Our last posting talked about the oft-heard complaint, \u201cWhy doesn\u2019t anyone ever show a little initiative around here?\u201d\u00a0 In it, we suggested that a company\u2019s culture needs to make it \u201csafe\u201d for people to take some risks, be creative, and \u201cshow some initiative.\u201d\u00a0 We also noted that a company\u2019s values, that collectively make up its culture, should be a framework that guides people in deciding where risks are acceptable and where they are not.\u00a0 However, even when they\u2019re operating within the company\u2019s value structure, well-meaning people trying to show appropriate initiative can still get themselves into trouble.\u00a0 So there must a better guidance system than values alone provide.\u00a0 For some ideas on this, please read below.<\/p>\n
I saw an article recently in which the writer likened a high performing company to a winning rowing team . . . eight rowers and a coxswain all perfectly synchronized and coordinated.\u00a0 In a business setting, this is called \u201corganizational alignment\u201d which means everyone is pulling together, supporting one another, and focusing on the same goal.\u00a0 So it\u2019s hard to argue with the logic of \u201corganizational alignment.\u201d\u00a0 I mean, everyone operating in lockstep like a well-oiled machine is going to result in an efficient and effective operation, right?<\/p>\n
Yeah, but it doesn\u2019t sound like that\u2019s an atmosphere that would tolerate showing initiative . . . taking a few chances, being creative, going off the reservation a bit.\u00a0 So how do we balance \u201corganizational alignment\u201d with \u201cshowing some initiative?\u201d\u00a0 Here are some thoughts.<\/p>\n
Assuming you have set some broad, strategic corporate goals (as you should), those must remain inviolate.\u00a0 For instance, if you have set a corporate course for New York, you don\u2019t want someone to \u201cshow initiative\u201d by steering for Dallas instead.\u00a0 This is where the organizational alignment piece fits in.\u00a0 If we\u2019ve decided we\u2019re going to New York, then all of us have to work together to get us there.\u00a0 But how we get there is a different matter.\u00a0 Here\u2019s where there\u2019s room for some creativity, experimentation, and initiative.\u00a0 We can take the most direct route, or we can take the scenic route.\u00a0 We can go by plane, train, automobile, or bus.\u00a0 So let your people know the outcome you expect, but let them have some fun figuring out how accomplish it.<\/p>\n
Still a little too free-wheeling for you?\u00a0 Then set up a vetting process for people to \u201csell\u201d their creative ideas for getting to New York before implementing them.\u00a0 This vetting process can be either one-on-one with you or before a group of their peers . . . whatever works best for you and your team.\u00a0 The important thing is, we want to encourage, not stifle, creative thinking, reasonable risk-taking, and \u201cshowing some initiative.\u201d<\/p>\n
To summarize then, we can\u2019t have everyone freelancing whenever and however the mood moves them.\u00a0 In that environment, we would have chaos and the company would have no cohesive direction.\u00a0 So we need to set some boundaries, but do it in a way that is not overly confining and still gives people plenty of room to test their wings a little bit.\u00a0 Do that, and you shouldn\u2019t ever again have to ask yourself, \u201cWhy doesn\u2019t anyone ever show a little initiative around here?\u201d<\/p>\n","protected":false},"excerpt":{"rendered":"
Our last posting talked about the oft-heard complaint, \u201cWhy doesn\u2019t anyone ever show a little initiative around here?\u201d\u00a0 In it, we suggested that a company\u2019s culture needs to make it \u201csafe\u201d for people to take some risks, be creative, and \u201cshow some initiative.\u201d\u00a0 We also noted that a company\u2019s values, that collectively make up its<\/p>\n