Posted by Colin Weatherby 1100 words
This is a question I was asked recently by a reader. Having read several posts critical of the behaviour of the Executive (What can a culture survey, an organisational self assessment, and your Executive’s risk appetite tell you?, The Executive. What exactly is their role? , Does your Executive suffer from altitude sickness?, and The Executive: filters, traffic controllers or drivers? ) she wanted to know whether I had a solution. Knowing that it is easier to be critical than creative, I cast my mind to thinking about the nature of the problem and some potential solutions.
I think the starting point is to understand the problem. In a nutshell, I think the following issues illustrate the problem:
- The Executive is overloaded with the small stuff handed to them by councillors (not the council). Much of it has to do with the personal idiosyncrasies of councillors and behaviours arising from their inability to work together as a group. It is dysfunctional, urgent and produces little value for the community. There are better ways for potholes to be reported.
- The Executive has to deal with high level relations with external organisations and strategic external pressures. These are often CEO to CEO relationships and cannot be readily delegated.
- The Executive is not putting enough time and effort into leading the organisation. Their focus on councillors and the external environment takes most of their time and energy. At the same time, they worry about problems 1 and 2 being made worse so they try to control organisational communication and decision making. When this is done ‘efficiently’ by time poor leaders it drives dysfunctional management behaviours.
- The Executive operates independently of managers and participates in the Senior Management Team (SMT) episodically. There is frequently no genuine and continuous engagement with the SMT in strategy and decision making. Managers are included in decision making when it suits the Executive – which is usually when they have the time and energy to do it. Managers are effectively isolated from information and the strategy decisions being made continuously by the Executive.
Obviously there are different solutions possible. Continue reading
Posted by Colin Weatherby 630 words
I was talking to a colleague who has worked at a couple of councils where managers have not had their contracts renewed. She was describing the impact it had on other managers. I was interested in why it is happening, how it has happened and exactly what impact it has had. Since that discussion I have heard of many more managers who have not had their contracts renewed. It is almost as if the revolutionisation process has reached a new layer of the organisation.
The first manager was not re-appointed almost a year out from the expiration of their contract. Continue reading
Posted by Whistler 750 words
I was recently involved in a discussion where the metaphor of the three stonemasons came up. The person telling the story described the response of the three stonemasons to the question ‘what are you doing?’ You may know it.
The first stonemason said ‘I am making a stone’. The second said ‘I am making a wall’. The third said ‘I am making a cathedral’.
The purpose in telling the story was to illustrate the various motivations of people at work in local government and that, hopefully, we are all here to make a cathedral and we know it. Well, I started thinking about how many of the workers cleaning the same public toilets every day, or mowing the same parks, or emptying the same bins, think they are making a cathedral. The chances are that they are just diligently making a stone. Whether it is used to make a cathedral or not is probably not important to them and never will be.
Then my thinking moved on to thinking about myself and the other middle managers I deal with. Surely we are all making cathedrals? Continue reading
Posted by Colin Weatherby 620 words
This is the phrase used by Peter R. Scholtes in The Leaders Handbook to describe the work of many middle managers as ‘expediters or troubleshooters’ in organisations that have yet to eliminate waste and create ‘efficient, smooth, uncluttered flows of work’. He says that in a ‘flat’ organisation the layers of middle management have been removed as part of the focus on eliminating waste. In an efficient system, they are unnecessary and non-value adding roles. I am sure he doesn’t think that middle managers aren’t required. You just need less. It is an interesting idea.
Scholtes says that removing layers as part of improving organisational performance reduces opportunities for promotion. As a result, people leave to find less efficient organisations where their skills in ‘expediting and troubleshooting’ are required to deal with inefficiencies and waste to make the system work. I started thinking about my role and the role of colleagues in middle management, and what we spend each day doing. What do we talk about when we meet in the corridors? Are we mostly adding value or just spending our time making dysfunctional systems work? Continue reading