Over Responsible vs. Under Responsible - Find Your Neutral

One of the things that contributes to burnout and exhaustion across the leadership population today is the amount of responsibility they take for things they shouldn’t.

So, this newsletter aims to highlight some of the drivers and give you options to find a neutral space.

The responsibility a leader takes for their managers, peers, team, business, organisation, industry, customers, and community can be overwhelming and, quite frankly, overkill at times. The topic itself, however, doesn’t really get enough attention when we consider the consequences of leaders trying to prevent all the things from failing, falling, or being less than optimal.

I talk a lot about the continuum of responsibility, and it’s vast, ranging from extreme under-responsibility at one end to extreme over-responsibility at the other. It’s essential to understand where we fall on this spectrum and adjust accordingly to the conditions and context.

Leaders must ask themselves two key questions:

"What am I responsible for?"

AND

"What am I not responsible for?"

In many organisations, there's a tendency to distribute responsibility collectively. While this can work for fostering a shared culture and values, it can become problematic for specific tasks. When responsibility is diffused among a group, it can lead to situations where some people take on too much while others take on too little. This imbalance can cause confusion and inefficiency.

Those who have a high need for control might find themselves becoming over-responsible. They might step in to handle tasks that should be delegated, stifling the growth and independence of their team members. On the other hand, some leaders may take on less responsibility than they should, expecting others to pick up the slack. Both extremes are detrimental to team dynamics and overall performance.

Responsibility isn’t binary; it’s a spectrum. Think of it as a dimmer dial rather than a simple on/off switch.

Leaders need to find a neutral position on this continuum—a default state where they can purposefully decide when to shift towards taking more or less responsibility based on the situation.

For instance, consider a scenario where a team member fails to prepare adequately for a meeting. As a leader, you might feel responsible for not reminding them or ensuring they had all the information. However, it's equally important to recognize that the team member has a responsibility to manage their own tasks. Effective leadership involves having conversations to clarify roles and responsibilities (when things aren’t as optimal as expected) without taking on undue blame or placing blame on others.

Being overly responsible often stems from a desire for control or a need for perfection. Leaders who transition from individual contributor roles might struggle with this shift, trying to maintain the same level of control they had before. However, this approach can limit their ability to lead effectively and stifle their team's development.

Conversely, taking too little responsibility can create an environment where team members feel unsupported and directionless. Leaders need to strike a balance, providing guidance and support without micromanaging.

Ultimately, leaders are responsible for creating an environment where their team can thrive. This involves:

• Setting clear expectations,
• Being present and fully engaged in conversations, and
• Holding team members accountable.

It's about empowering others to take ownership of their roles and holding a space of trust, kindness, and strength.

A leader's responsibility is about finding a balance. It's about being aware of where you stand on the responsibility continuum and making conscious decisions to move towards a more effective, supportive, and empowering leadership style.

If you'd like to continue this conversation and explore how I can support you in becoming more balanced in your responsibility as a leader just send me a private message or comment 'get in touch'.

Alternatively, you might like to join me on the 5th of July for a?dynamic masterclass?on the paradox of leadership where we look at what finding your neutral means across a number of continuums.

Shelley Flett is a transformational leadership trainer and executive coach who believes the journey to dynamic leadership is lifelong, it's exciting and challenging - and the most fulfilling adventure one can embark on in their career. It's a journey to take with others - to learn, to grow, to fail, to love and experience all the joy that comes with being imperfectly human - together!

https://www.shelleyflett.com