Empowering Your Team to Make Positive Changes
I think we’ve all been there at some point in life, whether professional or personal, where we encounter a rule or policy that doesn’t seem to make sense, and then the person enforcing it says something to the effect of, “I’m sorry, I don’t agree with it either, but there is nothing that I can do — that is just the way it is.”
When I have been there, I can’t help but feel anger bubble up inside of me, but I also know that the person I am dealing with, in most cases, really cannot do anything. Perhaps they have tried to say something in the past without success or witnessed a colleague’s failed attempt. The truth is, without the leadership of an organization setting the expectation that its members can question its policies, it is improbable that any one individual within that organization can effect change.
It may be the case that those in leadership would also disagree with some questionable policies, but they simply cannot see everything that is going on in their organization. When you’re sitting in the coach’s booth high above, it is impossible to see everything happening on field level. However, you can try to create a culture where people are expected to raise a warning flag when appropriate and are listened to when they do.
Zingerman’s, a gourmet food business group headquartered in Ann Arbor, Michigan, has some good ideas in this arena. They provide a “Statement of Beliefs” pamphlet to their employees that guides how to best participate in their culture. Here are some excerpts:
“The culture is the ‘way it really is.’ We know that despite our best efforts, systems are never implemented 100% of the time. It’s a normal part of organizational life that systems and culture are always in conflict. When there are gaps between our systems and our culture, it is up to each of us to work to get them back into alignment.”
“We believe in our tools and ‘trusting in the process’ . . . [W]e work through the ups and downs that go with any long-term meaningful change. . .. [W]e examine our culture and our actions to make sure our systems are in line with our beliefs and new knowledge.”
“We believe we’re each 100% responsible for the health of [Zingerman’s Community of Businesses] . . . [W]hen we see an opportunity for another department, business, or individual to grow and succeed, we share the idea with them.”
“We believe everyone is responsible for leadership . . . . [A]ny staff member can lead a possible change using the Bottom-Line-Change process . . . . [I]t’s everyone’s responsibility to make things right for any guest . . . . [A]nyone can capture data to propose positive, effective change.”
“We believe humility is an essential ingredient for effective leadership and contributes to personal growth and success . . . . [W]e share credit liberally . . .. [W]e trust and are able to learn from peers as a result of that trust . . .. [S]taff are [not] afraid to approach leaders when they’re not in agreement with decisions.”
Zingerman’s has done a lot of work in systemizing their culture, and even then, I don’t think it can ever be perfect. But I believe it is worth the effort. I’m going to try to weave these ideas into our culture. Perhaps some of this makes sense for your team as well.
