The aim is for your team to shape the future, learn from mistakes and drive progress. By making all decisions you enforce people to pass the responsibility to you and restrict the chance for others to grow to support and develop the team.
So actively be selective and push back on making as many decisions as possible. Question why the decision cannot be made by individuals and ask actively for all problems to have a recommendation regardless of how comfortable people feel about it.
“What’s your position?” “What’s your recommendation?”
They are not complicated questions but open the mind up to more possibilities.
It will require great trust and support if things don’t’ go perfectly but learning is critical to change effectively.
So over time individuals will become more confident to own problems and solutions, the will feel empowered and trusted, there will be faster collaboration between teams and a larger collective driving change.
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Educate and support people on change, not just digital
Change is tough. To challenge what is always done is tiring, stressful and requires a constant re evaluation of tactics and approach. Above all I believe perseverance is key, but everyone has their limit.
But it’s easy to forget this and focus on the ‘thing’ your trying to change. A process, skill or piece of tech and throw all effort into quantifying benefits of change, how we can use it best, or it’s implementation.
Then all support and training is focused on these elements what tech skills and competences are needed to fill a identified gap.
But what about you?
Do you have the energy and mindset to stay positive and focused on the task. Do you know how to identify and manage your own stress? How much failure can you deal with until you give up?
The above questions all play out subconsciously as your evangelising the benefits of ‘prototyping first’ to people who want detailed requirements or pushing back on the fifteenth stakeholder escalation this week as they are not a business priority.
So, think about the mind, body and soul.
Training in resilience. Use of centring techniques such as mindfulness. Encourage flexible and diverse ways of working to enable optimal rest and working. Talk about feelings and enable people to offload.
It’s by no means an exhaustive list but when you plan your people development and capability budget don’t forget the soft stuff during transformation.
Become digital 