Destroying the system: Part 3

Quick review: Part 1- Instead of constantly blaming people for a lack of success look to where the system is breaking down. Be willing to let go of the system more than you're willing to let go of people.

Part 2- Look to your team for answers. Let those closest to the work re-create systems around their own gifts and strengths.

Part three is where the fear can really creep in for leaders. This third step is the most critical and will determine if you are able to keep people long term on your team: choose a launch date and trust. When you have your most invested people around the table and they have come up with a new way to do something, as the leader you have to say, "On (this specific date) we are changing the way we work." If you drag this out nothing will take the wind out of your teams' sail more than you allowing them to give feedback and invest their time but never allowing them to act. Let your people run with it. As a leader, your role becomes checking in with key people and giving feedback or small tweaks.

The people you lead are dying to be trusted. Almost as much as they are dying to be recognized. But more than anything they are dying to be a part of something that truly matters. And guess what? If they create it, it will matter to them! Move into the role of servant leadership and equip others to lead well. Support those who want to lead and give them the resources they need to change the system. Be, as Jim Collins in "Good to Great" defines, a level five leader. When their is success, give the team the credit. When there is failure, take personal responsibility.

Do these three steps and you will see people re-energized, engaged, and more productive.