Landscaping is a busy, fast-paced industry, for both the frontline workers and management. A common theme that adds to the stress of all parties, is enablement from management to the frontline team. Enablement occurs in many forms, but it comes down to this: If you enable your team, you are not allowing your team to be accountable.
Definition of Enablement: “the action of giving someone the authority or means to do something.”
After reading the definition, you’re likely thinking “that sounds like a positive! Allowing my team to do something!” You’re right, it can be a great thing. For example, if you enable a Crew Lead to make decisions on his own. You are giving him authority to find confidence in his skill and act on it. But you can also allow or give someone authority to do something negative, like waste your time.
Here are a few typical forms of enablement we see:
- Managing issues on behalf of your crew leadsThey see the issue, do the work, but don’t update the issue with a note or pictures. So, you spend time making updates for them.
- Running errands for your crews“I forgot to grab a fuel can this morning! Can you bring it to me?”
- Adjusting time entries/material allocationsWe’ve all had that crew lead. The one who always forgets to clock in or out correctly, or who simply doesn’t want to and just writes down the times.
- Constantly answering incoming field callsCalling to ask questions is not bad, and you should be available to your team. The difference is when they are calling with questions, they should be able to think through and answer on their own. By answering or providing solutions every time, you are allowing them to not become confident in their skill.
Now, there can always be an exception for these to take place, but do not allow a pattern to occur! When these do happen, make the situation uncomfortable for them so they adjust.Let them fail! If they are calling to ask a question, instead of providing a solution, ask “What do you think?”. Of course, this is best to do when the wrong answer is low risk. Be aware of how you respond in these situations. The goal is for them to gain confidence in themselves, not to turn them away from asking for help when they need it.In all the examples above, enabling is consequential to both the enabled (your team) and the enabler (you). You are stunting their growth and allowing them to be dependent on you. This impacts you by soaking up much of your time, distracting you, and causing built-up frustration. When you stop enabling your team, they will grow, and you will enjoy your job much more – because you’ll be able to focus on it!
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