Stepping Up and Stepping Back: The Leadership Tipping Point
Mon, 2009-03-02 22:39 — Pollyanna Pixton 
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Level: Practicing
Leaders can stifle progress when they unnecessarily interfere with team processes. However, as a leader, you don’t want your project to go over the cliff and fail miserably or deliver the wrong results either. There are times when leaders should stand back and let the team work things out for themselves—and other times when leaders should step up and really lead. How do you know which is which? And what do you do to not stifle the team’s creativity, ownership, integrity, and problem solving ability? Come away with tools to both motivate and guide teams and organizations effectively.
Process/Mechanics
- Why step back?
- How to give ownership using the three steps for authentic motivation
- Building safety nets where teams can fail safely and learn
- Tips to step back
- Exercise: Your red flags when you should step back
- When to step up?
- Exercise: How do you know your team is struggling?
- What not to do when stepping up
- Using the macro-leadership tool to collaboratively clarify responsibilities, grow teams and measure results
- Asking questions to reinforce ownership not take it away by giving the answers
- Exercise: What questions can you use that will not give the answer but help people discover an answer?
- Exercise: Developing your own macro-cube
Learning outcomes
- Authentic Motivation: The Three Cs – Collaboration, Choice, and Content
- How to build a safety net
- Tips to stepping back
- Pitfalls in stepping up by asking questions that may carry judgment and/or give solutions
- The Macro-Leadership Cube to help define the roles and responsibilities of team and your alignment with your responsibilities, and to help with leading up by defining the cube walls as expectations with your leader
- Sample questions that reinforce ownership
- Identify your tipping point
Featured participants
Primary target persona
All leaders throughout the organization
Other target personas