As Let Them theory gains traction, Steve Macaulay explores what it really asks of managers. Empowerment can reduce micromanagement and build trust, but only when expectations are clear, individual development is supported and communication stays open. Letting go works best when leaders stay purposeful, involved and committed to team growth.
Let Them theory has become an important talking point amongst managers and management theorists. A book on the subject has been flying off the shelves: some 8 million copies have been bought already.
Allow those who work for you to spread their wings to try out new things
In a nutshell, Let Them theory says to leaders don’t do everything yourself, don’t micromanage. Allow those who work for you to spread their wings to try out new things. Yes, inevitably some of this will involve making mistakes, and in the view of the theory, this way of learning and growing should be encouraged.
Two ways to view the theory
The main advantage of this approach is that it stops managers getting overloaded, taking every decision that needs to be made when this could sensibly be done by other people. It can be a winner all round, the manager sleeps better at night, and the member of staff takes on bigger challenges and learns from them. Win all-round.
What if colossal mistakes are made? What if the member of staff simply isn’t up to the task or hasn’t received enough training to do it? What if the person involved wasn’t ready to do this and didn’t want to do it?
The Let Them theory has some basic foundations which need to be undertaken and respected. First and foremost, the individual must be involved and must agree to take this step forward. Secondly, to make the path straightforward some development stages may need to be agreed before undertaking the big task. Thirdly communication is vital, keeping in touch with the individual and allowing them to talk through issues, any difficulties and doubts.
Key benefits in a leadership context include:
- Reducing micro-management
- Promoting psychological safety, encouraging experimentation
- Building trust and collaboration
- Handling underperformance and challenges in a more empowered way
Manager as key
To work well, the manager must first go back to fundamentals and work out purpose and priorities for themselves. Part of this means rethinking tasks that automatically they might get involved with but possibly could be delegated and would help the growth of the team. It involves an open approach to setting clear expectations and to give and receive feedback. This may mean adopting a new approach to the way you work and to encourage a team climate of learning and reflection.
Is it worth dipping a toe in the water? The answer would be no if what you’re wanting to do is to detach yourself from a lot of things that you actually need to be involved with. The answer is also no if you’re not prepared to put the work in to build a receptive climate in the right way. The answer would be yes if you’re willing to give a new approach time and effort to create a more healthy, growing and innovative climate.
Steve Macaulay is an Associate of Cranfield Executive Development
