Trevor had always been a successful businessman but had difficulty letting go of control. He believed that to have great decisions happening in the business, he needed to keep control of the decision-making. But as he began to recognise the importance of his employees’ input, he realised he needed to find a different way.

Trevor knew that to have employees who made their own good decisions in the business, he needed to stop being dictatorial. He also knew that to have great decision-making in the business, he needed to keep control of the decision-making. However, he recognised that to do that, he wanted to maintain his dictatorial approach.

As he began to explore the pain this was causing him and his employees, Trevor realised that his dictatorial approach was stifling their creativity and preventing them from contributing their ideas. He also saw that his need for control prevented him from being vulnerable and trusting his employees to make good decisions.

Through coaching, Trevor came up with solutions that allowed him to meet his needs for control and his desire for employee autonomy. Instead of maintaining a dictatorial approach, he focused on building trust with his employees by demonstrating courage and vulnerability. He allowed them to take on more responsibility and gave them the freedom to make their own decisions while still maintaining overall control of the business.

To meet his need for control, Trevor found ways to demonstrate his trust in his employees and their decision-making abilities while setting clear boundaries and expectations. He also recognised that he could meet his own need for security by empowering his employees with the tools and resources they needed to make good decisions rather than trying to control every aspect of the business.

In the end, Trevor found that his willingness to trust his employees led to better decision-making in the business and a more positive work environment for everyone. He learned that being vulnerable and trusting others did not conflict with his need for control and that he could meet his need in a new and more productive way.

Trevor started practising a more collaborative decision-making process that involves his employees in the decision-making process. He focused on developing his employees’ decision-making skills and providing them with more training and support so that they feel more confident in making decisions on their own.

Trevor worked on building stronger relationships with his employees and creating a more positive and supportive work environment. This involved providing more feedback and recognition for good work, as well as creating opportunities for team-building and collaboration.

Overall, Trevor learned that he could be more strategic about control and that it led to better decision-making and a more positive work environment. By focusing on building trust and empowering his employees, he was able to get better decision-making happening in the business. Trevor now feels far more satisfied in his leadership role.

Based on a real client participating in our coaching course. The name has been changed.

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