In organisations we also end up with patterns of behaviour that may not reflect the new reality. I am always amazed at how some leaders and managers can continue with patterns of behaviour that are clearly not effective for the current reality.
Take for example the manager who has been promoted due to their extensive experience and uses their knowledge and expertise to ensure the job gets done right. They are conscientious and pride themselves on having all the knowledge required. As a result, they become the font of all knowledge and staff defer to them for answers. Each time a question comes the manager answers it and in so doing has established a very clear pattern. You ask me a question and I answer it. So, what happens next time? Clearly staff have learned they do not need to think or take responsibility because it is much easier to follow the established patterns of asking for direction, and that always works! The manager has effectively created a pattern of behaviour that is now detrimental to performance. As soon as the manager goes away or gains another 30 reports, answering every question becomes untenable.
As leaders consider what patterns of behaviour you have slipped into and how those might need to change. Have you allowed others to always get what they want from you and now find that is the established norm that needs to be challenged? How might you do that?
What patterns of behaviour do you notice happening?
What needs to change?
What can you try to start to change those ineffective patterns?