Here is the paradox: You can actually speed things up by slowing down. There is no doubt that being energetic is contagious and therefore a short-term source of momentum. But if you lead by example all the time, your batteries will eventually run dry. You risk being drained at the vey point when your leadership is needed the most. Conveying a sense of urgency is useful, but an excess of urgency suffocates team development and reflection at the very point it is needed. “Code red” should be left for real emergencies... with [a] co-drive mindset, [we need] to widen [our] sights and recognize and reward people who are good at energizing others. Energizing behavior is unselfish, generous, and praises, not just progress, but personality too.
If you lead by beating the drum, setting tight deadlines, and burning the midnight oil, your team becomes overly dependent on your presence. Sustainable speed is achievable only if the team propels itself without your presence.
Jim Collins wrote that great leaders don’t waste time telling time, they build clocks.
Self-propulsion comes from letting go of control, resisting the urge to make detailed corrections and allowing for informal leadership to flourish. As
Ron Heifetz advocates, true leadership is realizing that you need to “give the work back” instead of being the hero who sweeps in and solves everybody’s problems.
Resist the urge to take the driver’s seat and allow [yourself] to take the passenger seat instead. Leading from the side-line, not the front line will change [perspectives]. Instead of looking at the road and navigating traffic... monitor how the driver is actually doing and what needs to improve. In [your] mind...fire [yourself] — momentarily — and see what happens to [the] team when [they are set] free, [taking] charge instead of looking to [leaders] for answers, deadlines and decisions.
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