In some IT firms, managers may unintentionally create a cycle of dependency with their project teams. This often arises from a desire to demonstrate their value to executives by being involved in every detail.
However, this dependency cycle can be counterproductive. It can slow down project execution, as teams wait for managerial input, and can limit the team's ability to innovate and solve problems independently.
Breaking this cycle involves shifting from a control-based approach to one of trust and empowerment. Managers should delegate responsibilities, encourage decision-making at the team level, and provide support when needed.
This not only enhances team performance but also showcases the manager's ability to lead effectively. Executives are likely to notice the improved outcomes and the manager's role in fostering a high-functioning team.
Empowerment over dependency leads to better projects and more meaningful recognition.
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