02 Aug Transforming Your Team from Caterpillars to High-Fliers

In a recent conversation with a team leader at a prominent South African logistics company, a familiar challenge emerged: despite providing feedback, guidance, and tools, her team seemed reluctant to take ownership of their work. “They constantly look to me for direction when what I really want is for them to show more initiative and act independently.” This scenario isn’t uncommon, but it highlights a critical issue in leading teams—the delicate balance between support and autonomy.

There can be many reasons teams find themselves in this predicament; however, the roots of team dependency often run deep. Edgar Schein argues that culture plays a pivotal role in shaping team behaviour. In his work “Organizational Culture and Leadership,” Schein explains that leaders unknowingly create environments that either foster or hinder independence. The fear of failure, unclear expectations, or even well-intentioned over-guidance can all contribute to a team’s reluctance to step up.

However, the path from dependence to empowerment isn’t impossible. Amy Edmondson’s research on psychological safety offers a compelling starting point. Her studies, published in “The Fearless Organization,” demonstrate that teams flourish when members feel safe to take risks and voice opinions. Leaders can cultivate this environment by acknowledging their own mistakes and leading by example. Creating psychological safety is one of the most effective strategies for building cohesive teams. It’s more than just a buzzword; it’s a crucial element in today’s VUCA (Volatility, Uncertainty, Complexity, Ambiguity) and BANI (Brittleness, Anxiety, Nonlinearity, Incomprehensibility) environments. Leaders must actively solicit input, encourage healthy conflict, and embrace opposing perspectives. It’s crucial that team members feel their ideas are valued and that failure is seen as an opportunity to learn and grow, allowing more room to experiment and innovate as the current climate warrants.

Clarity is another crucial element as mentioned above. As management guru Peter Drucker famously said, “The best way to predict the future is to create it.” When team members understand not just their tasks but the broader organisational goals, they’re better equipped to make decisions independently. They need to understand and see that they are co-creating and that they are not just pairs of hands. Regular discussions about the team’s purpose, linked to the overall organisational purpose and vision, and decision-making protocols provide the necessary structure for autonomy.

Getting this right may be your best bet if you are forming a new team or deciding to give your team an opportunity to turn over a new leaf. Our team development programme, Purposeful Teams builds this concrete foundation for transformation. This programme is designed to help teams understand and connect with their core purpose, anchoring all their actions to the very reason why their team exists and ultimately the organisation. We start the programme with a senior member of the organisation delivering the mandate for the team, followed by a process of helping delegates personally connect with the work of the team, and closing with individual and team commitments leading to results. This way, we align the team to its core purpose and awaken autonomy through voluntary commitment to actively contribute to the company’s future while offering the necessary support, tools, and mindset change needed for greater autonomy and effectiveness.

Leading teams and moving them from handholding to autonomy is a journey that requires intentional efforts and a supportive environment. Leaders must balance guidance with opportunities for independence, foster a culture where team members feel safe, valued, and have clarity on goals and expectations.

I’m interested in hearing from leaders who have faced similar challenges, what strategies have worked for you in encouraging autonomy? Share your thoughts and experience, let’s learn together!