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Who’s In Charge Here?

By Don Phin

In a Catch-22 for today’s executive, the less you control your workers, the more you — and they — can accomplish.

Consider this analysis by futurist Harland Cleveland:

We live in a society where nobody’s completely in charge of anything. In a high-tech age, if all information comes from the top, it’s probably ineffective and too late. No grandpa at the helm possesses enough knowledge to make the organization run efficiently. Increased complexity requires freeing people at all levels to think for themselves — not just obey orders. Executive leadership means consulting the group before pointing the way.

If nobody’s in charge, the executive must minimize and define what everyone needs to agree on and maximize individual choice and ingenuity. The best executives lead by constantly asking questions and listening to the answers. They delegate work, while controlling the incentive to imagine.

As the opportunity for individuals to make choices drives every aspect of work, we’re seeing more entrepreneurs on the job. Although this decentralization encourages individual creativity, to maximize employee morale, executives will have to enjoy complexity and constant change. For some, this will seem a burden. But for those who have what it takes to be CEOs, the excitement will build on itself.

Here are some suggestions to help “let go” of control and “turn ’em loose”:

1. Make sure you hire employees you can trust — and then allow them to make mistakes.

2. Delegate tasks that aren’t in your “highest and best use.” For example, if a $20/hr. employee can do a job 75% as well as a $40 employee, delegate it. Reduce the risk of mistakes through continuous training and communication.

3. Have regular meetings to capture ̶best practices” generated by employees. Then put them in writing so they can be easily communicated and improved upon.

4. Require employees to come up with a new suggestion every month. Use the Employee Suggestion Form, which is the Form of the Month.

5. Don’t trust blindly. Make sure to have checks and balances in place.

ABOUT THE AUTHOR

Don Phin is an attorney who for more than 16 years, has specialized in the litigation of employment and business cases. He has represented hundreds of employees, partners and companies in that time. Don has litigated wrongful termination, race and age discrimination, sexual harassment, whistle-blower, trade-secret theft, fraud, partnership dissolution and many other cases to a successful conclusion. In 1995, Don obtained the status of a Certified Professional Consultant to Management (CPCM). Since then, he spends a large part of his time consulting, writing, speaking and coaching.

Don’s seminars, workshops and reports have been delivered to such groups as the International Risk Management Institute, Insurance Marketing and Management Services, The Executive Committee, The CEO Club, The Society for Human Resource Management, Foundation of Enterprise Development, The National Human Resource Association and The National Association of Professional Consultants to Management.

Risk management is about possibilities and probabilities. It’s about assessing the 80/20 of exposure and then committing the strategies and tools needed to protect yourself. I hope these insights will help those of you battling on the front lines. If you have any questions regarding the trials and tribulations of managing in today’s high-risk environment, e-mail or give me a call at 800-234-3304.

riskVue | The webzine for risk management professionals
June 2002