— How do you recognize situations where you need to resist the urge to provide solutions?
I work closely with the CPT who took my previous job from me. There are a handful of people in the facility who come to me with questions pertaining to his job- because they know I’ll know the answer. I used to answer these questions for them because I love to help out, I have a lot of knowledge about the job, and I would justify in my mind that I was helping this person out (and maybe assume that he wouldn’t know anyway). Over time, I realized that I really needed to allow him to learn his job and to be the authority over that department. I started directing people to him. When it is not our place to provide a solution, we have an opportunity to empower someone else to do it. If it’s not urgent, there’s no harm in letting someone else handle a situation. It’s especially beneficial is that situation allows someone else to learn.
— How can you eliminate top-down monitoring systems in your organization?
Ways to eliminate top-down monitoring systems:

1. “Think out loud.” Be transparent with your people. Show vulnerability. Ask them questions- be curious. Don’t act as though you are an authority figure looking over the rest of your team. Get in the trenches with them and work- they already know you’re the boss.

2. Empower your staff to make decisions wherever possible. You’re there to steer the ship if it happens to venture in the wrong direction. For everything else, let others learn and trust they will find their way to success.

3. Don’t micromanage. Observe, check in, guide people…but don’t tell them how to do their job.

4. Encourage good ideas and empower those who bring them up- no matter the rank or experience level.

5. Let staff take the lead on projects. I love doing this at my job. We cross train everyone and there are multiple opportunities for people to serve in various leadership roles. I have developed trust in my team so that we can attend meetings for one another and we all share the same voice for our department.