The skill required for this process is critical because the typical leader's area of span and control is not retracting, it's expanding! So you will be required to 'run' multiple departments, and that cannot be done effectively if you are 'stuck' in the middle of one trying to direct everything.

Now, keep in mind, when you step away do not disengage! Because you 'cannot expect what you don't inspect'. So, as you have allowed for the skills of your teams to be sufficient enough for you to 'step away' - you must be accessible and continue to coach and hold everyone accountable.

Facilitative leaders also have courage. This starts when we are very young ...

A six-year old and a four-year old are upstairs in their bedroom. "I think it's about time we started cussing" the four-year old nods his head in approval. The six-year old continues. "when we go downstairs for breakfast I'm gonna say "hell", and you say "ass", "ok!" The four-year old agrees with enthusiasm. Their mother walks into the kitchen and asks the six-year old what he wants for breakfast. "Aw hell, mom, I guess I'll have some cheerios." Whack! He flies out of his chair, tumbles across the kitchen floor, gets up, and runs upstairs crying his eyes out, with his mother in hot pursuit, slapping his rear every step. The mom locks him in his room and shouts, "you can just stay there till I let you out!" She then comes back downstairs, looks at the four-year old, and asks with a stern voice, "and what do you want for breakfast young man?" I don't know," he blubbers, "but you can bet your ass it won't be cheerios." -origin unknown

Courage is exemplified by that leader that has the ability to not fold under pressure. Take this situation; you have been coaching a direct report on leading an important project. 'fast forward': the project does not reach its target. Your boss calls you in an asks, "what the h_ _ _ happened?!" Most people in that situation would start to explain about how they have been coaching a member of their team, blah. Blah, blah ... wrong answer! A facilitative leader would have the courage to say something like, "I am responsible, and I will make sure, that doesn't happen again..." now that takes courage. You don't 'turn the person in' to the boss. You are ultimately responsible for your group's output, so act like it!

Now, you do have some conversations with that direct report about what happened. Clearly there were some miscues during the 'coaching' process that need to be revisited. Keep in mind, during these 'discussions' that it is and was a two-way street. It is the employee's responsibility to accomplish the goals and it is your responsibility to be sure your people are on-track.

Another essential ability a facilitative leader possesses is their capacity to 'take counsel'. They have the ability to listen to multiple points of view, including those who typically do not agree with them. This is a powerful trait because you tend to have more complete input, thus making better decisions. To do this, a leader must be able to capture the key kernels of information. They have to be able to maintain bridges between people and create an atmosphere where people share information with each other - largely because they have earned respect, even from people who usually do not see things the same way.

When one has mastered these skills they are recognized as a facilitative leader.

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