What does the phrase "on autopilot" mean with regard to managers? What does stagnation in team leaders look like, why do even managers sometimes lose their motivation to step outside the status quo, and why should you try at all costs to avoid such an approach?

Why do people prefer the status quo?

As stated on the TED project website, people generally prefer the status quo. Few genuinely like change as it brings uncertainty. The problem, of course, is that staying too long in our comfort zone and not trying to change anything fundamental means soon grinding to a halt and losing touch with the world around us. We will miss out on many exciting opportunities simply by being too comfortable to step outside the zone.

What does being on autopilot mean?

Being on autopilot is a condition that can affect managers too. It mostly happens to leaders who have been in the same position at the same company for a long time. Their team is often quite successful and thus they do not feel any need to change anything. They lapse into a state of stagnation in which they do not explore new opportunities; instead, they rely on proven processes and do not help their team develop in any way. They lack vision and the desire to try new procedures.

Why is this something to avoid?

Sooner or later this approach will not pay off either for the manager or indeed the entire team. Without a clear and attractive vision, team members will quickly lose motivation. They will begin to do only the bare minimum required of them because they lack the vision of any progress for the better.

The manager plays a crucial role in the development of creativity and flexibility in the team. If they neither support development nor help the team move forward, the whole team will soon fall into a state of stagnation.

How do you prevent yourself switching to autopilot

• Take an interest in new trends. Keep in touch with what is new in the field and try to incorporate new processes into the work of your team.

• Encourage creativity in subordinates. Do not just let them keep doing the same routine work over and over; rather force them to come up with new solutions.

• Focus on the development of subordinates. Do not underestimate employee learning and development, and motivate your team members to deepen their expert knowledge.

• Do not be afraid of mistakes. The main principle of development and progress is a willingness to make mistakes. By stepping outside your comfort zone and trying new procedures, you are bound to make several mistakes. But that is not a problem if the mistakes are not fatal and you learn from them. Apply this approach not only to yourself, but especially to your subordinates.

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