We’re upset that change is happening too soon, too often, or not fast enough. The problem? External changes happen due to many factors beyond our control. However, team changes are determined by your ability to move from the passenger seat into the driver’s seat.
I’ve led many new projects or projects requiring new results (e.g., increasing attendance, financial revenues, etc.). Every time, there were many bumps along the way in the form of naysayers, economic challenges, and team conflict. But I learned how to stay in the driver’s seat, even though there were times I wanted to bail! Instead, I worked through my discomfort, relied on team counsel, and kept everyone on the same page. The accomplishment? We did it! We won! We celebrated!
A question I received from a reader was, “How do I put myself in the driver’s seat?” This is a great question that needs to be asked more often!
The answer: Being the driver requires a conscious decision and commitment regardless of the external changes and internal company changes – it sets you and your team up to win!
How Do You Avoid Being Pushed into the Passenger Seat?
Be Uncomfortable. The good news? You’re moving forward. The not-so-good news. You want to stop and feel comfortable again. Allow the doubt, fear, and upset to hang around. Don’t use it as an excuse to get off the road required to achieve your goal. When you give up the driver’s seat, you miss the opportunity to learn the skills necessary to win, succeed, and be a great leader! When you can work through the discomforts, you become resilient, proficient, and achieve unprecedented results.
How can you use these “uncomfortable” times to build a strong team and outcome?
- There will be conflict – learn how to resolve it for win-win-win outcomes.
- There will be miscommunication – learn how to listen and speak to create and build trust.
- You may go over budget or exceed the timeline – learn how to manage money, time, and people.
Be Willing to Participate. Being an observer and swooping in when the team seems stuck is not participating. You need to get involved in the creation process, manage differing opinions, and guide your team through the ups and downs. Remember, once you’ve given up the driver’s seat, it’s difficult to get it back and steer towards the intended results!
Find Counsel. Ask for help. Don’t seek advice on social media. While AI may offer an interesting perspective, your answers will come from talking with one or two confidants. Hire an experienced executive coach – think of the person as AAA or GPS — who provides counsel by listening and guiding. Just because you’re in the driver’s seat doesn’t mean you won’t have vehicle or road issues to navigate.
Think as the Driver. How do you keep your passengers (team members) engaged and allow them to periodically drive?
- Share your experiences of having worked through past challenges.
- Speak with the result in mind and keep it brief and on point.
- Be open to brainstorming new ideas when the current ones are not working, but beware of unnecessary detours.
- Acknowledge initiatives and steps taken by team members, individually and as a group.
- Be authentic, and know you don’t have all the answers!
Celebrate! Too many drivers fail to honor their team members individually and as a group. It’s called the “rules of the road.” Many are unwritten. Being aware is how you win! Remember that lessons can be learned when experiencing failures. Resilience is reinforced by telling the truth and making appropriate corrections on the map. Conduct a group debrief of what worked and what didn’t work? Celebrate achievements and lessons learned. Create brags! The process honors you as the driver and your team members, too!
©Jeannette Seibly 2024-2025 All Rights Reserved
Jeannette Seibly, an award-winning Talent Advisor, Leadership Results Coach, and Business Author, has guided thousands of executives and business leaders to achieve remarkable success over the past 32 years. Her specialty is delivering innovative solutions for hiring, coaching, and leadership challenges—with excellence and accountability at the core.