The Problem With Always Being Available

Many people believe being a "good leader" means being constantly available. Over-availability is not a virtue; it's a trap. And the more accessible you make yourself, the less effective you become. Today, we're discussing the hidden cost of being constantly available and what you can do instead.

If the choice is to struggle through a problem or fire off a quick text message to you and get an answer, which one do you think your team will pick?  Most of the time, people will choose the more straightforward solution. Over time, they choose this solution because you trained them to! That's not leadership; that's enabling.

Over-available leaders believe that…

-       Boundaries make you look aloof

-       Boundaries will keep people from bringing real problems to you.

-       Boundaries will slow down progress.

Boundaries really…

-       Make you effective. 

-       Encourage ownership

-       Give your team permission to solve problems without you.

-       Help your team grow their skills

The best leaders aren't the ones who answer every call; the best leaders are the ones whose teams don't need them for every call.

How to change your team's expectations if you have been too available:

1. Set "office hours" for non-critical questions.

Make it clear when you are available for collaboration and when you're not.

2. Require a "What I've Tried" approach in every question.

Before someone comes to you, they must be prepared to share two things they've already attempted.

3. Resist the urge to solve — ask questions instead.

 When someone brings you a problem, don't default to giving answers. Coach them by asking, "What do you think we should do?"

4. Communicate the why.

Tell your team you're setting these expectations because you believe in them, not because you're checking out. Don't miss this step! If you do, your team may interpret the sudden change as a sign that you are bored, frustrated with them, or looking for a new job.

5. Celebrate independent wins.

Recognize and offer praise when someone solves a problem without needing you. Catch them succeeding.

Application Activity:

What situations can you empower your employees to solve problems on their own? What situations do you need to be pulled into? What is the best way to contact you for each of those situations? How can your employees feel like they are keeping you in the loop without violating the boundaries you are setting?  Make a clear plan that you can present to your team and that they can reference, so there is clarity. Reference the plan during your one-on-one meetings, especially in the first few weeks and months, so you can get feedback and make adjustments to ensure everyone understands the expectation and has the support they need.