The Single Point of Failure
Meet Mortimer Bartholomew, a fitting name for the single point of failure. He was given this name because everything had to go through his inbox before leaving the organization destined for a higher headquarters. Thus everything due to a higher headquarters or another agency became delayed as he poured through every detail before releasing it. I've given him a different name but he was real and he earned this title.
Mortimer was a senior executive, the chief of staff in an organization the size of 700 people. He had talented officers below him who could create excellent solutions to complex problems and who could meet and exceed the standards required of their higher headquarters. No matter, Mortimer wanted to see it all.
I don't exactly know his motivation for wanting to see everything. He was an astute but awkward individual. Perhaps he didn't want to be blind sided by something one of his staff officers submitted. Perhaps he didn't trust his people. Perhaps he thought he knew better. Perhaps he believed he had to know every detail of everything.
The backlog which resulted from Mortimer's complete and detailed oversight also created mistrust amongst his subordinates and a poor work climate. Staff officers would give Mortimer a 60-70% product as they knew he would just red ink it and recreate it anyway. It was dysfunction at its best.
Of course, the alternative to this behavior should have been sound intent, guidance and oversight. Indeed, Mortimer needed to know what was leaving his organization but he could have spent his time issuing intent instead of reading and correcting every line. His intent could have been, "I want every product which leaves this organization destined for our higher headquarters to be top-notch and well thought out. When in doubt, see me for assistance. I'll be happy to help you polish up what you produce and share my experience. You have my trust and confidence."
There is both risk and reward with this counter-Mortimer approach. The risk is that something below the band of excellence slips by. The reward is that a leader, operating under a well crafted intent, coaching and mentoring his or her people unleashes their true creativity and potential. He or she grows them into senior leaders. I'll take the reward.
Beware of the Mortimer's. Don't become one!
Make it Personal!
Rob
Rob Campbell