In my company, I am the system administrator for our sales/accounting system and was tasked through Q3/Q4 2019 to get our new system setup and train personnel. This is not my only job, I also am establishing our first overseas office and sales. I am trying very hard to promote a decentralized command approach to ensure that department heads and managers are accountable for their teams, can step up to make decisions in the system as well as to empower their staff to do the same within their roles.
Unfortunately, after four months in the new system, no one is stepping up and everything is falling to me to monitor and correct. Some managers will not delegate authority to their staff and create bottlenecks because they don't act on requests in a timely manner and others simply do not take on management responsibility for their teams when it comes to required work in the system.
I am trying to figure out a way to work with my management teams to take on accountability and ownership of their teams and help them to empower their staff. I cannot keep doing it on my own as I am putting in 12+ hour days trying to monitor things as well as do business development and training for the overseas entity and have repeatedly expressed that this is not sustainable for me and I need people to step up to help manage to ensure our company can perform properly. Apart from marketing, just about every aspect of the business hinges on timely, accurate data entry and execution of orders in the system.
Does anyone have thoughts on how I can better relay the why and get people on board?
You've got a lot on your plate. Trying to shift the whole culture and all its systematic inefficiencies all at once might be tough. Maybe try with one process, one small sub-team, or one other team leader. Perhaps start with the closest sub-ordinate leader to you in the org chart, and make sure the two of you are on the same page.
See if there is a way to triage the situation, and take it down one piece, one department, one team member at a time.
Please stay in touch with the forum here and let us know how things progress.
Thank you Mark. I have drafted out a business unit ownership document broken into two parts: things my team needs me to do and the results/rewards my team will receive. My hope is that it creates more of an impact where there are clear results of what their ownership provides and also ensure it is clear to what they are going to be held accountable. I sent to my CEO for review and critique. I let him know I am going to be setting up meetings with the management team of each business unit to go over this. I don't intend to leave them to figure things out on their own and I will be asking them for what tools/training they need to be successful so that I can help provide that for them.
Quick SITREP: I have started hosting training sessions with each department manager and their team during the week. This is proving beneficial for the teams. Some departments are not taking advantage of the training and I'm trying to work with them to get on board. I've also implemented some changes on the backend of the system, which alleviates several issues we were having this year. I will have some reports pulled together soon that I can give to managers to give them the tools they need to own their departments efforts.
Excellent approach. Whenever I am engaging across departments, I often reach out to the largest team influencers (sometimes the executive, sometimes a manager, sometimes key individual contributors) and get them on board first and use them as a springboard for the rest of the team. The key is to get your message to pass the "so what, who cares" barrier in less than 1 minute. Tell them why the training is beneficial for them.
Keep up the good work.