- Leader-leader vs leader-follower
- Leader/Follower is optimized for extracting physical work
- The message is empowerment but the actions require the leader to empower
- Instead, all can lead
- “Captain, I intend to…”
- Give broad guidance
- Empowerment is needed because we have disempowed people
- “It doesn’t matter how smart the plan is if the team cannot execute it”
- The system doesn’t track performance in the long run, limiting the scope of decisions being made
- Performance decreasing on departure is treated as compliments for a great leader rather than problematic that the team wasn’t better trained
- Questioning is not the same as being curious
- What do you hope we don’t change
- What are you hoping gets changed
- Criticality can come after trust is established
- Focus on excellence, not just avoiding errors
- Move authority to the information, not shuffling the information to the authority
- Have a clear goal and talk about it all the time
- Don’t be afraid of short, early conversations
- Trust is different from reality
- (Issues of accountability are not issues of trust)
- “We/I will” instead of “Can we/I”
- “What do you think I am thinking about this?”
- If the decision can be delayed, get input and make a decision
- Even if the decision needs to be made quickly, try to get inputs
- Lack of informal conversation impedes learning
- Taking deliberate action gives a chance for the team to reduce mistakes
- Competence needs to grow with control
- Don’t brief, certify
- Make sure your leaders are engaged in team processes
- Emancipation is the step beyond empowerment