When I had just been appointed in my first proper line management role, I decided to organize an offsite with my team. The purpose of this offsite was to finalize the development of a number of HR policies and processes.
Around 11 o’clock in the first morning, in a characterless conference room in the basement of the conference center, we completed our first round of brainstorming. When the time came to write up the output of our first session in a flow chart format, I said I wanted to use a specific methodology I had used as a management consultant, and would be happy to do the write-up.
One of my direct reports looked disappointed, because she wanted to create the flowcharts herself, but a colleague of hers consoled her, and said: ‘Sure, if Dirk knows how to do it and has a strong passion for it, why do we not let him do so?’ The others agreed, and they left the room to leave me to it.
I spend the next 1.5 hours working on my own in the aforementioned characterless conference room in the basement. When I was ready I went upstairs to look for my team. I found them on the terrace, enjoying the sun, cappuccinos, orange juice, and each other’s company.
Fortunately enough they thought my work was ok…
Do it yourself?
A lot of leaders frequently want to do the work of their direct reports. They have a variety of reasons for this, including
In short, self management simply means ‘no bosses’. That’s it (Geoff Roberts)
Thinking back on your highschool school days, do you remember the popular child with its entourage deciding which music, movies and influences were in, or out; whose parties everyone wanted to be invited to? Did you also have a bully at school who terrorized the schoolyard with his accomplices, when no supervising adults were around? Perhaps you also remember the importance of being ‘befriended’ with children in the class whose parents had a swimming pool; and I am sure you also had someone in class whose homework you and everybody else wanted to copy.
I thought the concept of self-managing teams had already died a well deserved death, until I recently saw a clip on YouTube. The clip advocates the concept of self-managing teams by comparing the productivity of self-managing teams with the traffic flow through a roundabout. Different scenarios are compared to ensure the most effective flow to cross an intersection: with or without human supervision, with traffic lights and finally with the creation of a roundabout. Spoiler alert: the roundabout wins. Moral of the story is that in the absence of central control participants will self-regulate the responsibility to cross the intersection, and that by doing so productivity and safety will increase.
I am stunned by the enthusiasm for this clip, because I think the parallel between teamwork and crossing an intersection is incredibly weak. I would even go so far as to say it is non-existent.