Leading With Too Much Freedom?

I have always aimed to be an ’empowering leader’, but I haven’t always got this right. I have often swung too far one way or the other. What do I mean by this? Well, I thrive on big picture thinking, I am a starter, an ideas person, and I am not entirely great with attention to detail. This doesn’t mean I don’t care about detail, of course I do. I just know this isn’t my sweet spot ‘super-power’, and can read something twenty times seeing nothing, until the moment I send it, when I spot grammatical and spelling mistakes in spades. (Enjoy finding them!)

Also, not a lover of excessive structure and known for my near visceral response to too many rules, I have always wanted people under my leadership to experience their own version of this freedom. They don’t need me telling them what to do and when to do it or even how. I am happy to give them the big picture, high level version of the vision, and see what they come up with. I may initially be a little more directive to ensure we are aligned on desired outcome or purpose, but then I am happy to take a step back, and view from afar.

Sometimes this results in near perfect outcomes. The individuals run wild with their own initiative and thrive in their ability to deliver. Often, not quite how I would have done it, mostly better or simply different, but at times this approach works beautifully. And so I continue, the high level, main outcome “Off you go approach”….. But sometimes it has the opposite effect. I become so hands off, that people can feel a loss of direction, bereft of support, and rudderless in an ocean of politics, choice, and chaos.

For those who like me also crave ‘the freedom’ and creative autonomy, they seem to like this ‘from afar’ approach, but admittedly sometimes their minimal reciprocal contact in keeping me abreast of their progress, decisions etc can be frustrating, especially when their end result can be so ‘afar’ from the direction I was envisaging. How far is too ‘afar’?

Conversely, those that thrive on process, structure, plans, and next steps, are challenged by my ‘all-hands-off’ approach. It can be un-nerving having so much freedom, and their need for regular direction and check-ins can equally frustrate me….”go fly!”

“Poor sods!” I hear you say, “Whatever they do frustrates her!”. You are right of course, and leadership is hard right?

Finding the right balance of being hands off without being completely absent, giving clear direction, without being too directive is a constant battle. Being instructive without controlling, being adaptable whist providing stability…giving them the reins but needing updates – I’m exhausted already!

The trick is there is simply not one approach for everyone. Every person needs to be given a different amount of freedom. A different amount of space, but also a different amount of structure, control, direction, support. It’s a ‘meet in the middle approach.

Here are some little tips that help me:

• For the creatives under your leadership – let them fly, but give them clear boundaries, deadlines, and expectations on updates.
• For the driven, fast action people in your team who love a challenge – try giving them the desired goal, again clear boundaries, and suggestions for who they may need to engage with to gain support.
• For those that like a more structured approach – show them a clear goal and allow them to create a plan and share that with you to check next steps. Let them check the finer details with you for a deeper understanding.
• For the bold and courageous – be clear on regularity updates, and the need to consider the unintended consequences of their decisions.
• For the risk aware – allow them to raise the issues and concerns they have and help them think through these. They are not giving you blockers just considerations that could de-rail the ask.

These may work sometimes, sometimes they may not, but the point is, it’s not about you. It is not about how you like to work, think, or behave. Of course, your deadlines, boundaries and expectations are important, that’s the work, but the ‘way’ they do the work might not be the same ‘way’ you do the work – and that’s ok.

With any given task, first start with how they prefer to work, use your knowledge of what motivates them and makes them feel safe. By understanding that, you’ll gain their buy in, build their trust and they will feel able to play to their strengths, and crack on with the job at hand. And if you are sitting there thinking, “but I don’t know what motivates them?”, then simply please go and ask.

So, freedom to grow, fail and thrive is important in leadership, it allows people to learn and develop themselves. But make sure they know they are not an island and nor are you. You are there for them to bounce ideas off, check details with, or clarify direction whenever they need, you will be useful, not helpful. So be hands off but wait like a proud parent on the side line.