Michael, a professional advisor who was managing a team, said to me recently,"I just wish my team would step up."

It's a common frustration.

Leaders often feel they are carrying too much. They want their people to take more ownership, be more proactive and think beyond the task in front of them.

The usual response from leaders is to encourage people to "take more initiative", hold them more accountable or delegate more work. Sometimes this works but it is often short-lived. Things revert back and the leader gets more frustrated and ends up doing work they shouldn’t be doing. Team members can usually pick up on the frustration and wonder what the issue is.

One day Michael decided to approach things differently.

Instead of asking one of his team, Lisa, to complete another task, he had a broader conversation with her. He explained what their client was trying to achieve, why the work mattered and the impact it could have if it went well.

Then he said: "I'd like you to take the lead on this."

Lisa looked surprised. "So...you want me to run with it?"

"Yes," Michael replied. "I'll support you, but I'd like you to own it."

Something changed in Lisa’s motivation during that conversation and after.

Lisa wasn't simply completing a task. She was helping create an outcome for the client that she felt trusted in to do. That gave the work a feeling of significance and gave her confidence.

When leaders say they want people to step up, they often mean:

• take ownership

• think ahead

• solve problems

• communicate better

• collaborate more

But those behaviours don't occur because someone is told to display them.

They typically occur when people understand three things.

1. Why their work matters

Most professionals don't simply produce reports, draft documents or answer emails. The work they do helps clients make better decisions, protect their reputations, reduce uncertainty, or provide solutions for dealing with problems.

When people connect with the problem their work addresses or the benefit their work brings, their motivation improves and the work is more fit for purpose.

2. The future they're helping create

People are far more likely to contribute when they understand where the team is trying to go and what it means for them personally.

Not just this week's deadline but the bigger picture.

3. They're trusted

In Michael’s case, he gave confidence to Lisa that he trusted her, while also being clear about expectations and that he would be available to support her.

In everyday language, it means saying

"I believe you can do this, and I'll back you."

And if they lack capability in particular areas, what better way to build it, with the appropriate support so that the clients are satisfied. In my experience, leaders tend to overestimate their importance in doing the work and worry unnecessarily that the work of others won’t measure up.