Like most people, you would more likely do a task if you were encouraged rather than someone simply telling others what to do. Most of us rail against being told what to do as it not only demotivates us, but it likely takes us back to our childhoods when being told what to do with little reason was so annoying!
The Negative Impact of Telling Others What to Do
If you need to encourage someone to do a task and over-rely on directive instructions, you are more than likely not going to get the outcome you are aiming for.
Without appropriate leadership skills support and development, first time leaders, in particular, can default to telling others what to do. Constant pressure and reminders might get the short-term desired result, but the costs will outweigh the benefits of this approach over time. New and existing managers can become frustrated when their ability to influence others quickly wanes.
While directive leadership can be necessary in emergencies, reliance on telling others what to do is problematic in most other contexts. First, this results in a loss of autonomy. Constantly being told what to do removes decision-making abilities, leading to disengagement and decreased motivation.
When people are given explicit instructions without room for exploration, they miss opportunities to learn and develop problem-solving skills. According to research on workplace autonomy, allowing individuals to figure things out on their own is essential for fostering growth and critical thinking.
Not allowing people to think for themselves can cause a dependency on authority. Looking for the answer from those more senior can hinder teamwork and collaboration, as people may become hesitant to take the initiative or share ideas.
Ineffective problem-solving is also a symptom – if people are only accustomed to following orders, they may struggle to adapt when faced with new or unexpected situations that require quick decision-making and problem-solving skills.
A lack of ownership and responsibility can result when individuals are not involved in the decision-making process; they may not feel a sense of ownership or responsibility for the outcomes, leading to potential disinterest or negligence. When employees feel they are just following a script, they rarely go the extra mile to ensure project success or long-term quality.
Then there are the negative emotional impacts. Constantly telling others what to do without the opportunity for input can lead to feelings of frustration, resentment, or a lack of fulfilment in one’s work or personal life.
So, what is the alternative? Instead of telling others what to do, fostering a culture of collaboration, open communication, and shared decision-making is more effective in the long run. Encouraging individuals to take ownership of their tasks can lead to higher job satisfaction and a more productive and engaged team.
Simple, yes? Whilst motivating others is never straightforward, some core skills can greatly assist managers in this area:
- Delegation Skills: A delegation framework helps managers move from less directive styles to more effective delegation and support styles.
- Leader as a coach: Fundamental coaching skills help managers bring their teams with them. Quality coaching and support can distinguish between feeling overstretched and embracing a new learning opportunity enthusiastically.
- Setting clear objectives: It is hard for people to thrive if they don’t understand success. Most of us are aware of the SMART approach, but too often we fail to use it effectively when we are telling others what to do instead of collaborating.
At nXus People, we focus on the power of collaboration, teamwork and leadership. With very few exceptions, coaching, encouraging growth, empowerment, and continuous improvement will deliver better results than simply telling others what to do. Taking the time to build these habits ensures that your leadership remains influential and respected by every member of your team.
