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<\/p>\nThink for a minute whether there is any process or person that could be classed as the eye of the needle in your organization.\u00a0 Is there anything, \u00a0process or person, that stalls the flow of work from start to finish?<\/p>\n
A CEO once told me that she was \u2018the eye of the needle\u2019 in her organization, purposely\u00a0controlling quality of service and making sure all of her direct reports let her know of each\u00a0<\/p>\n
decision and action they undertook.\u00a0 Her intentions were pure and admirable. She wanted only the highest quality for her organizational reputation.<\/p>\n
But the unintentional effect was that she inserted herself into every process as the bottleneck that actually defeated her goal of making her organization a model of efficiency and quality.\u00a0 Such behavior removes individual incentive to innovate, and lessens the chance that her direct reports will grow through learning to manage and in turn delegate effectively.<\/p>\n
[Email readers, continue here…]<\/em><\/span> \u00a0Sure, you should worry over quality and speed of service.\u00a0 And sure, you should worry over bottlenecks that reduce the speed of completion of the total task.\u00a0 But the worst way to do that is to micromanage, to become the bottleneck in the process, to discourage individual creative thinking by others.<\/p>\n It is a fine line for young or first time CEOs to walk.\u00a0\u00a0 Removing bottlenecks is one of the more important tasks for a senior manager.\u00a0 But never should that happen at the expense of creating just such a bottleneck in the process by being one.<\/p>\n","protected":false},"excerpt":{"rendered":" Think for a minute whether there is any process or person that could be classed as the eye of the needle in your organization.\u00a0 Is there anything, \u00a0process or person, that stalls the flow of work from start to finish? … Continue reading