My end-of-Summer season is often filled with programs and workshops for teachers – team-building, experiential learning, goal-setting. It’s one of my favorite kinds of groups to work with. The mix of long-term teachers with new (or new-to-the-school) teachers brings an opportunity to discover together what kind of culture they want to create.
Using experiential activities to bring out working styles and team dynamics leads to conversations about culture and individual contribution. How much the new teachers are expected to fit in with an existing culture, and how much they get to contribute towards a new or evolving culture is a common thread in these programs.
Of course, I feel some kinship with teachers. My role as a facilitator and executive coach overlaps with a teacher’s; we both work with others to bring out their best and use activities, programs, and classes as vehicles to help them get to where they want to be.
The danger, as one group of teachers and I recently discussed, is when we treat ourselves as the driver of the vehicle.
It seems natural that if we’re bringing forward a vehicle to help people get to where they want to be that we’d be the driver, doesn’t it? After all, we set up the work that they do – activities, projects, assignments, etc. And, of course, if we drive, we still get people to their destination. But seeing yourself as the driver actually means you’re more likely to step in and take direct action yourself. The driver has a particular destination in mind, and will be the one to make adjustments along the way to make sure they get to that destination.
The same holds true for managers with their direct reports. Managers have often been recognized and promoted based on their ability to drive work forward. But if we do that with people we manage, we’re building their IKEA furniture for them – robbing them of growth and success along the way.
What if we instead saw the people we manage (or teach, or facilitate) as the drivers? In this metaphor, what would we be? We may not want to simply let them run wild, and we don’t want to simply get carried along as their passengers. But what if we were their rental car agent?
Being a rental car agent involves helping someone find a vehicle that’s the right fit for the driver’s current purpose. This may not be the perfect vehicle for them forever; their needs may change, and the rental car agent will help identify the right vehicle for their next stage. In each case, the agent is familiar with the parameters and specific details of the vehicle. They equip the driver, helping them to become familiar with it. When the driver takes it on its journey, they are driving safely, making good use of the vehicle on the way to the destination, and enjoying the journey along the way. The agent isn’t on the journey with them, but is available if and when help is needed.
The metaphor might be obvious, and to some degree strained, but how might this idea of being a rental car agent be helpful for you with your team this week?
This Week’s Tips:
- If you are a manager – Find ways to move away from the driver’s seat and instead incorporate the mindset of being a rental car agent with your team members. In your 1:1s, find small ways to equip and empower the other person; in any ways you find yourself driving, consider ways to turn the wheel over to your direct report. Start in small ways if you feel the need – think of it like a new driver taking a car out for short rides. As your trust increases, find new ways to turn things over to them. Make sure you equip and empower throughout the process, and check in regularly to see how they’re doing. Mentor when needed, but step back wherever possible. Make sure to let them know you’re available to support them, but make sure you are actually available and not just saying that. Also, don’t lose track of when you need to drive yourself; there will be instances where you need to have full control. This is okay; just don’t make this your consistent course of action.
- If you are not a manager – Find ways to show your desire to drive projects more directly. Even if this brings up uncertainty or concern for you, identify a series of smaller checkpoints along the way, for yourself and, in some cases, for your manager. Owning the project yourself and finding these small checkpoints will allow you to experience the dopamine of success in regular increments, building confidence and satisfaction along the way. Regular check-ins also allow for support where you need it, and potentially maps and guidance to reach your destination.
Try these out this week, and let us know how it goes! We’d love to hear from you.
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Building Bridges Leadership 