We are transitioning to a team-based organization in our company. It’s been a real challenge and we’re starting to see some light at the end of the tunnel. As an upper level manager, I’ve been struggling with when I intervene and help with decision-making or make the decision myself. Our approach has been to push as much decision making to the front line as possible, but it’s still a challenge to know when to do what. I don’t want to sabotage the effort, but I don’t want us to make major mistakes either.
The Team Doc Says…
This is a challenge in most organizations that are attempting to become more participative.
The key to success is to make sure that you have helped your teams define clear decision making boundaries and that those boundaries align with the team’s purpose.
More than likely, your teams aren’t used to making the decisions themselves so some situational coaching will help you here. How much help do they need for a particular issue? Sometimes they’ll need more and sometimes less.
A team-based environment is not a “hands off” environment. Your teams must be accountable for something and to someone. If you’re nervous about their skill level, set up a regular contact schedule with them. Attend their team meetings as an observer only.
Communication among and with your teams is what will help your organization be successful. Make it as open as you possibly can.
Best regards,
Denise O’Berry
aka ‘Team Doc’
