EFFECTIVE MANAGEMENT
Empowering Managers is Key To True Cultural Change
By Joseph P . Truncale , Ph . D . Contributing Editor
Culture improvement plans are challenging and do not take effect overnight . However , by setting an expectation of “ progress , not perfection ” and with the active , sincere support of senior leadership ( and most importantly , the CEO ), the effects of the culture change process will begin to be felt throughout the organization and very quickly . The key to sustainable culture change is to seize the early momentum and to commit to the long-term nature of the process .
While commitment to culture change begins at the highest levels of the organization it does not rest there . Leadership will set the tone by stressing their support for the effort , but the real impact will be made at the supervisory / managerial level .
“ Who ’ s Got the Monkey ?”, a classic Harvard Business Review article ( authored by William Oncken and Donald L . Wass and reprinted regularly due to its popularity ) uses the analogy of , “ the monkey on your back ,” to talk about the subject of time management , and how employees pass off responsibilities , aka “ the monkey ,” to leaders . The organizational challenge of upward delegation frustrates managers and senior executives while simultaneously limiting the growth and development of team members by allowing them to defer decision-making and even basic job responsibilities to the “ higher ups ”.
A common complaint among executive leaders is the manner in which members of their leadership team , senior executives in their own right , pass along their biggest challenges to the CEO . One way to measure the effectiveness of your team members is this : how often they take items off your desk , as opposed to putting items on it .
This phenomenon underscores the need for basic skills development for supervisors and managers and for leaders who must develop the ability ( and the patience ) to allow their reports to identify options and make , or at the very least , recommend effective decisions . Further evidence of the need to strengthen the leadership skills of managers and supervisors was found during a recent senior
leadership planning retreat . Team members were asked to respond to the following question : “ I could do my job better if I didn ’ t have to …...”. Here are some of the responses .
◾ “ Baby-sit employees ”
◾ “ Get involved in the weeds ”
◾ “ Focus on lower-level issues ”
◾ “ Follow-up on others ’ incomplete work ”
At the conclusion of this exercise , the senior team came to the realization that they were enabling this behavior by capitulating and allowing “ the monkey ” to be put on their backs . Here ’ s the insight . While they express frustration with this situation , the truth is they enjoy it , at least in the moment . And why not ?
Many executives rise in levels of authority and responsibility through experience and development of business acumen and decision-making skills . When faced with issues by those reporting to them , the temptation to jump in and instantly solve the problem is strong . And there is a rush of satisfaction in knowing their actions carried the day ! But where does that leave their direct reports ? They become conditioned to know that when there is an issue , all they need do is kick it “ upstairs ” where it will be addressed . Expedient to be sure , but the opportunity for next level managers to
Supervisors should resist the temptation to solve every problem themselves , and allow their employees to explore solutions .
Photo : Getty Images / iStockphoto / RealPeopleGroup learn problem solving skills is denied . A far better way is to hold managers accountable by empowering them to make decisions or at the very least , recommend potential solutions .
As managers / supervisors develop their leadership skills and abilities , decision-making , workflow , processes , practices , and procedures move seamlessly . Since more of the work ( including real-time challenges , changes , and adjustments ) is being done at this level , the senior team will be pulled into these issues less and less , freeing up time to focus on the strategic direction of the organization .
One of the best ways to begin developing these needed skills is to assign supervisors and managers with helping to improve the organization ’ s culture . This starts with measurement , identifying goals for improvement , establishing a plan and putting resources toward that plan .
For more information on ways to improve delegation and move your organization forward through leadership development and culture change , contact me at
joe @ ajstrategy . com .
Joseph P . Truncale , Ph . D ., CAE , is the Founder & Principal of Alexander Joseph Associates , a privately held consultancy specializing in executive business advisory services .
He is the former CEO of the Public Relations Society of America ( PRSA ), the world ’ s largest public relations organization . Prior to joining PRSA , Joe was President & CEO of NAPL , a business management association representing leading companies in the printing , graphic communications , mailing , fulfillment and marketing services industry .
Joe specializes in strategy , customer analysis and organizational effectiveness .
He is a graduate of Monmouth University and he holds a Masters ’ Degree from Rutgers University . In 2011 , he earned his Ph . D . in Media , Culture and Communications at New York University and was the recipient of the Prism Award for Academic Achievement . His dissertation was a ground-breaking study of the leadership styles of highly successful entrepreneurial business executives in the graphic communications industry .
Joe served as Co-Chair of the New York University Board of Advisors and is an adjunct faculty member at NYU teaching graduate courses in Executive Leadership , Financial Management and Analysis , Finance for Marketing Decisions , and Leadership : The C Suite Perspective . He resides in Colts Neck , NJ .
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