We seem to live in a world that is filled with taking the easy way out when things are not going as we expect. Placing blame for inefficiency in organizations is really no different. Employees are quick to point out how most of the issues they fight come from management, and, in turn, management is quick to point out that the employees are to blame. It is a vicious circle of excuses; the unfortunate part is that these inefficiencies hurt all involved in the process, including the most important part of the equation: the customer. Blame can certainly be put on both parties, and, truthfully, it boils down to being accountable to putting forth your best effort in every part of your job, regardless of whether you are a leader or follower.
Over the years of discovering where inefficiencies are in organizations and, more importantly, figuring out ways to make improvements that can eliminate these sins, I have discovered that there are three common causes for organizational inefficiencies:
· Leaders feel compelled to solve everyone’s problems
· Leaders are frightened to lose control in the organization
· Leaders do not understand the power of cultural transformations
These three findings are not the end all or, for that matter, the cure for removing all inefficiencies and waste in an organization. However, overcoming these issues can strongly impact improvement efforts.
Leaders Feel Compelled to Solve Everyone’s Problems
Think back to the way you were raised as a child. I am sure everyone has heard his or her parents say, “If I want something done right, then I have to do it myself.” Apply this thought to the organization where you work. I am willing to bet that this same phrase has been repeated more times than you or I care to count. Managers in organizations often have a belief that they were hired to solve problems and get results. Maybe this can be blamed on our parents; however, my experience tells me that people get their sense of value from the positions they hold. People truly believe that if they are the one that solves problems, then they add value and are doing a great job. As the saying goes, “My best firefighter is my chief arsonist.”
Leaders need to understand that by giving employees the ability to solve problems, improvements can multiply at an exponential rate. I know from my own personal experience that this is not an easy task to do, but I have also witnessed how much stronger an organization can be when everyone becomes a decision maker. My recommendation is that you start small, because trust will be an issue as you begin to change your ways and people will not be sure of your intentions.
Leaders are Frightened to “Lose Control” in Their Organization
This almost seems like a paradox, because the purpose of our jobs is often to gain control of situations. Most managers are hired because they have an innate ability in their chosen field to “take charge and run the show.” Here in lies the paradox: gaining control comes through giving up control. This does not mean we do not lead our areas, but rather it means we must be able to train those we lead to become leaders. True leadership is the ability to get results through others and then train them to do the same thing. Most inefficiency issues that are prevalent today can be tied back to the fear of losing control, because many managers are concerned that allowing others to take ownership will discount their duties.
There is one common thread seen in any organization that excels at integrating employees into continuous improvements: everyone is expected to perform. By this, I mean actively participate and share both the good and bad ideas for success. When the leaders nourish and encourage this type of activity, it becomes hard to stop the snowball effect that occurs. People that understand the value of teaching and coaching employees generally lead organizations that follow this process.
Leaders Do Not Understand How Powerful Cultural Transformations Can Be
In order to ensure that inefficiencies can be curtailed, managers must realize that which can be difficult to grasp. There is often a self-fulfilling prophecy that exists within organizations: managers that struggle to see the value in having employees actively participate have never lived through the results that can be achieved when they empower employees. When your whole focus has been trying to protect your turf or knowing all the answers to everyone’s issues, you become blind to understanding the impact your employees can make in the organization.
Generally, the toughest part of overcoming this problem is effective communication between managers and employees. The easiest way to solve this is to pick an area where effective results can be made quickly and to find a leader that is open to getting employees involved. Senior leadership should then openly communicate their vision, which should center around a culture of continuous, employee driven improvement. In order to implement this, they must commit the resources and openly support and encourage this behavior.
Final Thoughts
Business conditions today mandate the need for a change in how we operate. The importance of this task is now greater than it has ever been. Breaking the engrained culture most organizations have around employee involvement is no easy task, but success can only happen when we try something. Good leaders recognize that overcoming inefficiencies that are prevalent in most organizations takes commitment and dedication from all levels in the organization. It becomes easier to see that a team with all members pulling their weight and contributing will have a better chance of survival than organizations that continue to operate in the old ways. Managers that truly become leaders will quickly ask themselves, “Why did I wait so long to engage my employees?”