[21]

Let Them Answer the “How”

YOU ARE probably faced with implementing decisions from above. We’ve all been there. It is called “middle management” for a reason. Often, we find ourselves in the middle, and while we may not agree with the course of action ourselves, we are charged with making it happen. If at all possible, let those implementing the policy/procedure (often those on your team) make it their own, even on the smallest level. Maybe your team sets up the timeline, looks at the project plan, and determines implementation strategies. As much as possible, get your team bought into the process. We all like to have some choice in how we will behave or conduct our work. Edicts from you and those above will only make the project less enticing for you and for those on your team charged with implementation.

Whenever possible, look at your team and say, “Here is the end product and these are the objectives that must be met. I am here to support you. Let me know how I can help you meet these goals.” Some of you may have just twitched because you can’t imagine those around you having the ability (or time) to take on the initiatives directly. Helping those around you attain a sense of ownership will foster higher levels of commitment rather than simple compliance.

One supervisor did just this. He did not get caught up in the details—he simply set clear objectives, helped those around him understand why the change was needed, and let his team design effective courses of action. Of course, he had final approval and may have included his thoughts along the way, but the team worked to decide their ultimate fate. As a result there was a greater sense of buy-in and knowledge on the team. Moreover, team members respected the fact that the supervisor trusted them to “do it their way.”