Amy, not surprisingly, handled the situation differently. She and her team brainstormed a solution to the customer’s complaint, and together decided what course to take. When their chosen plan didn’t work out, instead of blaming her team, Amy sat down with them again to devise another solution. One of the questions she asked her team was how she could have handled the situation better, or supported them more. Amy learned some valuable information from their responses, and modified her behavior accordingly. Not only did Amy demonstrate that she was willing to learn and grow, but she also let her team know that it was safe to honestly give her feedback and trust her.
When a catabolic manager delegates a task to someone else, the leader, in effect, will either wipe his or her hands of the task, ‘micromanage’ until the task is completed ‘their way’, or demonstrate a lack of, to no trust in, the person assigned. In contrast, an anabolic leader participates in the task. In this way, the person given a task knows they are supported and valued while they are doing the work. However, it is important to note that participation does not mean that the leader needs to do all, most, or even any of the work – it simply implies being available to other people without hesitation. It means that employees know that the leader is willing to personally do anything that he or she asks the employee to do.