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Written by Jamie on June 26, 2009 – 4:16 pm -

“They won’t take the initiative”

“I can’t depend on them to get it done”

“I am working with people that like to be told what to do”

These are actual comments made to me recently by frustrated manager, Freddy. He is planning a trip – all the way from unproductive to effective, from unacceptable to measurable results. He is trying to take a few passengers with him but they are reluctant to join him on that journey.

We know that the average person works at 50% or less of their potential. This means that the greatest immediate improvement in results you can create comes from unlocking and unleashing the latent potential of the people that report to you.

But how can that happen?

First recognize that 80% of any company’s problems are internal – not external. We estimate that 80% of those internal problems are caused by management. Unless there is a change in the way we manage our people, we are going nowhere. Nice place to visit but I don’t want to live there.

The truth is – no one wants to be told what to do. We can depend on people to get it done. Everyone has the ability to take the initiative.

So why isn’t Freddy experiencing these attributes from his team? Maybe it’s time to look in the mirror.

“What have I done to erode the trust of my people this week?”

“What have I said that I (or the company) would do that failed to materialize?”

“How have I communicated to my people that their input is unwanted and unneeded?”

“How have I failed to recognize the contribution and achievement of my people?”

Somehow people come to the conclusion that participation is futile- that initiative is too risky, that bringing their best to the job is not going to be appreciated or rewarded.

Sadly, they arrive at these conclusions through their interaction with their managers.

And until we re-establish trust, we, like Freddy, are flying solo.

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