Tag Archives: Leaders

Plant Grows

Small Business Grows Big

Growth is something we all want for our business, of course it is! But if we aren’t prepared for it, this dream scenario can quickly become a bit of a nightmare for you at the top of it all!

Relationships in business are founded on trust.

As the leader of a small business, you will have a team of people who (hopefully) you feel able to rely on.

So, as you expand and take on more staff it makes sense that you would look to these people to take on management roles, in order to pass on their expert knowledge.

After all, you can’t be everywhere, however much you may want to be!

So now you have multiple managers with multiple teams of their own…great!

Yet, if you aren’t careful, you may have more problems that you started with.

Here we shall look at some of those main problems:

The Message gets lost

Key to your business is its message, its ethos. This is what, not only your customers, but also your teams, have to buy in to for you to be successful.

As your business expands, however, this message can become a bit like a game of Chinese Whispers.

As it gets further from you the lines of communication can become stretched, they become less effective, and with it, your message can become muddied, or even lost.

Then, all that you have spent so much time trying to implement can start to breakdown.

The wrong kind of leader

As I touched on earlier, as your business develops, you will need leaders to step up and take on these expanding teams. Obviously, hiring from within seems like the clear decision.

But this is one of the pitfalls that can damage your growing business if you get it wrong.

Sadly, being an expert in a field doesn’t always make someone a great leader. Having all the appropriate knowledge doesn’t always mean they know how to pass it on.

It’s kind of the opposite of the old “those who can’t do, teach” adage, or if you’re more of a sports fan, “good players don’t always make good coaches”.

What Can Happen?

Obviously, no one case is the same, but there is a client I worked with recently that was in just this sort of position.

Their IT company was growing quite rapidly, and they needed leaders for the new teams they were having to employ.

They started to ask current trusted staff to step up.

First, they set one of their original team members, an expert in their previous role, up as a leader, but they weren’t too comfortable in the position.

They were nervous and lacked confidence in leading a team, and thus, the message broke down, the team was ineffective, and they struggled to maintain the business ethos and results.

The second leader they sourced from within had similar issues, except, they disliked the idea of managing so much that they left the company.   That meant that they lost a key member of staff as well as a potential leader.

Finally, they turned to external sources for a new manager, only one of their requirements for the position was that it had to be filled by someone with good IT skills and experience.

This sounds like it should make sense, but you must look at the role they are being brought in to perform. They are going to be a team leader, a manager, not an IT specialist, so do they really need that experience?  Maybe some, but not the only thing they needed.

What to do?

What is really important is to be able to provide your teams with the confidence and capability to step up into the kinds of management positions.

You can’t be afraid to bring in people from outside your business either.

Managers are there to do exactly that, manage! And experience goes a long way to obtaining that confidence that good leaders require.

But growing your leaders from within, if done properly and with care, is an excellent option.

Those people love your business, like working there and know all the little foibles. So, they are best placed to be bought into your ethos. 

So, if you want to grow those wonderful team members into leaders, you need to do something different.  You need to develop their skills – soft skills, confidence, communication and leadership mindset. 

They need to be able to Think, Be and Do as a leader does.

So, as long as you support their growth, then they are perfectly capable of learning those new skills.

And you will need to change the way you think and behave too!

You will need to be able to trust them, let them grow new wings and you will have to let go a bit so that they can feel the responsibility and start making bigger decisions, without relying on you.

If all that sounds lovely but a little scary or worrying, or you are asking yourself – yes, but how do I do that, then all you need is someone to support your business in that transition.

Maybe it’s time to book a call with me and we can have a chat about where you can take your business, and where we can help you grow you, grow your leadership team to grow your business.

Book your call here:

Or email julie@thinkbedoleadership.com

P.S. Whenever you are ready…here are 4 ways I can help you increase your impact as a leader:

1. Join The “Quiet Leaders With Impact™ Facebook Group and connect with other leaders who want to grow

It’s our new Facebook community where those that are The Quiet Leaders can learn and share how to increase their impact, influence and outcomes —  Click here

2. Grab a free copy of my leadership impact report: The Team Performance Engine™
It’s the Road Map to your journey to increasing your impact as a leader –Click here

3. Join our Quiet Leaders Launchpad™ Mastermind Group Programme

This Mastermind is a selected group of like-minded leaders, in an online community, focused on growing your results.  With training, group coaching calls, guest speakers and more, supporting and challenging you to design and implement real team performance in your business.

Reply with “IMPLEMENT” in the subject line and we can discuss how you can join us

4. Work with me and my team privately

If you or your team just need a little more one to one attention to make change happen in your business… just reply to this message and put “PRIVATE” in the subject line… tell me a little about your business and what you’d like to work on together, and I’ll get you all the details!

Julie Hutchison
Chief Impact Engineer at the Think Be Do Lab!
Call: 07947823842

Black and white instruments held up

You can’t harmonise with yourself!

More or less, everyone has a favourite band, a group of people who just come together and make music that instantly makes you happy.

As kids we often idolise that group, but more often we love that lead singer (or is that just me? 😉).

Many of us look to the lead vocalist as the leader, but the reality is, that they would be nothing or a lot less, without the rest of the band.

A lead vocalist, a front man or frontwoman, without the band is just a person singing on their own.

For the band to work you need the bassists, the guitarists, the drummers, and the backing vocalists.  All these people need to come together to create the songs, the music, that you know and love.

And in business, your team is just like a band.

Unless everyone comes together, works together, then you will always struggle to produce anything of value. The talent of one individual cannot be brought forward to its full effect without the support of those around them.

You cannot harmonise with yourself!


Without wishing to state the obvious, teams that do not work well together will not stay together. Sure, they may achieve some success, but in the end it is unsustainable.

Just take Oasis.

Disputes between brothers Noel and Liam Gallagher were regularly documented in the press throughout their time together, Noel even quitting temporarily as early as 1994.

Working together in such close quarters for many years had soured their relationship and they now have little to no contact with each other even twelve years after the bands break up.

Now, drawing parallels between rockstars and business teams may seem a stretch too far, but again, the basic principles are the same.

Not everyone is always going to be best friends but that does not mean they cannot be successful provided they learn how to work with each other.  We just need to understand how to walk in each other’s shoes, appreciate the genius and accept the differences.


Everyone in a band has a particular skill or talent, be it for keys or strings, vocals or percussion, each member has different strengths.

So, we can look at our team in the same way, you may be the lead guitarist, someone else may be on keyboard, and so on. We need to celebrate those differences as well as wanting to get along.

Good bands have also identifiable sounds, or could we say “culture”, and these may evolve over time as members develop their talents.

The Cure went from eccentric, post punk sounds to more gothic stylings. Fleetwood Mac started as a blues band before moving more and more into pop-rock. Radiohead started with a distinctive guitar rock sound and diversified into more experimental music.

Good bands will make good music, no matter the sound or the members, there will be no reliance on one individual to pull it all together.

A good team will work effectively towards whatever that big goal is, and when each member is playing their instrument, the leader can be replaced, if they are just wailing into the mic randomly.

Often the leader can think that they are irreplaceable and feel that they are more important than the rest. They can forget that they are there to enable the whole team to achieve their best.  But that is dangerous, and mistaken.

For example: Genesis went from strength to strength with Phil Collins at the vocal helm, but before him the band was fronted by Peter Gabriel. Gabriel left amid an accumulation of tension within the band.  They didn’t need him to succeed.

No one person is bigger than the group and when someone is raised to this position, tension is inevitable. Keyboardist Tony Banks surmised it by saying:

“Pete was also getting too big for the group. He was being portrayed as if he was ‘the man’ and it really wasn’t like that. It was a very difficult thing to accommodate. So, it was actually a bit of a relief.”

This new form Genesis continued to perform until 2000, 25 years after Gabriel’s departure.

If a leader is not working but the team is still functioning, then just take a leaf out of Iron Maiden’s book. Over their duration they have has a number of front men and still remained highly successful.

At the band’s conception, Paul Day took the position of lead vocalist but was shortly dismissed as he did not have the desired charisma and, most importantly, enthusiasm for the project.

He was replaced by Dennis Wilcock who looked to put his stamp on the group, he convinced them to hire and fire members and the conflicts in the band grew, until he left to form his own group.

Then came Paul Di’Anno, and whilst they initially worked well together, addiction troubles made his position unsustainable.

In came Bruce Dickinson for his turn at the head of the band, and even he was in and out of this role due to wanting to go solo.

The job of these men was to help their group and when they were no longer were doing so, moving on was the best thing for both parties.


So, how then was the band “Iron Maiden” able to stay together through the countless member changes over the years?

That comes down to the true dynamics of the group. Bassist Steve Harris was the one who formed the band and, ultimately it was his group. The lead singer is not always the leader. Just because someone is the most vocal, does not mean they are in charge. Leadership is about a strong voice with something to say, not just whoever can shout over the rest.

A successful team is about good dynamics and doing what is best for the project, not just one person’s interests. It is about bringing together all those voices to create harmonies that is the recipe for an efficient project.

Everyone must be singing from the same song sheet and a successful leader will be the one handing out those sheets.

So, if you are the leader of your “band”, ask yourself the question….

  • What do I bring to the party?
  • How to I enable the team to perform?
  • Do I help or hinder the success of the team as a whole?
  • Do they need me?

And if the answer is not what you were expecting, then let’s talk…

Book in for Your Impact Accelerator Session to brainstorm how we can help you be the best front person in your business band.  https://calendly.com/thinkbedoleadership/quiet-leaders-impact-accelerator-session

Email julie@thinkbedoleadership.com

Think, Be and Do Like a Leader!

How To Think, Be and Do As A Leader

The Think, Be and Do of Leadership.

Something Jan and I talk a lot about in our consulting role with business owners and leaders, is the Think, Be, Do principle.  You see as a Leader or THE Leader in your business there is always a lot of stuff to do, isn’t there?  In fact, some days, weeks or even months, can seem overwhelming because of the amount of stuff you have to do.  And if you are good at what you do, that can make things worse, because people will give you even MORE stuff to do.

Sometimes you take that on willingly because you want to help others, we see a lot of ‘people pleasing’ going on in some of our clients.  Other times you take it on because ‘no-one else knows how to do it’ or ‘no-one else can do this as well as I can’.  In yet other cases, you just think it would be quicker to sort it out yourself – ‘it’ll only take a minute’.  But that minute turns into 30, as do the other 3 extra things you added to your ‘To Do’ list and suddenly you are working past 8 pm and you still haven’t got to the original things on the list.

Well – I want you to STOP.  Yes – I mean right now.

Because very often the things we are ‘doing’ in our business, are not the things we really ought to be doing.  If you are being busy and not achieving much, then you are probably doing the wrong things.  And that will, in most cases, be because we are not BEing the Leader, and that is because we haven’t given ourselves time to think.

Take 5 minutes to do this little test.

Write down everything you have done today – I mean every task, every phone call, every internet search.  When you have written that list, look at it really honestly and tick ONLY the ones that it is not possible for someone else to do.  It doesn’t count if you can do it best, or if you don’t believe you have someone to delegate it to.  I mean that theoretically – it is physically possible – for someone else to do it.

Whatever you have ticked – is probably what you should be doing and all the unticked ones are stuff that you really should NOT be doing.

“Ah but Julie I don’t have anyone capable / I don’t have the time to train someone up / I can’t ask someone to (make me a cup of tea/go to the dry cleaners for me/answer my emails)”.

I hear you.  And I empathise….NOT.

Because they are all excuses!  If you are too busy, then your job as the leader is not just to keep going and hope that one day you will get to the end of the to-do list.  Your job is to start thinking like a Leader.

In order to be a Leader – you need to think like a Leader.  That means you need to look at things in a different way.  You need to take time to step out of the daily grind – as often as possible and at least once a day – and have a reality check with yourself (if there is no-one else in your business you can share with).  What would Richard Branson do right now with YOUR massive To Do List?  What do YOU want to do with it?

Once you give yourself time to step out and look in objectively – you begin to think as a leader. And once you are thinking like a leader you can then really BE a leader, and start to DO the things that leaders do.

Your staff, your suppliers, your JV partners and anyone else who relies on you, don’t NEED you to do the stuff that they can do.  They need you to do the stuff that ONLY you can do.  Does that make sense?  Which mean getting your head out of the doing, and into the thinking.

Now sometimes it is hard to see what you should and should not be doing.  And sometimes you can see it, but you just keep doing it anyway because it is easier – it is your comfort zone, and, frankly, you are the boss so no-one is going to hold you accountable for changing.

If that is the case, and you feel that some accountability or at least an objective outside view might help, then email me at julie@thinkbedoleadership.com and let’s schedule a complimentary strategy session, to look at how you can change what you are doing.

3D Leadership – dynamically enhancing the results of your business’™

At Transforming Performance, we believe that there are 6 crucial areas of Leadership: focus and direction, mindset, engagement, skills, impact and systems.

Transforming Performance can help with our Accelerate Your Business™ and Accelerate Solo™ programmes.

Julie Hutchison is co-Director with Jan Sargent of Transforming Performance, a consultancy which provides businesses with expert support in Leadership Coaching, Team Development and Performance Coaching, Executive Coaching, Mentoring, Training and Behavioural Profiling and help in getting the best from you and your people. If you’d like to have a chat and a coffee to discuss how we can help you, we’d love to talk. Call us on:

01722 484155 or 07947 823842




Question: What’s the Difference between a Team and a Toothache?

No – I’ve not lost the plot, it’s a genuine question. You see on the 30th of this month I am speaking at an event for dentists. There will be a lot of dentists there. What is the word for many dentists all in one place ? Perhaps – an amalgam of dentists?

Anyway – It made me think of how dentists are leaders. They lead their teams. They lead their clients – by giving advice and support on how to have good oral hygiene and not have to have major work done. Of course one of the pieces of advice is to clean your teeth twice a day and to spot and sort out problems when they are just minor things, rather than wait until you need root canal or an extraction.

All good sensible advice.

And that is a bit like leadership in any type of team / company / business. If you have a quick check over / check in with the team on a daily basis you can often spot little things as they happen and before they become big things.

All makes perfect sense doesn’t it?

So why is it that most people put off going to the dentist until they are in screaming pain, and why is it that most leaders fail to deal with things when they are little?

Is it because they are hoping it will go away and resolve itself (trust me that never happens). Is it because they don’t know what to do about it and so stick their head in the sand (the ostrich principle). Is it because they are scared – doing something about it might be costly or painful in some way (ah yes – here we have it).

Most people ignore little things because we don’t like pain, and we don’t like confrontation or we have other priorities that day and perhaps it will just go away (or perhaps we are just scared of the dentist).

But whatever the reason, leaving things to fester is never a good idea. What was a small pain, given enough time will become a major problem. And then – when it can no longer be ignored – it is dealt with. By then it takes a lot more effort, time, money – or all three. And often it is too hard to resolve and does not end well, where pro-active management could have solved it much sooner.

If you want to know how you can use some proven strategies to deal with issues in your team as and when they arise, and when they are small problems that can more easily be solved – come along to hear me speak at the ToolBox Live event on the 26th Feb in Heathrow. Or if you are a dentist or know a dentist and want to come to the event on the 30th January – email me on julie@juliehutchison.co.uk

And I wonder .…do dentists take their own advice on pro-active (oral hygiene) management when it comes to dealing with problems in their own teams?

Leadership Tips and the 12 Days of Christmas

Leadership Tips and The 12 Days of Christmas


Once the Christmas dinner is over and the presents are opened it’s time to chill out, and maybe reflect a little on how this year has gone for you.

Here are our 12 tips for making 2016 your best year yet.  And to keep it traditional we are stealing from an old Christmas song.


On the First Day of Christmas Leadership Tips…

My true love said to me:

A Leader is one who

A leader is one who knows the way, goes the way, and shows the way.

Leaders don’t just act like the boss and tell other people WHAT to do, but show them HOW to do it. A good leader always shows the way.  A boss says ‘Go’, a Leader says ‘Let’s go, follow me’.


 On the Second Day of Christmas Leadership tips…

My true love said to me:

You Are a Leader

If your actions inspire others to dream more, learn more, do more and become more, you are a leader.

You don’t have to be in a managerial role or have an official title to be a leader. If you are a hard worker and dream big, other people will follow you.  Therefore you a leader.


 On the Third Day of Christmas Leadership tips…

My true love said to me:

Steve Jobs A Leader

Innovation distinguishes between a leader and a follower.

Good Leaders will think outside the box and come up with their own ideas.  They create the world around them and this inspires others.


 On the Fourth Day of Christmas Leadership tips…

My true love said to me:


Leadership is unlocking people’s potential to become better.
A leader might come up with ideas and inspire others, but unless they can unlock the potential in their team, they will be leading no-one.  Leaders facilitate and allow the individuals in their teams to grow.


On the Fifth Day of Christmas Leadership tips…

My true love said to me:


Where there is no vision, there is no hope.
You can’t go into a project or an idea blind, or it will never work. You must first come up with a vision of what you want, and then show others the way.


 On the Sixth Day of Christmas Leadership tips…

My true love said to me:

If you want a quality

If you want a quality, act as if you already had it.
You know the saying: Fake it till you make it… well the same applies to leadership skills. In a company no-one will promote you to manager unless they see you as a manager, meaning you have to act as if you were a manager.  If it is your own business – no-one will come work for you if they don’t see you as a leader – so step up and act like one.


 On the Seventh Day of Christmas Leadership tips…

My true love said to me:

Speak softly

Speak softly and carry a big stick; you will go far.

In other words, always be humble, avoid raising your voice and being a hot-head for the sake of it, but don’t be afraid to put your foot down and make the tough calls when needed.


On the Eighth Day of Christmas Leadership tips…

My true love said to me:


No man will make a great leader who wants to do it all himself or get all the credit for doing it.

Good Leaders know they can’t do anything without their teams. They are more interested in the end result than in taking the credit. If a leader acts in this way he will no longer be a leader as there will be no team left to lead…


On the Ninth Day of Christmas Leadership tips…

My true love said to me:

It is essential

In other words – the smartest thing you can do is hire people who might be smarter than you!

 On the Tenth Day of Christmas Leadership tips…

My true love said to me:

Good Management

Good management is the art of making problems so interesting and their solutions so constructive that everyone wants to get to work and deal with them.

Make problem solving fun – and a TEAM activity.  If problems are seen as something negative then people will naturally avoid or shy away from dealing with them – which means it is always down to the leader to spot and solve problems.  Far better to encourage an environment where problem solving is applauded and everyone wants in.



On the Eleventh Day of Christmas Leadership tips…

My true love said to me:

The Quality of a leader

The quality of a leader is reflected in the standards they set for themselves.

Want to be a good leader? Then set the bar high. No – higher than that.   But what if you don’t feel confident? This takes me to my last point…


 On the Twelfth Day of Christmas Leadership tips…

My true love said to me:

Henry Ford

Henry Ford knew what he was talking about when he said  “If you think you can do a thing or think you can’t do a thing, you’re right.”

There is nothing more important when it comes to being a manager than believing in yourself. Believe you can be the best leader in your business and you WILL.

If you want to make 2016 your Best Year Yet – come along to our free Best Year Yet workshops – where we will help you set the strategies you need for making 2016 your absolute Best Year Yet.

If you would like to pre-register for more information email me on julie@juliehutchison.co.uk and put “Best Year Yet” in the subject line.

Wishing you a Prosperous and Happy 2016.








Leaders Fighting

When Leaders Fight

If you know me at all you will know I am not the least interested in politics. However, from an ‘observing leadership’ point of view the last few weeks has been fascinating in terms of watching the Labour Leadership battle unfold.

The candidates are all different.

Andy Burnham is middle ground, stood and lost against Milliband and states he wants Labour to meet the “aspirations of everyone”.

Yvette Cooper is also more middle ground, married to Ed Balls and has held ministerial positions. She promises a stronger economy and a “fairer, less divided society”

Jeremy Corbyn didn’t plan to stand but after the ‘top 3’ far left candidates dropped he threw his name in the hat. He is a very experienced MP. He is thrice married with 3 kids and backed by the unions. He will “protect public services and increase taxes on the wealthy”

Liz Kendall is ‘the outsider’. She joined Parliament in 2010 and was elected to the shadow front bench straight away. She promises to “regain the public’s trust in Labour on the economy, promising sound public finances and protection of the poor and vulnerable.” Her pitch stresses the need to make the party electable.

What is interesting in this is not the differences in the values and ‘interpretation’ of Labour values of each candidates, but their actual leadership qualities.

Corbyn is certainly seen as the most contentious and the most extreme candidate – the other players fear he will drive the party into a permanent shadow position. But maybe not. Because actually when it comes to leadership people like to know where they stand and they prefer not to have vanilla leaders who do not inspire. Love or hate her politics there is no mistaking Margaret Thatcher for anything but a Leader. Or Churchill.

Now he may or may not win but one of the other leadership qualities which Corbyn exhibits almost to the exclusion of the others – is the refusal to back bite or ridicule the other candidates. He won’t play dirty politics. That is a quality that is essential in a powerful leader. When you point the finger at others it creates mistrust of your own integrity. Be careful about pointing the finger when you are climbing the career ladder.

Lack of respect of your peers sets a tone of non co-operation, lack of trust and encouragement of further ‘back biting’. Not a nice atmosphere to work in.

The moral of the story taught by Jeremy Corbyn is – it might not your skills or experience or even your core beliefs and values that get you the promotion – it may just be how you demonstrate those undeniable and essential leadership qualities.

In-team fighting

How To Handle In-Team Fighting

Everyone is different and believes that he/she is right during an argument, but when arguments happen between employees, things can escalate very quickly. As the leader – it often comes down to you to resolve the problem. Here’s how to handle in-team fighting:-

Be objective

If you want to be respected as a leader, you need to act objectively and deal with the facts. This is not about being popular, instead it requires you to acknowledge each person, listen well, while also making sure that you identify the right solution – the one which is best for the team and the individuals.

Be fast

Any workplace conflict can brew for days or months, hampering productivity all the while. AS a leader, it’s imperative to address things as fast as possible, and get things back on an even keel so “normal service can be resumed”. As soon as you become aware of the conflict, investigate it, talk to the individuals concerned and seek a resolution.

Be respectful

You need to hear each person’s opinion and understand why the conflict was created in the first place, and most importantly – acknowledge the feelings of each individual.

Be in charge

Once the emotions of the situation have been acknowledged, you need to uncover and deal with the facts. If this is just a disagreement, then focusing on how this is affecting the work atmosphere or productivity is the way to go – as long as you can back this up with examples. As a manager or leader, you can only deal with the facts.

If the argument or conflict is a disciplinary matter – if someone has ‘broken the rules’ in some way – the same applies. You should listen, acknowledge feelings, but then deal with the facts as far as the rule breaking, and consequences of that, are concerned.

Dealing with conflicts can be very demanding for any leader, but this is one of those situations which separates the wheat from the chaff. True leaders are not scared of dealing with conflict because they know that small things, left to fester, become big problems which are much harder to solve


You Are The Leader – Why Is No-One Helping You?

So – you are the leader of your team / division / business. So why is it that you seem to be doing your job and everyone else’s too? Why can your team just not do the stuff they are supposed to do? When are you going to be able to focus on growing the business and not firefighting all the time?

If you have ever felt this way then I am sorry to tell you – YOU are, quite possibly, the problem.

It’s a question of trust. If you don’t trust your team, then you will have a tendency to do it all yourself and then complain about how many hours you are working / how no-one else seems to care and how only you seem to be able to see the bigger picture.

What you need to do is – Step Back and Lead.

But first you need to understand where your trust issue lies.

Trust mostly falls into 3 areas. Loyalty / attitude or ethics / competence. Do you trust your team to always have your back or would they stab you in it to save their own skins if necessary? Do you trust your team to have the right approach to their colleagues / customers / the task – is will they always try to do ‘the right thing’. And lastly – do you believe they are capable of doing the job.?

You see it’s a bit of a vicious circle. If you don’t trust your team, they will know and they won’t trust you. If they don’t trust you, they won’t buy into the vision, they won’t see it as their responsibility to make things happen, they will leave it to you to make decisions and implement action.

So how much trust do you give them? Well it was Ernest Hemingway who said

“The best way to find out if you can trust somebody is to trust them.”

Our nature is to avoid uncertainty – which is why on a country level most attitudes are – avoid trusting until trust is proven. However, that really doesn’t work well in a team. Equally – this is not your son or daughter we are talking about – you would be wise to not trust 100% as you would a family member. However, the starting point with your team should be a significant level of trust which can be adjusted up or down over time as evidence is produced that they can (or cannot) be trusted.

Trust in your teams competence is a scary concept. If you trust your team and they let you down – your position as a leader is in jeopardy more than theirs is. So how do you learn to trust? And why should you?

Well – the ‘why should you?’ bit it easy. High performing teams only happen in an atmosphere of trust and the pay offs are enormous – both for your reputation and credibility as a leader, your personal sense of achievement and the achievement of the company’s goals and visions.

The How? Well, start by delegating their own jobs to them, making sure they have had the training and tools they need. Set the criteria and also a mechanism by which you will monitor the results. Let them know that asking for help if they are stuck is absolutely fine, but then

challenge by questioning any requests for help to ensure they are genuine and not a lack of confidence or a cop out (easier if you provide the answers). And then praise, praise and praise again – publicly and up the line – when they do it right. Like Pavlov’s dogs, you need to reinforce the behaviour you want to see.

And even if they get it wrong as long as they have checked in with you along the way – it won’t have gone too far off track, and you should praise them for trying / for showing initiative / for having a go. And then give them a strategy to help them do it better next time. And they will, because they won’t be afraid to try.

There is a lot more to it – of course – which I don’t have time to cover here.

If you want to learn more about how to put in place systems so you can trust your team to perform at their best without you having to do it all – then come along to my workshop next week.

I have ONE FREE PLACE for you – the readers of my weekly blog. First to respond gets it!

Here is the link to read more about it:

How to trust your team so you can Step Back and Lead