Times They Are A Changing…#4

Some Yea Buts: About Moving To An Alternate Organizing Design?

Moving to a distributed decision-making model has a clear and tangible upside – or why else would you consider it. Here are just a few immediate impacts:

1. You get to share the responsibility of running the business
2. You now have collaborators not subordinates
3. Everyone can use their best intelligence to move the business forward
4. The experience of ownership and engagement increases – for everyone

All that said, the first thing to remember about any change, is that change can be uncomfortable and disorienting – even change we want, and think we understand, intellectually at least.

Just to give you one example from my own experience – driving in the US after years of driving in the UK. How hard can that be? Yet I had months of forgetfulness as old habits took over and I found myself walking to the wrong side of the car or driving on the wrong side of the road. Creating new habits, new automatic responses, can take time and in the process can be frustrating.

What Are Some Of the Habits That Will Be Hard To Break?

To start the process of moving to a distributed decision making model, a model in which people get the make decisions autonomously given the authority and responsibility vested in their role(s) requires that we start breaking some of the habits we have acquired working in the hierarchical, top-down model most of us have grown up with.

Here are a few habits to break, over the coming weeks I will add more, and will also give examples of how people in various organization have created new practices to displace old habits:

1. Managing, supervising, controlling and telling: we have been trained to manage, which essentially means that the responsibility and decision-making authority of our job rests with us. Sure we can and do delegate, but we are still accountable for the actions and results of the people we manage.
2. Giving our reports goals and objects, tasks and projects: hard to think of a more effective way to reduce people's engagement and participation and to have them experience their job as an imposition, only mitigated, if it is, by the compensation that goes with it
3. Being the go to person for information and decisions: it used to be that hoarding information and knowledge was a way to ensure job security, now it is an effective way to keep people who report to you unable to make informed and autonomous decisions. And paradoxically, it is not hard to find managers who constantly complain their people will not use their own initiative and make decisions
4. Constantly quizzing people about their actions and results: especially in situations where you think they could and should be doing more, better and faster
5. Keeping a tight rein on budgets and authorities: constraining how people can use the resources of the organization to forward the business is a sure recipe for disengagement. And, more than anything it communicates, you are not to be trusted.

This list goes on…we will add to it in future posts.

But then what are some of the practices we need to establish to start the transition to an autonomous decision-making model? We’ll talk about new practices to displace old ingrained habits in subsequent posts.

Some Actions to Take For Starters

Have ongoing conversations about Purpose: Answer the Why Questions. Asking why all the time didn’t go away as we grew up, we just stopped asking because we got so few satisfying answers from our elders. So keep having conversation about why you want/need a new organizing model, why the work you are all doing is important in forwarding the purpose and mission of the team, the group or the organization.

As a set up, let people know why the decision has been made to move the organization, group or team to a distributed decision-making model from the current hierarchical boss/manager-report model.

Distinguish some of the key design differences between the two models, and the benefits that those who have made the transition derived from the change. We will talk about that too in subsequent posts.

1. Clarify the mission: in addition to having conversations about purpose, keep clarifying the mission. What is the near-term focus? Who has expectations of us, and what are those expectations?
2. At every opportunity give people authority to make their own autonomous decisions: to start the transition from their function, job title, job description and from operating inside their box on the org chart to creating autonomous decision-making roles, stop being the go to source for every answer/decision, use those occasions to start the process of creating accountabilities, responsibilities and authorities…more about that to come.
3. Look for tension, conflicts and breakdowns: another opportunity to distribute authority and decision-making so that they are regularly surfaced and responded to.

What Are Others Doing?

 For those who want to do some independent reading about what others are doing I recommend:

1. Holacracy: The New Management System for a Rapidly Changing World by Brian J. Robertson
2. Reinventing Organizations: A Guide to Creating Organizations Inspired by the Next Stage of Human Consciousness by Fredric Laloux
3. Firms of Endearment: How World Class Companies Profit From Passion and Purpose by Raj Sisodia,

Times They Are A Changing…#3

More About How We Move To An Alternate Organizing Design?

Let's say it’s Monday morning, a new day, a new week, and the organization, group or team already has a routine, an already established way of doing things. If we are to move to a new organizing design something has to change – we need to start doing some things differently.

In my last post I proposed an overview of some key steps  – a 30,000 ft. view, if you will. Every time I have had this conversation with a tem of executives there is usually agreement at the level of the model or framework – mostly everyone agrees it all makes sense – the question is usually, yes, we need to do things differently, but where’s the best place for us to make a start?

The best place to look for an answer…the answer for you…is to start with the areas where you have the most complaints or dissatisfactions. Here are some that make it to the top of most lists:

1.     We have too many meetings, and they mostly don’t help to get things done

2.     How do we deal with, “It’s not my job”?  Then who is accountable/responsible for…[fill in the black]?

3.     How do we surface and deal with day-to-day tensions, persistent complaints and the inevitable conflicting priorities?

4.     How do we give/get feedback so we are continually improving instead of being frustrated with each other when our expectations are not being met?

5.     We say we want innovation, creativity and breakthroughs, yet we spend all our time on business-as-usual, how do we break that cycle?

TIP: Pick one area at a time to go to work on:

1. If it a process that needs to be changed, do you have standard operating procedure to change processes? If yes, use it to cause the needed changes. If no, job #1 is design the mechanism you will use to change and improve processes – how do you do it; who get to decide; how are changes shared…?
2. If it is a behavior/habit that needs to be changed, don’t try and fix the behavior/habit, create a new practice that will displace the behavior/habit that you don't want.
3. As you notice things to work on, keep asking, “What role should have the accountability/authority/responsibility to attend to this?” Make sure that every activity, everything you are working on, belongs to a role. More about that later, and in subsequent posts.

Creating Roles – A Key Design Element

In the emergent, distributed decision-making model – the context for what I am talking about in this series of blogs – every person in the organization, group and team has a role, more likely a set of roles – each person acts like an entrepreneur, Founder/CEO within their role(s) exercising their authorities to execute their accountabilities.

Roles may well be grouped in categories, like R&D, IT, marketing, finance, and business development, however the expectation is that people will have roles in more than one category. This is the most effective way to get out of the silo/functional mindset most of us have been trained and steeped in during our careers.

The key design elements of a role include:

1. An activity expressed as verbs ending in –ing. See some examples below. In subsequent post I will give examples of companies who are advocates of this approach and do this well
2. That activity is expressed as an accountability, so that the expectations of everyone in the organization, group, team are clear
3. With specific responsibilities
4. Specific decision-making authorities [that no one can trump without violating the authority of the role]
5. All while meeting the expectation of other role holders.

A role holder can have roles in different functions of an organization/group/team.

A role is different from a task in a job description, or a job description in total, mostly because job descriptions to not include all the design elements of a role.

 A few examples of roles:

1. Finding new prospective customers
2. Converting prospective customers to customers
3. Responding to customers’ questions is a role that someone(s) needs to be accountable for, with particular responsibilities, specific decision-making authorities, while meeting the expectations of other roles.
4. Preparing and disseminating regular performance updates
5. Capturing and disseminating new knowledge

The ongoing intention is to keep expressing every element of work as a role, or part of a role, and assigning roles to someone who is willing to be responsible for all the elements required for the performance of that role.

More about designing and managing roles in upcoming posts.