Organizational Structure – Doug Dickerson on Leadership

Does Your Workplace Culture Need an Alignment?

Posted June 14, 2023June 14, 2023
by admin

A statement of shared values, no matter how inspiring, does not make a healthy culture. – Tod Bolsinger (Canoeing The Mountains)

I read with great interest a study at Team Stage which reported that only 28% of executives understand their company culture. They stated, “While they understand its importance, they fail to fathom the culture itself.” From a leadership perspective, I found the disconnect quite disturbing. How can one believe culture is important while at the same time failing to understand their own culture?

Imagine, if you will, that you are driving your car and you notice that it is pulling to the left or to the right. Intuitively you know that your car is out of alignment. Knowing that your car is out of alignment is a good thing, but if you ignore it for too long, it’s going to create bigger problems that you will have to address. And the longer you put it off, the more damage it can cause.

Simply having a mission or value statement plastered up on the wall somewhere in the office is no indication that anyone truly knows what it is, how it pertains to them, and how it impacts the day-to-day operation of the organization.

As a leader, you need the awareness of knowing if your organizational culture is out of alignment and what corrections are needed. Here are a few things that may help guide you in that process.

Focus more on alignment than organizing

Writing in the Harvard Business Review, John Kotter states, “The idea of getting people moving in the same direction appears to be an organizational problem. But what executives need to do is not organize people but align them.” In other words, align them around your values. The more your people are aligned with your mission and vision, the healthier it will be.

It will always be hard for your organization to move forward if it’s out of alignment. Just as your car will want to go off the road, so, too, will your organizational culture drift if not properly aligned. Once you take care of alignment, organizing will be a much simpler process.

Lead by example, not by decrees

When only 28% of executives understand their company culture they will not be in a place to lead by example. Here’s the rub – organizational culture is leader driven. If the leader doesn’t get it or know it, then the leader will not be able to align with it.

Writing in A Tale of Two Cultures, David Burkus writes, “People typically do not look to written codes for clues about how to behave; they look to others.” And this is the void leaders must fill. They need to know their culture and the people in your organization ultimately need to look to each other in terms of knowing how to behave – not a poster on the wall. As a leader, you must set an example and it happens when your words and your actions are aligned. Click To Tweet

Final Thoughts

Tod Bolsinger writes that “culture creation work rests on identifying the gaps between aspired values and actual behavior, and then working with the leaders to bring every aspect of the organization into alignment…” As a leader, this is your responsibility. A healthy workplace culture just doesn’t happen – it’s intentionally created.

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The Changing Work Environment Part II: Providing Autonomy

Posted August 11, 2016
by dougdickerson

Cubes - 267 - AUTONOMY

“The way you delegate is that first you have to hire people that you really have confidence in. You won’t truly let those people feel a sense of autonomy if you don’t have confidence in them.” – Robert Pozen

In part II of our series on the changing work environment we tackle the topic of autonomy. Gone are the days when employees were willing to show up at the factory, follow orders being dictated by management, collect a paycheck, and then do it all again tomorrow. Employees aren’t mindless machines and they don’t want to be treated as such.

What does it look like?

In the changing work environment, employees are demanding more autonomy. In this new environment, employees have control over how their own work tasks get accomplished. They are trusted and encouraged to make decisions and to act in the best interest of the organization without being micromanaged.

Why is it important?

Providing autonomy shows employees that you have confidence in their judgment and ability. This inspires employees to take ownership of their work. When employees have control over their own work they are more satisfied, they take pride in the contribution, and they become loyally invested in the success of their team, department, and organization.

How do we do it?

Many management teams struggle to let go of the control they have become accustomed to for all of these years. Old ways and mindsets can be hard to overcome. Here are six ACTION steps to help you think through your current operations and to embrace autonomy.

Acknowledge the challenge of autonomy. It is critical here to understand the difference between the autonomy of the work while remaining true to the mission and vision of the organization. The two are not in competition but when done right are a compliment to one another.

Coalesce around the best ideas for autonomy. The mistake leaders make is that their idea of how it looks should prevail. But as one company leader explained it, “The one who sweeps the floor picks the broom.” How autonomy looks in your organization should be determined by those closest to the work.

Tweak along the way. Ideas that look good on paper may not play out well in reality. Don’t be afraid to go back to the drawing board as you flesh out what is and is not working for you. There is no “one size fits all” approach for how autonomy works. The key here is to be flexible and be willing to make adjustments as needed.

Invest in their success. Greater autonomy in the workplace is reinforced by leaders who have the backs of their people by empowering them and setting them up for success. Invest in your people. Put the tools and resources in their hands they need to succeed. The greater the investment the greater the autonomy. Be generous.

Ownership is a requirement. Embracing the autonomous workplace is great. But now comes the buy-in that makes it all work. Ownership, like loyalty, is a two-way street. In this model ownership is shared, trust is mutual, expectations are clear, and outcomes are measured. It’s an “all-in” attitude that if not fully subscribed to will derail all efforts of a truly autonomous workplace. Without ownership there is no autonomy.

Next Step – In order to attract and retain the best talent, your organization must offer a level of autonomy. You must provide your employees with the training and resources they need to be successful and then you must step aside and allow them to do their jobs. Show them that you have confidence in them. But, you can’t stop here. Once you have acknowledged the attitudes that are holding you back; have intentionally created a workplace culture; shown employees that you trust them; have identified incremental changes you can make; and observed the impact of those changes, it’s time to take the next step.

Be on the lookout next week for part III of The Changing Work Environment Series: Providing Choice.

liz Liz Stincelli is the Founder of Stincelli Advisors where she focuses on helping organizations engage employees and improve organizational culture. She holds a Doctor of Management degree with an emphasis on organizational leadership. Learn more about Liz by visiting her website: www.stincelliadvisors.com

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‘Us’ vs. ‘Them’ and the 5 Questions You Need to Answer

Posted June 22, 2014
by admin

You can observe a lot by just watching. – Yogi Berra

The story is told of a golfer who had been playing so bad that he went to see a psychiatrist who told him to relax by playing a round of golf without the ball. “Do everything you normally would do, but use an imaginary ball,” advised the psychiatrist.

The round went well and as he approached the 18^th hole, he met another golfer playing the same way. They decided to play the last hole together and bet $10 on the outcome. The first golfer swung at his imaginary ball and announced that it had gone 280 yards right down the middle of the fairway. The second golfer matched his drive. The first man took out his 5-iron and after swinging at his imaginary ball, exclaimed, “Look at that shot! It went right over the pin and the reverse spin brought it right back into the hole. I win!” “No you don’t,” said the second golfer, “you hit my ball.”

Your perceptions go a long way in determining what and how you think. But can you always trust those perceptions? Sadly, and much too often, in many organizations there is the proverbial “us vs. them” mentality that exists. And too often we are more concerned about being heard than understood. So here are five questions that I believe are fitting for leaders to ask and answer. They can set you on a course of better communication and understanding that will make you a more effective leader and create a better work environment.

What do I see?

What you see taking place in your organization is a perspective unique to you as the leader. Of course you will have a better understanding and answer the more you are out among your people. What do you see taking place? Do you see your people with all the tools they need to be their best? Do you see collaboration and camaraderie? What are the strengths of the organization and what are the weaknesses? Who are your heavy-lifters and who are your slackers?

What do I know?

Next is the formation of your perceptions based upon what you see. It may or may not be an accurate assessment based in part on the amount of time you spend with your people. If this is not something you do on a regular basis it may not be very accurate. But based upon what you do see – what do you know? Are you where you need to be? Are you getting the most from your people where they are? What do you know now that you wish you had known six months ago? What do you need to change?

What do my people see?

The first two questions are about your perceptions. Your perceptions are needed and important but the puzzle is still incomplete. Now, put yourself in the shoes of your people. Look at things from where they sit and work – now what do you see? This is about their perceptions. How do they see your leadership? Do they see you as an obstacle to progress or a facilitator of it? Do they see a fine-tuned operation or one that is mired down somewhere? If you want to be a more effective leader then you need to see what they see.

What do my people know (that I should)?

Throughout your organization are talented and highly skilled sales people, PA’s, marketing professionals, accountants, executives, volunteers, and the list goes on. What they know is a treasure trove of valuable information. But that information is of no worth to you if you do not tap into it. Your people are the most valuable asset you have as a leader. Get to know them and what they know. You can make better decisions that affect your organization when you listen to the people on the ground who have the most at stake by your decision. Listen to them and give value to their input.

How can we come together?

It’s time to put an end to the “Us vs. Them” mentality and the walls and isolation it creates. You best build and grow your organization when you build and grow it together. What you have to do is figure out the best and most practical way for you and your people to come together, get to know one another, build relationships, share information, and work together for a brighter future. Good leaders will do this. It’s time to ask, answer, and listen. Are you game?

1. What additional steps would you suggest to overcome the “Us vs. Them” mentality?

2. What other things should leaders look for from the perspective of their people?

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Six Ways to Enhance Organizational Structure – with guest co-author Elizabeth Stincelli

Posted June 13, 2014
by admin

The productivity of a work group seems to depend on how the group members see their own goals in relation to the goals of the organization. – Ken Blanchard

When was the last time you took a hard look at the effectiveness of your organizational structure? While most organizations have one, do the people in your organization know it or understand it? The time may be ripe for you to take a fresh look at yours and consider these six ways to enhance it.

Empower your leaders

Regardless of what your present organizational structure looks like its functionality should empower its leaders. Successful leaders thrive in an organizational structure that fosters creativity, unleashes potential, and doesn’t stifle progress. This happens when less emphasis is placed on hierarchical structure and more emphasis is placed on empowering the right people in the right places. Empowerment elevates the performance of leaders and encourages behavior that earns the respect of followers. This respect allows leaders to build partnerships within the organization that encourage open, two-way communication and foster a sense of loyalty.

Give ownership

Ownership occurs within your organizational structure when there is buy-in from the bottom up and system wide. If ownership is not shared then the structure is self-serving and not empowering. People want ownership and sense of belonging to a great cause. Without ownership that can’t happen. Ownership holds everyone on the team accountable for their decisions and actions. In order for employees to take successful ownership of their work they must clearly understand expectations. They must also have milestones where progress is evaluated. Ensure that employees are serving in the right roles, give ownership, and celebrate their victories.

Expand borders

Organizational structures don’t define you, you define them. As such, your organizational structure should not be a document of containment but a blueprint of open boundaries to grow and succeed. It should not box people in but should free them to do what they do best. As your organization grows so should your structure but in a way that facilities your growth and not in ways that impede it. Provide employees with the opportunity to be more flexible about how, when, where, and with whom the work gets done. Employees want to be involved in designing and managing their work tasks. Offer employees choices and the ability to personalize work. Allow employees to share ideas and be involved in the implementation of these ideas. As you expand your borders, provide opportunities for employee growth and focus your energies on the results that really matter.

Think lateral

Employees need to have a level of control over their work tasks. A top-down organizational structure hinders the ability of decision-making at the lowest level possible. Decision making on the front-lines allows issues to be identified and addressed quickly. In a lateral structure, employees understand where they fit and how they impact the success of the organization. A flat organizational structure allows employees at all levels of the organization to be empowered and given autonomy over their work. This less rigid structure allows for flexibility and promotes a feeling of equality and inclusiveness. When lateral thinking is put into action it allows for swifter response times that can translate into happier customers, gratified clients, and a healthy bottom line. Lateral thinking is empowering, efficient, and very effective.

Build trust

The support needed to successfully achieve organizational goals is gained by developing relationships based on trust and commitment. The organizational structure can enhance or impede factors such as open communication, management follow-through, accountability, consistency, and concern for employee interests all of which foster a sense of trust. Therefore, building trust is a deliberate action, not something left to chance. It happens as relationships are given priority, it grows in an atmosphere of community, and it pays huge dividends when everyone is engaged. Without trust you have nothing. With it your potential is unlimited.

Find common ground

Employees prefer to work with others they see as similar to themselves. When the organizational structure provides an inclusive environment with common goals a sense of community is developed. Finding common ground helps in the successful pursuit of these shared goals. The organization must foster a shared purpose so that employees understand why the organization exists and why they do what they do. Finding common ground is a fundamental condition of your success. You need to define, share it, but most of all; your team needs to own it. Common ground is your path forward.

Does your organizational structure support the goals you trying to reach? The continued success of your organization is dependent on your ability to continually evaluate and enhance your organizational structure. You can enhance your effectiveness by taking these steps to ensure that your organization is ready to succeed in the 21st century.

* Elizabeth Stincelli is passionate about recognizing and inspiring the leader in each of us. She is the CEO of Stincelli Advisors where she focuses on helping organizations engage employees and improve organizational structure. Elizabeth holds a Doctor of Management degree with an emphasis on organizational leadership. Learn more about Elizabeth by visiting her websites, www.stincelliadvisors.com and http://lizstincelli.wordpress.com/

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