I was recently with a group of managers from different organizations who had met one Friday evening after work to unwind after a hard week. The conversation ranged from politics to virtually every social topic one could think about. As the evening wore on, we inevitably started talking about the world of work.

Two distinct categories of experiences were shared: One group of managers were frustrated about their inability to achieve results, blaming it in part on ‘unrealistic’ targets. Many complained of being unable to go on annual leave, which compounded their stress and frustration. The other group of managers had different ‘testimonies;’ they were achieving results and had either met or were close to meeting targets. They had no issues with taking their annual leaves.

As the evening wore on, the distinction between the 2 groups of managers became clear. The difference was mainly due to how each of them, as team leaders, engaged and managed their teams.

It came to light that the ‘frustrated’ group of managers’ main way of getting results from their team was to tell them what to do. In effect, their team members were treated like automated bureaucrats - non-thinking performers, who do what they are told and no more. This culture had created a situation where the members in the team always looked up to their team leaders and simply, ‘obeyed.’

In sharp contrast, one manager shared a story of a time when her business had to plan an elaborate programme for a delegation that was visiting Ghana from their head office in Europe. What was interesting about the story was the fact that company drivers were included in the team that was put together to plan and coordinate the visit. The reason was simple; the drivers were better placed to advice on traffic patterns and appropriate routes. Their input was essential in the allocation of time for pickup from the hotels for meetings or appointments. Secondly, as the guests were first time visitors to Ghana, their first impressions would be greatly influenced by how they were welcomed and treated by the company drivers, necessitating customer service training.

Every organization expects its employees to contribute their best to support the achievement of its goals. The average employee also wants to be successful and is often motivated by self-worth and achievement. It is therefore surprising that many organizations continue to promote ways of working and accept cultures and values that do not create the opportunity for its employees to contribute their ideas.

Three simple but effective management practices can contribute to a more positive work culture - Responsibility, Authority and Accountability.

Responsibility is about specific allocation of duties to achieve clearly desired results. Responsibility must be accepted with the individual having clarity on how their role contributes to the bigger picture.

Authority is acting and making decisions in the areas where one is given. Levels of authority need to be clear, with individuals knowing when to deal with issues themselves, and when to escalate.

Accountability begins when one reviews and reflects upon their own actions and decisions, and concludes with a personal assessment that helps determine the best actions to take in the future.

You can imagine how motivated the drivers in the ‘case study’ above were. They ensured the visitors had a memorable experience, mainly because they were part of the planning process, with their input being valued.

Back to our social event

Our group of frustrated managers left that evening with a lot of food for thought including the following: If your team is not involved in deciding how results are achieved;

• You will have employees who are so used to being told what to do that they will neither perform nor think
• Others who have ideas will keep them to themselves
• You will always carry much more than you should
• You will continue to be unable to go on leave because if you do, there will be no one to do the work ‘like you do’
• Your career progression within the business may be limited as you will not have developed capability in your team to succeed you

It was ultimately their choice.

HR Manager, PZ Cussons, West Africa