Note to Managers: Stop Making Decisions

Photo courtesy of istockphoto/peskymonkey

This is a guest post by Dennis Bakke. Dennis is the CEO of Imagine Schools and the author of The Decision Maker: Unlock the Potential of Everyone in Your Organization, One Decision at a Time (Pear Press)..

The conventional wisdom on leadership: Get advice from others but make the final decision. But in today’s shifting global marketplace, it’s out of date. More and more, success in business isn’t about producing the proverbial widget, but unlocking human potential. Success isn’t about rigid systems that guide our people as they churn out product. It’s about how we release our people to innovate, at every stage of the game.

As a young leader, I followed the conventional wisdom. I might ask a couple of people for some input before I made a decision. But I made the final call, always.

Success is about how we release people to innovate, at every stage of the game. -Dennis Bakke

It didn’t take me long to realize that the more decisions I made, the less engaged others became.  They didn’t have any control over the process or the results. So they didn’t feel any ownership in them either.

The problem was me. To be a good leader, I had to let go.

The reality is that it is the boss who is often the last to know. So when bosses, department leaders or team leaders make all the decisions, they’re often operating with stale or second-hand information, some of which has been edited or sanitized on its way to “the boss.”

Why You Should Empower Employees

Several weeks ago, my wife and I headed out for a quick lunch.  I had been traveling and speaking in a few cities and was glad to be home.  Before lunch, we needed a few supplies and stopped at Target.

Target does a lot right.  Wide, brightly lit aisles.  Easy-to-find merchandise.  And friendly staff who seem happy.

When I was grabbing the items I needed off the shelf, I noticed a sign.  “Buy three of these items and get a $5 gift card,” one sign said.  The other said, “Buy two and get another $5 gift card.”  I only needed one of each item, but I thought why not take the money so I loaded up.

At the checkout counter, we paid for items and then I asked about our gift cards.  We liked the kind woman who was helping us.  She was efficient and the type who could build a relationship fast.  “I thought about that,” she responded.  “Let me check….no, this item doesn’t qualify for some reason.  I know you only bought this many so you would get the card.”

She pulled open the Target brochure, looked at the item, and still couldn’t figure why it didn’t give us the cards.  I explained that I checked the labels when I took the items off the shelf and that they were immediately behind the sign.  She shook her head and offered to have someone go check the sign.

Immediately in my mind I pictured what would happen:  A light would go off.  She would get on an intercom and bellow, “Man in Aisle 9 needs a price check!”  We would hold up the line, miss our lunch reservation, and a manager would come out to talk to us.

“Forget it,” I said, not wanting to cause a scene and not having any time to wait.  For me, the pain wasn’t worth it.  (But I’m thrifty enough that it did bother me.)

“I’m sorry,” she responded with an “I wish I could do something” attitude.

Management Lesson

This is not a story about Target.  It’s a good store.  This is not a story about the checkout clerk.  She was so nice we would seek out her line next time.

It’s a lesson for management.  And it’s all about empowerment.

An Interview With a Capitalist Anarchist

Leadership Lessons Are Everywhere

I’ve always been a believer that leadership principles and examples can be found everywhere.  You can see great leadership at work when you watch a parent interacting with a child.  (I think many of us honed our negotiation skills that way, too.)  I’ve learned great truths from watching a movie.  You can learn great principles from unexpected places if you’re looking for them.

In a previous post, I wrote about Zingerman’s, the Ann Arbor based collection of businesses mostly centered around great food.  One of the founding partners, Ari Weinzweig has written several books about customer service, business practices, and leadership.  You will find leadership principles on display at Zingerman’s.  You will also find that Ari discovered some of these principles in the least likely of places.

An Anarchist Turns Capitalist

As a student at the University of Michigan in the 1970s, Ari was influenced by the writings of 20th century anarchists.  He quotes now obscure names like Mikhail Bakunin, Rudolf Rocker and Nestor Makhno.  (Yes, it is odd that an early anarchist turned into an entrepreneurial capitalist.  If you think that’s strange, it’s just part of many ironies involving Ari.  He grew up in a kosher household and is now the author of The Guide to Better Bacon.  He even runs a Bacon Camp.) Though he obviously abandoned his anarchist roots, he adopted some of the thinking in running a business.  He is also careful to explain the difference between anarchy and anarchism.  Anarchy is a “state of leaderless bedlam” where anarchism is a philosophy based on individual respect and freedom from unnecessary authority.  In any case, it seems that his philosophy led him to a high respect for people, allowing them to pursue their own passions, and giving employees more freedom and choice because they generally will do the right thing.