The Paradox of Leadership: Achieving More by Doing Less

The things that slowed my business growth down the most and made my life the most difficult it could possibly be, was thinking that I had all the answers, that I had to be the one to do everything and that it was my way or the wrong way. These are just some of the symptoms of a "control freak" and ultimately of someone that was sabotaging her own success by narrow-mindedly thinking that my success was 100% up to me.

The truth is, when I finally learned to let go of the reigns and trust my people to do their job, everything started to flow more easily, more things got done and the whole team was more productive. The reason? We removed the bottleneck - me. When you think you have to have your hands on everything you can't possible get everything "signed-off" in a timely manner.

The Counter-Intuitive Path to Great Leadership: Doing Less and Trusting More

As leaders in the construction industry, we are often caught in a whirlwind of decisions, deadlines, and demands. Our instinct is to be hands-on, to control every aspect, and to ensure every decision is right, to micromanage our people and everything they are doing. However, the counter-intuitive truth is, that the best leaders do less, trust more, and create an environment where their people can fail, learn and thrive. When I was first introduced to this idea my chest got tight and it was hard for me to breathe, literally. Even knowing I couldn't possibly continue doing things the way I was doing it, the alternative seemed almost as scary, if not more scary. How was I going to let go of everything I had figured out on my own to this point and trust that the others will do it right?

The Power of Trust

One of the most critical aspects of effective leadership is trust. When you trust your team, you empower them to take ownership of their roles, make decisions, and bring their full creativity and problem-solving skills to the table. This trust doesn't mean abdicating responsibility, rather you are distributing it in a way that leverages the strengths of your team.

By stepping back, you allow your people to step up. This shift from micromanagement to empowerment can be challenging, however the results are profound. Employees who feel trusted are more engaged, more committed, and more likely to go above and beyond in their roles.

Embracing Failure as a Learning Tool

Failure is often seen as a setback, and in reality, it's one of the most powerful learning tools available. When you give your team the space to fail, you are also giving them the space to learn and grow. This doesn't mean allowing catastrophic mistakes, rather it's creating a safe environment where manageable risks can be taken within the responsibility level of their position.

Encouraging a culture where failure is seen as a step toward improvement helps build resilience and innovation. When your team knows that they won't be punished for every misstep, they are more likely to experiment, innovate, and find better solutions without necessarily coming to you for confirmation of every thought before moving forward.

Empowerment Through Decision-Making

Decision-making is a crucial skill for any leader. However, by making all the decisions yourself, you are not only overwhelming yourself, you are also stunting the growth of your team. Empower your employees by involving them in the decision-making process. This not only builds their confidence, it also fosters a sense of ownership and accountability.

When employees are trusted to make decisions, they become more resourceful and proactive. They start to think like leaders, which is essential for their growth and the growth of your organization. As they learn to navigate challenges and make informed choices, they become invaluable assets to your business.

Building Confidence and Resourcefulness

Confidence and resourcefulness are cultivated through experience and practice. By giving your team the opportunity to solve problems independently, you are helping them build these most important skills. When they come to you with questions, resist the urge to provide all the answers. Instead, guide them towards finding the solutions themselves.

One method I really like in guiding your people in decision making is one I learned from Dan Martell called the 1-3-1 rule. When someone comes to you looking for an answer ask them to define the one problem, come up with three possible, viable solutions and finally to pick the one best solution.

This approach may take more time initially, however, it pays off in the long run. Employees who are confident in their abilities and resourceful in finding solutions are more likely to take initiative and drive projects forward without constant supervision.

Balancing Risk and Responsibility

Of course, not all risks are created equal. It's essential to balance the level of risk with the capabilities and responsibilities of your team. Ensure that the risks your team is taking are manageable and within the scope of their roles and compensation.

You can find this balance by implementing a few practices.

1. Have a clearly defined accountability chart (similar to an org chart) where roles, responsibilities and deliverables of the position are all clearly laid out.
2. Have a thorough job description based on the box on the chart and create an employment agreement. Include the parameters of the level of decision making they are responsible for. That may include a dollar value under which they can make a decision, or time or fluctuation in a schedule, for example.
3. Have your employee sign their employment agreement acknowledging they understand the scope of their position. You want your employee to fully understand what they are responsible for.

By aligning responsibilities with the appropriate level of risk, you create a structured environment where learning and growth can occur without jeopardizing the business. This balance is key to fostering a culture of continuous improvement and innovation.

The Right People

I understand that all this seems nice, however what happens if you are micromanaging because the people you currently have aren't actually capable (or not willing) to make the decisions you need them to? The easiest thing about making this type of change is that when you have the awareness of what you need to do, you can start hiring in accordance with the clarity you have gained and getting the right people early on.

However, the biggest challenge in making this kind of change is dealing with what you have and that will take some courage. Courage to make hard decisions - who do you keep and change roles for and who do you need to let go to make space for the right people? This does not have to happen over night and create a pile of new work for you to do. Prioritize the people to stay, the people to move and the people to let go. Make a plan with a timeline and execute the plan. Again, clarity leads to success so make sure you are clear on how you want this to role out and anticipate potential challenges ahead of time.

Great leadership in the construction industry requires a shift from doing more to doing less. By trusting your team, allowing them to fail and learn, empowering them to make decisions, and building their confidence and resourcefulness, you are creating a stronger, more capable organization.

As construction leaders, our goal should be to develop our people - that will be the path to success. By stepping back and giving your team the space to grow, you are building the next generation of great leaders to meet the potential of your company.

For more insights on leadership and growth in the construction industry, subscribe to "The Construction CEO" newsletter and stay ahead with the latest strategies and trends.