Leading When You Lack Authority
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You’ve started an exciting new project at work. You know exactly what your team needs to succeed. You’re ready to aim high. The problem is that you don’t actually seem to have the authority to realize your vision. Maybe you’re being micromanaged and need approval on even the smallest decisions, or maybe you’re being challenged by your team and sensing their lack of trust in your direction. You feel trapped.
It can be paralyzing when you’re given responsibility without the authority to see things through, but rest assured you’re not alone in this experience. If you find yourself here, focus on what you can do. Here are five moments when asking the right questions can help you find a way forward:
The moment: You feel like your hands are tied
In Shakespeare’s Julius Caesar (a play that has a lot to say about leadership and team building), one character reminds his friend, “The fault, dear Brutus, is not in our stars, but in ourselves, that we are underlings.” When we feel disempowered, it’s easy to place the blame elsewhere. We often forget to look at our own role in the situation.
Ask yourself:
Do I actually need permission to take action? Do I have the confidence to move forward on my own?
What do I need to feel empowered to succeed? Where does this need to come from?
Can I find ways to be an effective leader, even without full authority?
The moment: Your team is digging in their heels
We hear this all the time but it’s important: Try to view the situation with empathy. In most cases, people probably aren’t resisting your leadership out of malice. They may not know you well enough to trust your plan, or they may not be clear on the goals of the project. Carve out the time to understand what they’re thinking and experiencing — it will help you communicate in ways that create shared purpose and make sense of their point of view.
Ask yourself:
Have I shared a full picture of who I am and my vision for this project?
How is the team feeling? Are there gaps or concerns that I can help address? What can I say or do to earn their trust?
Am I putting the team first? Do they know how much I value them?
The moment: You can’t get the higher-ups to listen
If your efforts at communication are falling on deaf ears, talk to other leaders you can rally to your cause. They can serve as your advocates in two ways: offering valuable morale support for you and speaking to others to help build understanding on your behalf. Chances are, they’ve experienced a similar situation in the same company and will have valuable insights about how best to deal with it.
Ask yourself:
Who has the trust of the team and the organization? What qualities do they exemplify?
How have I tried to communicate what’s needed? What have the roadblocks been?
What message am I asking my advocate to communicate, and to whom?
The moment: You’re overwhelmed by everything you can’t do
Responsibility without authority can feel like quicksand. The more you struggle to achieve the larger goal of extricating yourself, the harder it can be to actually move forward. Instead, try refocusing on the decisions you are empowered to make. Where are there opportunities to make even tiny improvements? A series of small wins can help restore your own sense of achievement — and gradually build others’ confidence.
Ask yourself:
What can I act on? Are there ways to improve things for the team that I haven’t considered?
How can I build momentum through smaller victories? What moves can I start making right now?
Am I recognizing and celebrating wins with my team? Could I get better at this?
The moment: You’re frustrated by your lack of resources
Empowering others can be a subtle and effective strategy for energizing the team and building trust in your leadership. If you identify areas where one of your team members could take the lead, placing your trust in them to do so shows the team that you take their individual contributions and growth seriously — and when they believe that, they’re far more likely to try new things, stretch beyond their comfort zones, and get resourceful about the work that needs to be done.
Ask yourself:
Is the team energized? How can I get each person excited about the work — do they need encouragement, a challenge, or something else?
Am I underutilizing any of my team members? How well do I know their strengths and superpowers?
How can I help each person succeed? How can I support their goals and leadership journeys?
This article was originally published on Leadfully.com