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Let's start with the desired objectives, the WHAT. How do you focus on what you all want to achieve within the organization? That is not a matter of blindly imposing those objectives. The trick is to build on joint responsibility for achieving those objectives. By entering into discussions with managers, specialists and (production) teams. In which you not only present your own views and ideas, but in consultation you reach commitment regarding goals, ambitions and the joint direction towards them.
Targets that you want to achieve together along the way towards the end goal must - and this is sometimes quite difficult in practice - be SMART: Specific, Measurable, Attractive, Realistic and Time-bound. The 'R' for Realistic is extra important. Unrealistic objectives cause owners and their teams to be disbelieving about the feasibility. As a result, their sense of responsibility will logically disappear like snow in the sun. The phase in which agreement, commitment and responsibility must be created requires moving along with the ideas and approaches introduced and allowing room for one's own initiative and interpretation. And sometimes some water with the wine here and there. After all, it is the teams and the employees themselves who have to carry and do it.
Has the foundation been laid for commitment and a sense of responsibility? Then follows the HOW: the route and manner in which the set (sub) objectives lead to successful results step by step. It is important that the substantive route is determined by the owners of one or more objectives and the derived targets. These are often the department managers and team leaders. And this is also the time to release substantive influence on that route from above. So delegate. Because different beliefs and perspectives can lead to multiple approaches and solutions. After all, there are many roads that lead to Rome.
As a manager, letting go of your direct influence on the route does not end with your ultimate responsibility, on the contrary. Although you are not questioning the route, you do want to continue to test whether the chosen route offers sufficient chance of success along the way: achieving the stated end goal. And so feedback along the way, frequent feedback about the why of the chosen route and the results achieved in the interim, is essential. Here the trick is again to maintain the balance between WHAT and HOW: discuss any issues, risks, obstacles or lagging results, but the solution - such as adjusting the route, shifting points of interest or tightening up processes and procedures - to be left to the owners and their employees. It is the breeding ground for a growing sense of responsibility.
Finally, there is the question of how to instill a sense of responsibility down to the individual level of employees. The people who can make the real difference in their processes, roles and collaborations in daily operations. Team and production leaders play a crucial role in this, but also experienced operators and trainers. And for them too, it is always the trick to find the balance between the WHAT and the HOW. Not continuously telling what needs to be done, for example in case of deviations from the standard process. But ask open questions. WHAT is going on, WHAT is the cause, WHAT can be done differently? And HOW do you think it can be solved? You can bet that people will then want to take action, that involvement and ownership will increase. And that the sense of responsibility and the results will continue to grow.
Ronald Visser
Partner ARV Group
'As a manager, your ultimate responsibility does not end with letting go of your direct influence on the route.'