Regardless of which position you take in the organization, you take responsibility and you grow with it.
Responsibilities vary; tactical responsibilities & performance at the operational level is very much different from strategic responsibilities & practices at the higher strata. What works for one may not be as effective for the other. From senior leadership to frontline employees, how to define the right level of responsibilities, and how to engage people, make them accountable for the work assigned, to achieve high performance outcomes?
Senior leadership responsibilities: Responsibility is the burden of leadership. It is "the responsibility of the senior leadership team to envision and develop corporate strategy, protect and nurture reputation. In leading companies, the top level performance is created when C-level execs spend a significant proportion of their time on strategic issues, also spend time on communication, coordination, or operation, etc, to move their organization forward smoothly.
Many “C” level roles now have an element of risk/compliance identification, and management adherence. High-performance companies have a C-suite that is primarily focused on making the entire enterprise function smoothly, not just their functional silo. If they can't speak intelligently about the functions of a business and have a very clear understanding of how each interrelates, such as corporate information technology, market position, financial position, socioeconomic business impacts, competitive position, they are more as functional managers.
Across organizational management responsibilities: It doesn't matter at what level one is leading: work unit, team, department, small establishment, mega-corporation, nation. Leaders or managers at these levels are decidedly different and are held to a different magnitude of expectations. But the common denominator to each one of them all is the responsibility they carry. They glue up different business factors for accelerating team/organizational performance, defining & solving problems effectively, and pursuing either strategic or tactical business goals dedicatedly.
For the middle management, if responsibility didn't follow power, distributed to co-workers, the manager would be in trouble. They are held responsible for department results by top management and to succeed, they need to distribute responsibility between employees, and hold each other accountable to achieve common goals smoothly. They are always adjusted accordingly where they carry out the responsibility well, and they are roundly condemned as failures where they fail to perform the responsibility.
Staff responsibility and satisfaction: Employee engagement, and sense of contribution are crucial to organizational success; in fact, it’s part of the management responsibilities to improve employee satisfaction. Generally speaking, low satisfaction, and low contribution lead to disengaged employees; low authority, and low responsibility leads to apathetic employees. Unless extremely self-motivated or driven, an employee will likely be disengaged if they feel the work boring, are left out of the extended team and cannot see the difference they make to either company’s top line growth or bottom-line operation.
So to have engaged employees, one of the most reliable practices is to increase their authority and responsibility, which the organization can control and to work with people closely, increase their self-determination of satisfaction and contribution. And employees who are satisfied, who contribute, and who have the responsibility and authority to achieve finely tuned goals (with an alignment of business goals and career goals), are well engaged, more satisfied, and become their corporate brand name ambassadors.
Regardless of which position you take in the organization, you take responsibility and you grow with it. More responsibility doesn't always mean to keep your hands full, or make your schedule extremely busy. Corporate leaders and professionals at different positions across the organizational hierarchy should take shared responsibilities, giving and receiving feedback constructively, having accountability for decisions and actions, co-shaping a culture of accountabilities, and getting the organization moving forward at the premium speed.
Senior leadership responsibilities: Responsibility is the burden of leadership. It is "the responsibility of the senior leadership team to envision and develop corporate strategy, protect and nurture reputation. In leading companies, the top level performance is created when C-level execs spend a significant proportion of their time on strategic issues, also spend time on communication, coordination, or operation, etc, to move their organization forward smoothly.
Many “C” level roles now have an element of risk/compliance identification, and management adherence. High-performance companies have a C-suite that is primarily focused on making the entire enterprise function smoothly, not just their functional silo. If they can't speak intelligently about the functions of a business and have a very clear understanding of how each interrelates, such as corporate information technology, market position, financial position, socioeconomic business impacts, competitive position, they are more as functional managers.
Across organizational management responsibilities: It doesn't matter at what level one is leading: work unit, team, department, small establishment, mega-corporation, nation. Leaders or managers at these levels are decidedly different and are held to a different magnitude of expectations. But the common denominator to each one of them all is the responsibility they carry. They glue up different business factors for accelerating team/organizational performance, defining & solving problems effectively, and pursuing either strategic or tactical business goals dedicatedly.
For the middle management, if responsibility didn't follow power, distributed to co-workers, the manager would be in trouble. They are held responsible for department results by top management and to succeed, they need to distribute responsibility between employees, and hold each other accountable to achieve common goals smoothly. They are always adjusted accordingly where they carry out the responsibility well, and they are roundly condemned as failures where they fail to perform the responsibility.
So to have engaged employees, one of the most reliable practices is to increase their authority and responsibility, which the organization can control and to work with people closely, increase their self-determination of satisfaction and contribution. And employees who are satisfied, who contribute, and who have the responsibility and authority to achieve finely tuned goals (with an alignment of business goals and career goals), are well engaged, more satisfied, and become their corporate brand name ambassadors.
Regardless of which position you take in the organization, you take responsibility and you grow with it. More responsibility doesn't always mean to keep your hands full, or make your schedule extremely busy. Corporate leaders and professionals at different positions across the organizational hierarchy should take shared responsibilities, giving and receiving feedback constructively, having accountability for decisions and actions, co-shaping a culture of accountabilities, and getting the organization moving forward at the premium speed.
0 comments:
Post a Comment