Everyone has opportunities to take the wheel at work. In fact, it might help to think of your business as an entire fleet of vehicles. Every time a team member serves as the lead on a project or proposes an idea for your consideration, they are in the driver's seat. When team members advocate for themselves or the team, they've got their hands securely on the wheel.
The more often your team has the opportunity to take responsibility and ownership for their performance, the more committed they become to you, the project, and each other.

You Team On The Drivers Seat

As a leader, you are used to being in the driver's seat -- and you may think that you have to be there at all times. But the truth is that you can't be in the driver's seat all the time. It simply isn't sustainable. 
If you never teach other people how to drive, who will take the wheel when you go on vacation or get sick? Will they even think to step up, offer new ideas, or take initiative if they never see an opening or are invited to do so?

Meet Each Member Where They Are

To determine the best way to engage your team in their work and entrust them with greater responsibility, you first have to know where they're sitting.In the workplace, the people in the driver's seat are the ones who take full responsibility for themselves, their actions, and the well-being of the team. They are self-aware and understand their internal landscape and how their emotions, coping skills, and behaviour impact others. They have a vision, are mindful of the environment in the workplace, and are tuned in to their colleagues' states of mind.

The One Sitting In The Drivers Seat

In the workplace, the people in the passenger's seat take full responsibility for themselves and their actions, and they share responsibility for the team's well-being. Like drivers, they are more self-aware than most people; they understand how they function best and the impact of their behavior on others. 
Passengers tune in to the driver and take an overhead view of the situation, but they also play well with others and are mindful of the group's purpose and performance. They are usually good at communicating with team members but may not be as comfortable talking with the driver.

The Passengers

Many backseaters will also spend time in the front seat, but once they complete their work, they can sit back and enjoy the view. 
In the workplace, the people in the backseat generally fall into one of three categories: respite seekers, coasters, and backseat drivers.

The Backseat

Respite seekers are comfortable sitting in the front seat, and they can jump up front when needed. They have proven leadership skills, communicate well with others, and are able to prioritize their well-being.
They probably won't stay in the back seat for long, but while they are, they can rest easy knowing that the people in the front seat have everything under control.

Respite Seekers

Coasters are often hyper-aware of their surroundings and want to avoid making waves or drawing attention to themselves. They are often very tuned in to their colleagues but don't always know how to communicate their needs and desires. 
Although generally competent at their job, they sometimes lack confidence or motivation. Encourage them to observe the people in the front and how they work together to achieve their goals.

The Coasters

Backseat drivers take little responsibility for themselves and their actions. They either aren't aware of how their behavior impacts others, or they simply don't care. They can also be critical of those in the front seat instead of productively communicating their needs and frustrations. 
Some backseat drivers are bored or frustrated and have cause to feel undervalued and unappreciated. Others never committed themselves to their work, the team or the company and are unlikely to do so now.

The Backseat Drivers

In a high-performing team, every member spends most of their time in the driver's seat or the front passenger seat with shorter periods in the back seat. To help your team get into the front seat and stay there, you need to foster a culture of open and honest communication.
It starts by committing to your team and turning towards each member so you can help them advance in their careers and become more and more valuable to the organization.

Open Communication

You have to meet each person where they are and give them opportunities to grow

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