching style that is, finally, Empowering. Leaving team members to their own devices at this level gives individuals the autonomy they need to flourish. Recognize that trying to instruct someone who’s already able and eager will only cause frustration and anger. Even suggestions will not be welcomed. Don’t take it personally or believe they’re being difficult to work with. They simply can and want to figure it out on their own. They’ll explain how they’ll approach their work, answer all of your questions, and get into interesting conversations on finding efficiencies. Once this level of trust is established, there’s no need to coach them any further unless they come to you. Just provide the resources they need to do their work.
Recognizing when an employee is ready to move up a level requires attentiveness on your part. Some signs to look for include an employee’s consistently demonstrating the skills and attitude associated with the next level, seeking out additional responsibilities or challenges, displaying a willingness to learn and grow, effectively managing tasks with minimal supervision, and actively contributing innovative ideas or solutions to problems. Here are some signs to look for when an employee is ready, willing, and able to move forward along their path to empowerment and autonomy.
Moving from Level 1 to Level 2: When a team member has been given instructions and performed the task once but possibly didn’t understand why it was done that way, they’ll be reluctant to perform the task again. Ask them questions to begin the learning process and let them feel comfortable asking any questions that come to mind. Your goal is to help explain as well as help them figure out on their own why the task is performed in that specific fashion.
Moving from Level 2 to Level 3: A team member may be eager to perform a task but lacks the knowledge and possibly the confidence to do it correctly. They may be fearful of failing. These can be addressed through positive reinforcement as they perform their newly acquired skill.
Moving from Level 3 to Level 4: Inspiring those who can perform a task but lack the eagerness can involve setting more challenging tasks, offering opportunities for leadership roles, or aligning their work with their personal interests or career aspirations.
This is the level where employees need “empowerment.” It involves giving them autonomy, encouraging them to make decisions, and even having them participate in planning sessions. Show that you trust them to take the lead on projects or initiatives.
How do you know if you are using the right approach? Regular performance evaluations, open communication channels, and feedback mechanisms can help you identify the indicators that the employee is ready to move up a level. The last thing you want to do is miss the signals when a teammate is struggling or when someone is ready to advance.
By staying observant and responsive to these signals, managers can effectively support each employee along their developmental journey and ensure that they are positioned to thrive in their new roles within the organization.
It’s important to note that these coaching styles are not one-size-fits-all solutions. Great managers often blend these styles based on situational needs and the individual personalities of their team members. The key to effective management lies in the flexibility and adaptability of your approach. Understanding the unique traits and personal circumstances of each team member allows for a better connection more tailored and effective leadership and management strategy.
Another critical element of effective management is the ongoing assessment of your people’s levels of ability and eagerness. Great managers understand that these attributes can change over time due to various factors, including personal growth, changes in job roles, or shifts in team dynamics.
It’s also essential to be aware of the signs that your management approach might need adjustment. If an employee shows signs of frustration, resistance, or a decrease in engagement and productivity, it could be an indication that your approach isn’t aligning with their current level of competence and eagerness. Being adaptive and seeking feedback is crucial to ensure you’re continuously meeting the individual needs of your team members.
Effective management requires mindfulness and adaptability. Recognizing where each team member is on their path to development and tailoring your approach accordingly is not just about empowering your people; it’s about building a foundation for their growth and sense of personal success.
The guidance of mentors like Joseph Sherren reminds us of the continuous learning journey we must be willing to take to be effective in our leadership and evolve and grow to meet the distinct needs of each of our people.
Recent Articles
Generative AI tools like ChatGPT are revolutionizing software engineering by converting UML diagrams into accurate, structured code. Learn more about it here.
AI-powered requirement review tools simplify engineering verification, ensuring accuracy, efficiency, and compliance with INCOSE guidelines. Learn more about it here.
Managing and optimizing thread overhead is important for safety-critical and embedded systems. Learn more about the C++ multithread common myths here.
Managing and optimizing thread overhead is important for safety-critical and embedded systems. Learn more about the C++ multithread common myths here.
Discover the critical role of effective interface management in complex systems. Learn how centralized tools, AI-powered solutions, and well-defined processes can prevent errors, enhance collaboration, and ensure safety in industries like automotive and aerospace.
