I was assaulted in the future by an individual from another part of the organization with a collection of directives that have been going to cause my workers and me appreciable further work for what appeared to be little or no gain. Our director had decreed we begin to comply with the 5S (Sort, Straighten, Shine, Standardize, Maintain) process. Whereas I don't disagree with 5S process, it can result in a more organized workplace which is certainly an exquisite thing, it does require some work to properly implement.
The problem was, as happens in so many of these administration initiatives, the boss put a subordinate in charge after which stepped back to focus on other things. I do know this because I've executed it myself. So the place's the issue?
Nicely, like all good staff who need to a) please the boss and b) get forward, this specific particular person had embraced his task as Minister of 5S and run with it. The 5S process is part of the larger Lean Administration initiative and before anybody thinks I am anti-Lean, let me assure you I am not. Actually, I've studied the Lean philosophy, seen it work, and I am a strong proponent. But that is not what that is about so let me get back to the conversation I had with this 5S zealot.
As he proceeded to inform me the steps I needed to take, I indicated my disagreement and informed him I didn't have the time or the workers to add all the steps he was explaining. That is when he mentioned one thing interesting; a mantra so typically used by somebody who is making an attempt to perform a process while going above and beyond with the intention to score points. He mentioned,
"This is not my idea. The director is driving the train."
The minute a frontrunner assigns somebody to handle an initiative after which steps back, that leader is now not within the engineer's seat. Actually the leader can quickly change into simply another passenger on the practice she or he set in motion.
That may sound like I am advocating a micro administration type of leadership. Under no circumstances! As a frontrunner you could be able to delegate such duties to be completed with out your involvement in each detail. But you could also be sure that those subordinates who have received your delegation do not change into monsters. How?
First. When you initially delegate a process, make sure you are very clear concerning the desired outcome.
Second. Be clear what the limits are. Especially with a new initiative, if you do not outline limits up entrance, the challenge will in all probability develop exponentially.
Third. Although you certainly don't need to be a micromanager, you do have to keep an eye on progress. I've found one of the best ways is to have your delegatee present common reports. Have these updates during a workers assembly or some such venue in order that your subordinate leaders can hear what you're hearing. Be sure you encourage their suggestions as well. You are much more likely to know if the initiative is headed in the appropriate direction.
Since that eye-opening comment about driving the practice, I have been more cautious to use these steps myself with nice results.
Take into consideration it. Are you driving the practice?
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