Embrace the (March) Madness
The Oxford Dictionary defines madness as “extremely foolish behavior” or “a state of frenzied or chaotic activity”. By definition, it feels like something to run from.
But if you’re one of the 60 to 100 million people who fill out an NCAA March Madness bracket each year (count me among them), it is something you seek out and embrace with enthusiasm. The frenzy the tournament evokes is fun and accompanied by a sense of community (bracket pools), inclusion (camaraderie in rooting for the same team), and celebration (for wins and upsets). Perhaps a little madness is a good thing.
What if we applied this same thinking to the business world? What if we introduced a little madness at work? I’m talking about a healthy dose of hands-off delegation, a loosening of control, and taking a gamble on something (or maybe someone) new or different... It can be easier said than done, but this type of leader behavior has numerous benefits.
In a 2023 Monster.com survey, almost three out of four workers cited micromanagement as a major red flag and 46% reported they would leave their jobs because of it. On the other hand, Harvard Business Review notes that empowered employees are more satisfied and loyal to their organizations and tend to perform better on the job.
So, what are some things you can do as a leader to get in the spirit and embrace a little madness for yourself and your team?
Don’t Hog the Ball
Too often, leaders have a team ready to help, but they continue to hold on to the work, preferring to do it themselves. Many think, “I’m the only one who knows how to do it right,” or “It will take too long for someone else to do it, so I may as well do it myself.”
It can be scary to delegate work and accountability – to step back and trust someone else to make decisions and produce the output. And, likely, the person you delegate to won’t do things the way you would. But if the objectives are met, it’s ok if the path and the final product are not what you envisioned.
Failing to delegate can leave leaders overwhelmed and focused on the wrong things, as well as frustrate and demotivate team members. A strong leader will pass the ball and rely on the team to get the job done.
Let the Team Call the Play
Leaders are quick to make decisions based on the reality they see. But rarely are they the holders of the information or the ones doing the work. Their perspective is limited, and as such, their decisions may not be ideal.
While it can feel uncomfortable for a leader to let others make decisions, the outcome can be tremendous. The decisions themselves are grounded and based on information directly from the source. And team members feel listened to and empowered.
This doesn’t mean that, as a leader, you aren’t involved or consulted. But your role is to coach the team – to set direction, anticipate risk, and check intent. Ultimately, you still hold the authority and maintain accountability, but you are entrusting and relying on others to call the play.
Celebrate the Outcome
Big wins often come when you take a gamble, try something new, and leave it all on the floor. Unfortunately, so do the big losses. The answer, however, is not to avoid the game. It’s to stack the odds in your favor through thoughtful planning and risk mitigation, to redirect when things aren’t going as planned, and to celebrate no matter the outcome.
There will most definitely be upsets. As the leader in this situation, your job is not to punish or admonish. This will only serve to stifle creativity and innovation. Instead, harness the lessons learned and make sure they are front and center the next time you take a shot.
Embracing madness as a leader may seem a bit, well … insane. But a willingness to challenge yourself – to let go of a bit of control, let team members call some of the shots, and take the gamble no matter the outcome – can mean a winning season for you and your organization.
