We all wonder, at times, why some leaders and managers are more effective at motivating the people around them. Over the years, I have become more and more convinced that their emphasis on instilling two attributes in everyone around them is the key to their success. Consider YOUR approach to leadership and supervision and see if you agree with these.
The first is self-efficacy. In simple terms, self-efficacy is the belief that you can do something. If you are comfortable driving a car, for instance, you possess self-efficacy around driving. When it comes to making decisions at work of course, can get a lot more complicated. You’re dealing with the unpredictability of other people. You’re dealing with a wide variety of circumstances and you’re managing the pressures of time. Those who are comfortable dealing with these unknowns and still confident in making the decisions, possess self-efficacy. If you’re watching this video, chances are you have self-efficacy around making business decisions. But how about the people around you? Do you screen for comfort in making decisions during selection? Do you actively coach those who seem to struggle in making decisions on the job? Have you established a culture of independent decision making within your workplace? Do you recognize and reinforce those who do so?
The second is agency. Agency is the understanding and acceptance that you have the authority to act. Once again, you probably feel comfortable using your authority when making decisions even when you’re not sure of the outcome. That’s what effective leaders do. Do you expect those around you to do the same? Do they know it? Have you expressly told them that they have the authority to make a decision, even when it might be a bit outside their comfort zone? Do they know that you have their back when making these decisions? Good leaders know that it takes some perseverance to get this message across to some people. They know you said they have the authority to act. Yet they still hesitate. Do you take the time to talk through these decisions with them, rather than just telling them what to do or saving their butts out of efficiency? Do you process afterward to discuss what you both learned based on what happened? Instilling self-efficacy and agency separate the most effective leaders from those who are just maintaining.
So, how does your approach compare to what I just mentioned? What other essential components would you include in this formula? I’d like to know. Shoot me an email at bobw@commonsenseenterprises.net.