Look for the opportunity with every engagement with your team to develop their capabilities. Get out of the habit of doing the doing for them.
Catch a fish and you feed a man for a day, teach him how to fish and you teach him for a lifetime – Chinese proverb
Recognise not only great results but also any diligent hard work aligned to best practice process, even if this work has not resulted in success on this occasion.
Look to highlight and celebrate individual and cross matrix team success highlighting what caused the success to happen. Challenge underperformance, try to take ‘the personality’ out of the question and look first to understand the root cause.
A prudent question is one half of wisdom – Francis Bacon
The way for you to understand any management situation is to ask good incisive questions. The Kipling quote is a good one:
“I KEEP six honest serving-men
(They taught me all I knew);
Their names are What and Why and When
And How and Where and Who.”
Hold back the urge to stamp your fix on problems, give the team member every opportunity to explain a situation, root cause and potential fixes. This can only happen if you have your own emotional pause button switched on and ‘chimp’ under control. Use the LAER model and Active Listening template in the playbook.
Look to develop a set of management behaviours that support and challenge your team with a balanced focus on both results and the person.
Sometimes it is easier not to give feedback when it is picking up on disruptive and negative behaviour because it is challenging and difficult. However foster a habit of doing this in a supportive but challenging style.
Develop a style that allows for the context of the situation, the skill, desire and experience of the individual and associated timescale. It is sometimes appropriate to be directive, however if you want engagement by the team over the long term it pays to be consultative whenever possible.
Be specific on outcomes required, resources available, procedural guidelines, no go areas and escalations, most managerial conflict comes from ambiguous delegation.