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'42 Rules™ of Employee Engagement:
A straightforward and fun look at what it takes to build a culture of engagement in business'

Susan Stamm will inspire and challenge you to create a unique workspace with your team that attracts and inspires high performance, commitment and authentic work relationships. This book is loaded with practical advice and actions you can take away to begin building an engaged team.

Excerpt from the book:

Rule 9:  Allow Your Team to Grow

We often find it difficult to let go in the workplace, especially when someone bestows that magical title of manager or supervisor upon us. We suddenly feel responsible for “everything!” We want, as managers, to make so sure that what comes from our team meets our high standards that sometimes we find our selves overseeing ever detail of our team’s work. We can suffocate our team this way. People can become resentful of us, feeling they are viewed as less then capable if left on their own to do a project. They may seek other opportunities where they feel they are trusted and respected for their own skills.

Why do we do this? Why is it so hard to draw the line between offering our support and encouragement and just plain taking over? How do we know when we have crossed the line? It is my opinion that we take over not so much because we do not trust the people on our teams as much as we are overly concerned for the results. Perhaps, we do not feel our team has the same buy in to the project as we do and they will not give it the special attention we feel it requires. This seems to indicate a need to get buy in (and assurances) before the project gets underway. If we meet with the team upfront and establish the priority of the project, laying out specific mile markers for achievement with a schedule of face-to-face monitoring meetings, we may find the confidence to stay out of the team’s way and allow them to stretch their wings with this new task. Yes, maybe it will not exactly match our way, but how is the team to ever get the experience and build skills? And, if we continuously do the team’s work, how are we to find time for higher-level tasks that we have responsibility for as a manager? Let go of your next project, engage your team in it fully, monitor its progress and watch your team grow!

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