In one of the previous blogs we discussed the transition in the field of management: from so-called “directive” to “facilitating” leadership. Managers are not the people who tell the team what to do, “make it perform” and “get the results.” The starting point is that the team can do that very well itself. Provided a number of conditions are met. For example, there must be clarity about the objectives, the team must be complete and there must be a clear division of tasks. The focus is on every individual coming into his or her own and that there is psychological safety so that the team can develop freely.
What often comes up in discussions about facilitating leadership is that managers should be able, and dare, to “let go”. Does this mean that you are not interfering with anything anymore? That you let everyone have their own way, and see what that leads up to?
That is by no means letting go. But for managers who are used to planning, directing and controlling it may feel like that. Because it’s a habit. And habitual behavior is persistent: even though you believe that working differently is good, it feels uncomfortable, and maybe even scary, because you’re not used to it. Which is why it is a good thing to consider what letting go exactly is in a management context.
To this end, we make a distinction between “desire” and “intention”. They are two states of mind, or attitudes, that are very similar but differ in one important aspect.
With a desire you are attached to the result you want to achieve. That means that you experience positive emotions when that result is achieved and negative emotions when it is not. Compare it to a child who has set his sight on the latest game console for his birthday: the greater the desire, the greater the joy or disappointment when the wish is or is not fulfilled. The intensity of the emotion is directly proportional to the intensity of the desire.
When you are not attached to the result you want, then there is an intention. When you act from intentions, your attitude is open to the results that emerge. You do have a result in mind (the intention), but you are not emotionally affected by the actual result because you are not attached to it. This makes you accept the result as it is. You do not resist the outcome. But that does not mean that you are apathetic or that you will give up. Because you remain open and curious about further possibilities and what to do next – and as a result you create agility and creativity …
In daily management practice, many things are not going as well as planned or budgeted. Viewed from the perspective of desire, they all harbor disappointments.
Disappointment is a form of resistance to reality. People who act from intentions do not have that resistance. They accept the results and will therefore look at them more freely. As a result, they are better able to see how things can further be improved: the lack of desire and resistance automatically means an open mind and a creative attitude: “OK, this is what we have achieved, why and how do we make it better?”
The difference between “directive management” and “letting go” is comparable to this. You put together your team. Obviously there are objectives. You want to go somewhere. And you give the team the autonomy to decide how they are going to achieve that goal and what actions they will to take. If necessary, you give advice. And you coach the team members. But then you “release” them to do the work. And you wait and see what the results of their actions are. With an open mind: your intention on the goal, and accepting what is to come.
The difference between both management styles is a small difference in attitude. There is no difference in ambition level. The attitude of “letting go” ensures that the team can freely do what it does best. It leads to a world of difference in spirit within teams, motivation of those involved and responsiveness of the organization.