People are the source of all value creation in a company, of all business growth and, therefore, I cannot get tired of emphasizing the importance they have within organizations.

Everything that runs in the company is run by the team. All supplier relationships and customer interactions are handled by the team. Therefore, I usually say that the most important thing in a company is not the customers or the suppliers. It is the people, our employees, because they are the ones who take care of our customers and suppliers.

And this dynamic only works if the leader, who is at the apex of the pyramid, and the middle managers are able to take care of their team.

Despite this evidence, despite the clear interdependence between leaders and their teams, there are still many executives who, for various reasons, insist on not getting the most out of their team.

A controlling attitude on the part of top and middle executives results in alienated employees, who perform their duties without involvement, focus on the process, on completing the task (following instructions to the letter, clinging to the excuse that they are do exactly what they are asked, as they are asked) instead of focusing on the result, when the result is what really matters.

This process has yet another negative effect: the alienation of the employee is also a form of disclaimer. When the employee follows the instructions of the hierarchical superior to the letter, without any involvement, without any contribution from him, if something goes wrong, whose responsibility is it? Of course, it will never belong to the employee, who will be able to say that he was limited to carrying out orders.

Executives who don't trust their teams and who, with that attitude, end up creating precisely what they fear most: ineffective teams making mistake after mistake and producing poor results.

The question of knowing how to delegate or work as a team is, after all, a theme that crosses many areas of our lives.

At home, with our children, from the moment we can start dividing tasks, things as simple as putting the dishes in the dishwasher or taking care of recycling, how do we do it?

We have two options: either we teach, show how it is done, insist, correct, demand (and that takes work) or we do it ourselves (which is easier, faster, but basically there is no team).

In other words, when we replace our team, assuming all the work – however convenient it may be in the short term – we are fostering a culture of dependency in our employees.

If the leader does not take advantage of the collective dynamics, if he is not receptive to understanding the different perspectives to look at and resolve an issue, he will be wasting the most important capital of an organization: The Team.