It’s not quite enough to stop controlling in order for the people in your organization to do self-managed, unprecedented work. Facilitating their work is also critically important.
Facilitation nourishes and encourages people in several ways. It feeds the part of us that wants independence and mastery because a more experienced manager/co-worker is helping us with a goal instead of exercising command over it. It feeds the part of us that wants social validation: if someone is helping us accomplish a goal, it tells us the goal is worth accomplishing. It even feeds the part of us that’s lazy–that is, the part that wants to accomplish our goals while using the smallest amount of energy possible.
Think of your organization as a computer:
A computer is highly structured, functional, and hierarchical, but in order to continue running the latest software, it has to be continually upgraded and redesigned. A computer doesn’t grow on its own. This is the traditional organizational model.
Now think of your organization as a garden, growing all kinds of plants:
You can select the kinds of plants to grow, you can fertilize and water them to help them grow faster (but not too much or it will choke them), and you can trellis them to help them grow in a certain way, and you can prune them when they grow in ways that aren’t fruitful. Plants in a garden grow on their own, but left untended, weeds will sprout up and diseases will take hold and some plants won’t receive enough nutrients.
(Doesn’t this second metaphor sound like your organization already? Why do we so often feel like we need the additional layer of inorganic structure, except that we want an illusion of control that we don’t actually have?)
Facilitation is the art of pruning, trellising, weeding, hedging, fertilizing, and helping your organization grow. You don’t order a pear tree to blossom, you don’t command bees to pollinate, you don’t provide tomatoes with minimum production quotas. You also don’t give them these initiatives and then go back inside your house and expect everything to work unless you’re told otherwise.
A similar approach can be used to grow your organization.
Consider an example of a great gardener: Brian Grazer, movie and television producer and co-founder of Imagine Entertainment. Grazer’s preference to ask questions and make requests rather than give orders helps gain buy-in, makes people feel respected, and allows him room to doubt his knowledge without being hands-off. As a leader, he uses questions and requests as a form of trellising, guiding people to grow in a certain direction rather than commanding them to do so.
The kind of gardener you become is up to the specifics of your situation. So long as you’re seeking to grow your people and your organization, you will treat them with care and make sure they have the resources, support, and guidance they need to grow in the way that’s best for them. Being neglectful and being overattentive both have their hazards.
Have you ever worked with a good “gardener?” What have you learned from these people who dedicate themselves to growing their people, their organizations, and even their strategies?