Doers do what Checkers check
There is tension between checking on subordinates and fostering trust in your organization. Good leaders feel that tension and struggle to try to balance it. Poor leaders either micromanage or avoid checking anything. Both of those are fear-based approaches that erode trust. Micromanagers fear something will go wrong or that what they envisioned will not materialize. They generally do not trust people. Avoiders fear the confrontation which might occur or do not want to spend the energy-giving, someone, good intent and the space to operate.
I heard this phrase in the subject line uttered by many a sergeant when I was leading in the Army. While it can be taken the wrong way, “my people are lazy therefore I must watch their every step,” it really speaks to the role of a leader to check things. Checking things can come in the form of an inspection, briefing, web-based performance indicators, or a demonstration. While a web-based approach is helpful, good leaders will interact with people to learn more. A leader formally reviews the progress of a project, tests a product, takes a briefing, or watches a demonstration of how a sales call is conducted. It is our duty as leaders for the sake of the organization’s performance and health to check the doers. Here are some ways you can be a checker without eroding trust.
State upfront, you are not checking based on lack of trust, rather, for the health of the organization, for your own education, and or to see what help you can provide.
Manage risk. Indeed, there is a risk in checking things, especially if it is frequent. Ask yourself if checking is the right thing to do. Determine how much autonomy you have given or should give. Determine the impact on the subordinate and his or her team when you show up and start asking questions. Then act appropriately.
Set conditions. State your intent as noted above but let the subordinate person or team know that you will be conducting announced and unannounced checks to ensure progress. Help them understand why you must do this.
The result will be doers doing. Doers will feel the needed pressure to perform. The good ones will appreciate your role and duty to check. If done right, they may even feel pride that you would spend quality time on something they are working on. It is your duty. Never forget that.
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Rob
Carlin goes on to describe this: the dump became the landfill, toilet paper became bathroom tissue, hospitals became wellness centers, used cars became pre-owned vehicles, and the list went on.
Save for the seriousness of PTSD; the comedy routine is funny yet telling. Many words and terms and their associated processes used in leading people have suffered the same fate. Even I, a seasoned leader, must stop and think about what employee interface and relationship management means. Because of this, my focus is taken off people and placed on the processes I think these terms represent.
Rob Campbell