The freedom to choose. It’s what a democracy is based on. This may be quite a high brow and remote place to start the discussion around engaging staff in change but it seems to be such a fundamental need in most people, the idea of freedom, that it is interesting to see how people can sabotage an idea. Just because they did not choose it.
Would this apply to change? Maybe it’s an idea that is worth discussing. This idea of Generation X and Generation Y suggests each generation are looking for something different. The poor Y’s may have also wanted what we believe is important to Generation X, but they just didn’t have the choice. The boundaries were firmly fixed and no-one could think of life beyond those boundaries. It wasn’t up for negotiation. To think outside the box was not an option. However, those days have changed. The directing ‘tell and do’ cultures of organisations have not always proved to be successful. You might think of Alan Sugar as a contradiction to that, but I imagine he is a great advocate in seeking the best ideas from those around him in order to maintain the success of his multi million pound empire.
We now articulate what we have all thought all along. If people feel empowered, recognised, their ideas valued, their voice heard, things could be different. Even Stephen Covey has added an 8th habit ‘find your voice and inspire others to find theirs’.
Of course there is a balance to be had. We cannot empower people indefinitely, without limits. Can we? The Senior Executives of an organisation will use their expertise, their strategic approach, their knowledge of the market forces, their long term view to decide what the strategy of an organisation needs to be. The ‘Mission’ of an organisation, its reason for being will provide the right direction, the guiding light of where the organisation should be going. Once the strategy has been decided, it’s at that point we could potentially miss a trick.
Once the strategy has been decided, very often organisations tell everyone how to achieve it. Really? Could we not be more transformational and empowering at this stage? If we tell everyone how to achieve the strategy, are we not applying a broad brush approach to the whole of the business. As we know there are many unique, different and incomparable aspects to an organisation. Is every bank the same on a high street? Is every department the same in a building? Is each ship the same in a cruise line company? Is every shop the same in a retail organisation? They may look the same. Even be the same square footage. But as we know as soon as we walk in, they can feel very different. The history, legacy, culture, manager and people are all very different. How can someone remotely tell these people how to achieve the strategy? Those closest to the opportunity, know how to achieve it. Of course guidance and support must and need to be offered. But as Stephen Covey identifies the people’s voice must be heard. Perhaps in this difficult climate, when organisations feel their most nervous, they could take their bravest step, and truly trust people. By asking people the question ‘How can we achieve our goals? Please tell us’, they might achieve it easier than they thought. People might just ‘buy in’ to change, when they have the freedom to choose it, when they own it. Ideally we want every person to take full responsibility. Only then will people feel part of the strategy or vision, rather than something that is done to them. Maybe it you will hear less of what ‘they’ are doing, but what ‘we’ are doing.
Admittedly by asking the question above, we may hear too many answers. This is where the different levels of management come into play, to be empowered to rise to the challenge, to listen, encourage discussion and take the best ideas forward through constructive consensus. The Manager needs to be encouraged to be the best they can be, encouraged to feel confident. Although they maybe be more aware of budgetary restrictions and timelines, maybe this information can also be disclosed to their teams, so they truly understand the nature of the challenges ahead.
Earlier I asked the question, can we empower people indefinitely without limits? Maybe we can. This is already being done by the more forward thinking companies. One organisation even allows their people to choose how much they work and how many holidays they can take. Really. There are some zero tolerance behaviours and full accountability is expected. However, by truly giving the freedom to choose, also means that the people choose their outcome. Guess which outcome they choose?
