Enrolling others to action requires clear direction and knowing where others stand on the issue to help them move in the right direction. Enrolling others requires listening through the objections to allow the true issues to surface. Understanding the issues enables the leader to provide the right prompts and inputs so people begin to work in the new way. It may even require a discussion about the specific actions required to get things going.
Imagine if a NBA basketball coach were to tell his team of star players, “here is a new set of plays, you are smart, and you will figure it out, go out tonight and execute the plays.” We most likely would see five very talented basketball players each interpreting the plays according to their history and capability. We may not get their full engagement as they try to figure out what and how to execute these plays. There is a great chance the team will struggle and miss opportunities to play with ease and excellence.
Often in business, leaders state what they want and aren’t clear how a task should be executed. People work furiously only to be told, they aren’t doing it right. Leaders have been coached, not to micromanage and let people do their work. Have we sabotaged ourselves by stepping away from the play?
There is a balance in micromanaging versus creating a dialogue and coaching the team to work together to execute new and different solutions. There is a difference between telling the team exactly what to do and working with the team to align, prioritize, sequence the actions so people can go off and perform with ease.
Focus on one to two actions to unlock the potential of your team. Let go of the noise from the activity. Listen and observe how those one or two key actions are being carried out and provide early feedback to allow the team to be more effective in solving and executing the business challenge. And finally, find people doing things right and encourage people to work in the new way.