So, facilitative leadership: is leading by committee ... not!

It is not about getting everyone together and asking, "what do you and you think?" Everything cannot be decided via committee! Especially if your work involves things like law enforcement or the military. The front lines are not the place to take a 'straw poll'. Even as I say this, and even in those aforementioned operations, there are times when a leader can, and should get people together to talk about how to improve the operation; by genuinely asking for input from all levels. That is what facilitative leadership is about.

For this process to work, the leader must be successful at creating an atmosphere where people not only feel comfortable contributing ideas and suggestions, but where the leader actually acts on that input.

Acting on input does not mean doing everything the group tells you to do. It does mean making it clear to the group that their input is valued by defining how that input will be used. Many times a leader will give the impression that if the team members give honest input, they will be given their 'marching orders'. This is why the leader must clarify prior to asking for input how that input will be used. For instance, let the group know if you are:

1- Just asking for ideas and you (the leader) will make the final decision 2- Asking for ideas and you (the leader) will discuss options with the group again prior to making the final decision. 3- Requesting input so final decision will be made together as a team 4- Requiring input and the team will make the final decision after reviewing it with you. 5- Giving input to the team and the team will tell you what the final decision is.

These are just examples of how to explain your intentions when involving direct reports in the decision-making process. The added advantage of this clarity is that it is another critical step in building respect, trust and rapport.

This model is the strategic outgrowth of the changing role of leadership.

Back in the day, and hopefully this does not mean last week for you ... the leader stood in the middle of everything and directed the team with one-way communication. Essentially that leader would say, "jump" and the followers would need to know how high.

As this leader progresses she/he allows for two-way communication, but the leader is still in the middle directing the activities of the group.

Continuing this progression, the leader steps out of the middle - and becomes a part of the team. This also allows for better communication - actually between team members. The leader is still responsible but does not 'push' her/his people, they tend to 'pull', to get people to follow them - not to push and micro-manage them.

As the leader progresses even further, they can actually step away from the day-to-day aspects of the area. This affords even more communication between the members of the team. Again, you cannot do this until you have helped the team members interact with each other on a 'level playing field'. This is why you should be familiar with the elements in this book that can help you build those essential skills for your subordinates - so you can be free to work on the more strategic elements of your job, instead of the tactical.

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