Senior leaders are often frustrated when employees don’t take ownership of their actions and outcomes. Sometimes it’s called “the blame game,” because many teams spend more time trying to place blame than fixing the problem or simply taking accountability. But, as I’ll explain, much of this behavior can actually be attributed to the actions and priorities of senior leaders, despite their best of intentions.
For example, would you rather have managers plan for 2% improvement and achieve 3%, or plan for 10% improvement and achieve 8%? Owners would prefer to improve by 8% rather than just 3%, but most managers know that the next quarterly operating performance review will be a tough one if they fall short of their plan. So, they play it conservative and plan for 2%. My colleagues and I call this “planning for mediocrity.”
There are many formal and informal factors that drive and shape corporate behavior, and that must all be aligned with promoting desired actions. Company leaders, including executives and directors, should consider how common business practices, such as holding teams accountable for performance against a plan or budget, can create unexpected obstacles to owner-like behaviors.
For example, if a project was expected to create $10 million in value, and after two years it looks like it will only create $8 million of value, the company is still better off than if it had not pursued the project. The primary tone of the meeting should be, “Good job creating value…...
Ryan Amacher, who played role in bid to damage campaign, has also made antisemitic and racist posts on social media An influencer who played a key role in hoax claims that James Talarico was in a ...