Intentional Vagabond Blog

Setting expectations.

Do you have permission to do that?

I’ve noticed something about people who act before someone tells them to: people call them leaders. Something else, too: they are often considered bold, controversial, and sometimes even rebellious. Why? 

Why is someone who is successful and who consistently exceeds goals often perceived as controversial? More curious still, why are those same mavericks repeatedly called upon for their experience and ability to execute? Most play well with others and establish exceptional, productive relationships with seniors, subordinates, and clients. So, what is it about them that marks them unconventional?

Many of the leaders I coach possess that “unconventional” behavior. I hear the maverick comments from within their organizations and I see how some people almost revere them while others believe they succeed despite themselves. These successful doers hold identical organizational roles as other leaders, possessing the same amount of positional power and usually similar amounts of expertise, yet there is a distinct difference to which most people respond without knowing why. That difference is permission, sort of.

These leaders accept responsibility and accountability and they assume permission – authority - to act accordingly. In fact, these mavericks believe they were hired to do what others perceive as bold.

I began to recognize this trait in my work with high potential middle managers.

Many people know the word strategy, but few seem to really understand the elements of strategy and how to use them; therefore, much of my work with middle managers striving for next level roles revolves around development of strategic perspective. Using their own responsibilities and those associated with the roles they aspire to, we discuss current and future strategy. We look ahead to identify changes to their markets, their industries, the products and services they provide, and the clients they serve.

These managers are responsible for every aspect of sales and operations in assigned geographic areas. Yet, when I ask them if a storefront is appropriate in its current location, for example, they do not know. As we specifically explore potential changes in their markets - an activity many have rarely engaged in - they begin to recognize them and a need to act. Now, if they do believe a storefront should be closed or relocated, they don’t know who is responsible for closing it; they are not even certain who should initiate the action.

Not only do these managers not recognize their own responsibility to act; most do not believe they have permission to think like this. When I point out that they are responsible for sales and operations and ask who else would recommend market changes within their areas, they are stumped. They’ve never looked at the picture from this perspective and they never thought about their own responsibilities from this level.

These leaders are expected to manage their areas and to make recommendations based on their expertise. Over time, however, the authority to act can be degraded, usually by inaction created by micro-management, fear, low initiative, and confusion regarding roles and responsibilities. The inaction can perpetuate so that eventually the culture forgets that there is an authority and an expectation to act.

When someone does act according to what they believe are expectations of their leadership role, they are frequently doing so outside of accepted norms and are perceived as bold. They are repeatedly called upon for their experience and ability not despite their boldness, but because of it. Others might be able to do the same thing, but the successful leader recognizes role responsiblity and acts with legitimate authority.

What about you? Not sure if you need permission? Ask yourself:

• Does this really need the time and attention of my boss?
• Should I be able to answer this question, make this decision, or act on this information? Would my boss expect me to be able to?
• What would happen if I made this decision and informed my boss rather than ask for permission?

 Be bold, make a decision, give your boss a break.