Letting go is not easy, but we must, if we want the things we cherish to grow.
Sustainability of results is hard, because people are by default, control freaks. Our incentives do not help either. We talk about teams, but reward individuals. Those individuals then want to control everything, after all, they are incentivised to do so.
It accelerates performance for a few years and then the high performer either moves on or burns out. Then the dip occurs, because the new high performer is just ramping up. If we are not careful, we mistake the ramping up of the new high performer for incompetence and as most organisations do, we change things more, digging in to poorer performance and complaining about the difficulty in finding good hands. Hands are always available, it is eyes that are rare.
The sinusodial nature of performance is not a deviation, it is a feature of current organisational design.
We are too lazy to work on the hard task of rewarding teams, without demotivating high performers. We prefer the easy task of singling out high performers and putting the burden of the team’s performance on them.
We build-in unsustainability into organisational design and complain about unsustainable results.
Leaders must be taught to let go and let the team lead. Yes, you can point the direction, but let the team make the way.
How will you know that you are doing it right?
High performance will be independent of your availability.
This is not easy. Too many people crave being central to performance, and will rather see a dip during their absence, than a high. This is really just myopic.
In the long run, what brings meaning to our part in a story, is when whatever we gave our best to, grows, with or without us.
– Osasu Oviawe