A Liberating Manager must be utterly honest with his people – supportive and friendly yet very demanding.
Liberation requires total honesty and openness from both the manager and the people. In some cases, this philosophy is not for everyone and it is not even possible to practice in some organizations.
A Liberating Manager creates friendship, honesty and trust. You will be more successful if you rule by trust instead of fear.
A fear based culture is all about money, so people are willing to negate themselves. Many organizations have been based on power, fear and tight supervision which negates liberation. It worked well in traditional, predictable and slow-changing industries, but does not in today’s knowledge based industries.
Liberation makes people behave exactly as who they are and not as who they are expected to be – it makes people more engaged, positive, creative and productive.
As a Manager you need to liberate them to achieve their full potential, which means, identifying their outstanding personal attributes; then, encourage them to deploy these skills in ways that will benefit the team and the company. However, it is important that a Liberating Manager insists that their team works hard, not in terms of time or incessantly, but in imagination and determination.
In essence, a Liberating Manager builds a culture (business culture) of trust and opens the door for creativeness.