One of my guiding principles in team management is granting my subordinates clear areas of responsibility and decision-making within their designated realms. This philosophy is not something I dreamt up overnight; it was passed down to me during my tenure in China by a cherished friend and coach from Toyo Eng, Iida-san, in 2011.
Iida-san's counsel was straightforward yet profound: “Do not interfere with the methods or responsibilities of your subordinates. Only step in when they recognize and communicate that a matter exceeds their jurisdiction." Most team members, when given such autonomy, approach their tasks with heightened commitment and a sense of ownership. As managers, our role then pivots to addressing issues that surpass their scope. Our energies are better channeled into fostering creative outcomes, making prompt decisions, and offering guidance when consulted.
This management style has resonated with me deeply. Irrespective of the geographical context, it has invariably elevated levels of empowerment and self-motivation within my teams. Moreover, it serves as an antidote to micromanagement, a managerial style I view as counterproductive.
The Benefits of This Approach
For Subordinates:
- Showcase performance driven by their decisions.
- Exercise discretion in problem-solving and task completion.
- Develop autonomy, a cornerstone of motivation, as elucidated by Daniel Pink in his book "DRIVE."
For Managers:
- Curtail the tendency to micromanage.
- Reduce unproductive and reactive work hours, allowing space for strategic thinking and proactive actions.
- Highlight the importance of clear job descriptions, ensuring goalposts remain fixed and transparent.
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