It can be frustrating for bosses who have yet to come to terms with the changing managerial landscape. Change isn't easy, and it's impossible to accomplish if you aren't looking for it (or don't want to see it). For many, the old school guard still stands always at the ready to bark out orders, expecting the work to be done as prescribed. They give lip service to valuing collaboration and an iterative process, but are quick to show frustration and an unwillingness to relinquish control when tasks progress in a manner different from their own expectations. The struggle is real for the boss and his team, but one simple change can make a big difference.
Good leaders recognize the need to change how they communicate, or rather why they communicate. They spend more of their time during their interactions explaining why a task is important to the big picture and less time describing how a task should be completed. By moving the focus from how to why, the leader spotlights that it's the end result that is most important. This shift signals to the employee that alternative ideas are valued and reinforces the role of a good leader to inspire and motivate.
