Bringing Hands-Off and Hands-On Together
I lead with a hands-on type leader. I’m a hands-off. He’s a, “get things done type,” I’m a, “go with it type.” I thrive in ambiguity; too much frustrates him.
The other day, he said, “If we do it your way, nothing will happen.” We’ve been together so many years we can say things like that. I’ve been mulling it over.
Danger:
Too much hands-off creates feelings of abandonment. Too much hands-on becomes hand holding. In either case, expect de-motivation.
Bringing hands-on and hands-off together:
Development is more important to me than getting something done. I’m ok with going slower if people are growing. My colleague says, “Let’s get something done.” Here are some questions we can ask:
- Is everyone clear on what needs to get done and when?
- What are the consequences if this project takes longer than expected?
- How important is stepping in?
- Does hands-off motivate?
- Are developmental goals clear?
- Have we been down this path before? Don’t go down the same path again.
- Will hands-off result in development? How?
- What feedback structures are in place?
Key:
Prep-work brings hands-on and hands-off together. Establish developmental and outcome expectations upfront. But, you can’t anticipate every contingency.
Establish feedback structures when assigning responsibilities.
- How frequently will you ask for updates? Set dates.
- What questions will you ask? Questions explain what matters.
- Get feedback on the way you give feedback. Is this process useful?
- Always explore and agree upon next steps and end results.
- Frequently ask, “How can I help?” don’t wait for the official feedback appointments.
My colleague is interested in developing others and I’m interested in getting things done. But, we have different motivations. Different is rich and useful.
How do you balance hands-on and hands-off?
Great question Dan.
My answer, at this time not as well as I would like. When I get more substantial success in this area or compete and total defeat I will get back to you.
Either what to or what not to do, that is the question, right?
Scott
Thanks Scott. As I read your contribution, I thought – because I’m inclined to be hands-off, I should be more hands-on. Perhaps, accepting our inclination and seeing it’s weakness pushes us to a more balanced position.
Generally, I should step in more and my colleague should step in less.
Some depends on how strong these inclinations are. I’m very strong on my approach and so is my friend. For those who are less dominant one way or the other, perhaps there’s no issue?
How about asking the people we work with. Do I intervene enough? Of course, I’m assuming they will tell the truth and that’s a big assumption.
For some reason your short comment really got me thinking. Thanks
Lol are you just trying to get me to shorten my longwindedness! Lol!
In all seriousness thanks and I meant complete defeat, not compete defeat.
It is a really tough situation you are describing. It seems to me at this moment when things work out we are all geniuses, when they don’t we are all stupid or lazy or somehow otherwise obviously inept.
Sometimes we are just right smack dab in the middle of dumb luck! Example, before I say this, I am a libertarian so neutral baby! Ok my statement is a monkey could have looked like an economic genius when Bill Clinton was President, when the Internet boomed, right. Clinton got rave reviews for being an economic genius but he was just at the right place at the right time. My opinion not meant to offend advocates of either party, or both!!!! Hehe
Just like I said something I am still working on myself.
Scott
It’s important to remember that managers deal with the day-to-day, status quo of getting tasks finished. Leaders motivate and inspire people to grow and change. I like to step back and examine whether or not I am doing all I can to create an environment where my direct reports will want to give me their best and know there is an expectation to do so.
Like you, I tend to be hands-off–and failure is ok–but everyone knows that deadlines will be met and we will produce a quality product. I probably came by my leadership style because I worked for a micro-manager for five years and, at no other time in my life, did I feel less challenged and more under-utilized. I tend to trust first that people will give me their best, and if they prove me wrong, I will deal with that as needed.
Rather than view this as dependent on your style, try to be flexible enough to use hands on or hands off dependent on the employee’s perceived needs and actual actions. During the establishing feedback structure discussion, ask whether the employee works best with frequent updates or infrequent. If they say frequent, start out with frequent and try to stretch them to go longer and longer. That will foster their growth. If they say infrequent, see if that works for you on the first update. If so, terrific. If not, make them more frequent to assure that the job is on track for high quality.
I would also add to Pete’s suggestion – when you (Dan) are sensing push-back for becoming more “hands on” – test that sensation: what’s driving it? Is there a true need to intervene? Sometimes, knowing the source of our discomfort can help guide us.
And, I think your bias for “growth” is marvelous. Truly a gift. I wouldn’t monkey with it too much 🙂
The hands off and hands on combo pack can be powerful. Sounds like you two have a wonderful tension that challenges one another.
I think that the type of leadership that is most effective is whatever type the followers prefer. If it de-motivates the employee, then it’s not good. Since employees are all different, the leader must be flexible. Motivation is a deep topic. I have an entire blog about it, http://motivationalschoolleadership.blogspot.com
Bringing the two styles together is a good idea.
Thanks,
Mike
It’s interesting how we focus on the impact of hands-off and hands-on on the recipient. With this article, I’d challenge leaders to appreciate how this can make a difference to them too, if they are prepared to let go a little.
This might sound a little vague, but I’d also consider other relationships like the well-worn adage ‘Mother knows best’. If I were so bold, I’d suggest that there are significant challenges this can precipitate, where there can be no winners. Men too have their role in this to appreciate why it happens and also how they can tip-toe through the feelings they take on board.
Martin
It has taken many years for me to learn how to provide good leadership. I’m naturally a hands-off kind of leader. I only care about the results. However, since I”m the also the kind of person who thinks outside of the box, my co-workers found it hard to follow my leadership. So, I learned that when I’m blazing new trails I have to be very hands-on; then once the trail has been laid, I create extensive “blue-prints” as to how the system works, train someone else manage the process and become hands-off.
The good news is that you both can be candid with one another and seem to accept the gifts and flaws. I concur with the trending conversation that it’s about versatility of the leader, not an either or. We all know the “golden rule” but more leaders need to bear the “platinum rule” in mind–do unto others as they would have you do unto them.
What I love about bringing hands off/on (or any other opposites) together is the richness that can be found in the contrast and the differences. The capacity for embracing and working with that richness is one of several things that separates the managers from the leaders.
Nice piece–thanks for getting us thinking!