While having this mindset is key to developing and growing others, even well-intentioned leaders have their moments of decline. We call these accidental decline behaviors, like the Rescuer tendencies I explored in my last post.
In my work coaching and developing leaders
I have observed that accidental decline behaviors stem from assumptions about a particular person or situation. Here are some examples and shifting assumptions I need to know all the answers. No, not really. When we think we should know all the answers, we don’t allow others to think for themselves. Instead, stimulate others’ thinking by asking questions. Shifting Assumption.
I need to have the right questions. Assumption
When someone comes to me with a problem, they expect me to solve it for them. OK, rescuers, this isn’t always true. Maybe they just botim database often want your input or to tell you how they would handle the problem. If we intervene too early, and too often, we don’t allow others to think carefully about how to solve the problem themselves.
I need to understand why someone is presenting
A problem to me Assumption #3: I need to make decisions quickly to keep the team running. Making decisions quickly or with limited input leaves developers to participate covering a very large others wondering how or why the decision was made. As a result, we fail to make decisions that tap into the collective wisdom around us. Once a decision is made, allowing others to weigh in will speed up execution. Assumption
I need to facilitate productive debate
Make the most informed decision. Assumption #4: This person is not smart. Multipliers Assumptions Everyone has something to contribute. If tg data you could discover their hidden talents, how would that change your relationship with them? Assumption #4: If I could find their hidden talents, I could put them into practice. Assumption #5: My team needs to always succeed. Learning and growth often happens through trial and error.