This week I want to talk about something that’s very timely and pertinent. And I think helpful to a lot of us, which is the concept of how we release control in order to grow.
Sometimes I don’t know if you’re like this, but I like to be in the details. I like to be in the weeds. I like to understand how things really work, and sometimes that can come across as micromanaging. Sometimes I can come across as not fully and trusting and empowering people to really take their expertise, you know, their experience, their skillset, and run toward the common goal.
And I’ve noticed that I sometimes have a tendency to do this on teams because while I like to stay big picture and, you know, focus on the vision for the team and our company and the project, whatever I’m doing, I also am very concerned inherently with just the details, how we get there, the strategy, the how, but what I’m realizing more and more in a case in point here is we just purchased a new hotel was part of my growing hospitality group and brand.
We recently closed and are commencing the renovation project and our project manager, very talented guy, super capable, doing a great job. We had a conversation and it was kind of to the nature of this or the gist was this was, let me do my job.
“You know, this is why you hire me, right?” This is why you’re paying me is to take care of these things. And it was a really good point and kind of like a Eureka moment, because for me, I think I need to trust more in the people that I surround myself with. And it’s no, you know, mark against them, it’s all with me. And it’s all here and it’s working so we can get to a point where we’re comfortable releasing some of that control in order to empower people, the leaders around us to help us grow.
What that does is free up time for us. It allows us to focus on other things that we might be better at our skill set, more adept at actually achieving our goals. And it allows them to do their job more effectively to not feel hovered over, micromanaged and to eventually be more effective and more productive in their work, in their work output.
What is the end goal?
This was a really interesting conversation. I think a few ways that we can also conceptualize it and go about actually implementing it is making sure first and foremost that we have buy-in and we have clarity around the vision, what are we all working toward? What is the end goal?
That’s step one, step two is making sure that you have the right people on the team, capable, driven, responsible, skilled people that are good in their respective area. And for me, I’m really grateful because our team consists of just that. A bunch of experts in their area and their various fields.
And three is making sure that you’re there and they know you’re there for support that they’re empowered with the right tools, connections, resources, things they need to do a great job, but then letting them go do it.
And that’s something we have to work on as leaders too, as business owners and entrepreneurs, because it’s nothing that they’ve done or not done. It’s all right here. So for me, that lesson this week that I’m still working on is releasing control in order to grow.
It’s empowering my team more, the leaders on my team, our managers, it’s having a level of support, communication and accountability, but not going too far with the actual management of tasks of tactics and of things that get projects done.
So that’s my share this week. Hopefully you got some value from it. Hopefully you can relate to it in some way. You’ve had maybe a similar experience or also working toward releasing some of the control, right? In order to really scale, get to the next level, to grow and to do it with a great team and great leaders. So if you did enjoy this, please let me know, drop a comment, a like this and share it with somebody else that could benefit from it. And as always to your success, your happiness and your freedom, we’ll see you next week.