Comments on: How to Avoid Scapegoat Syndrome – Understand Work Levels http://www.missionmindedmanagement.com/how-to-avoid-scapegoat-syndrome-understand-work-levels Equipping Managers via Requisite Organization Systems Design. Talent Management, Leadership, Organization Design. Mon, 30 Jan 2012 07:30:40 +0000 hourly 1 http://wordpress.org/?v=3.1.3 By: Michelle Malay Carter http://www.missionmindedmanagement.com/how-to-avoid-scapegoat-syndrome-understand-work-levels/comment-page-1#comment-3678 Michelle Malay Carter Fri, 09 Oct 2009 12:40:59 +0000 http://www.missionmindedmanagement.com/?p=622#comment-3678 Hi David and Rodney, You've hit on some good points. In order for a work environment to be fair and trust inducing (two items which are precursors to engagement), then accountability must match authority. Sorting this out is a delicate dance, but absoutely necessary. No one will engage in an unfair, arbitrary environment. This is why current engagement figures sit at about 20% because organizations inconsistent, arbitrary and downright unfair in many instances. Thank you for your comments. Regards, Michelle Hi David and Rodney,

You’ve hit on some good points. In order for a work environment to be fair and trust inducing (two items which are precursors to engagement), then accountability must match authority. Sorting this out is a delicate dance, but absoutely necessary. No one will engage in an unfair, arbitrary environment. This is why current engagement figures sit at about 20% because organizations inconsistent, arbitrary and downright unfair in many instances. Thank you for your comments.

Regards,

Michelle

]]> By: Rodney Cooley http://www.missionmindedmanagement.com/how-to-avoid-scapegoat-syndrome-understand-work-levels/comment-page-1#comment-3674 Rodney Cooley Wed, 07 Oct 2009 23:56:22 +0000 http://www.missionmindedmanagement.com/?p=622#comment-3674 I agree with you on setting clear expectations. I recently got a new team of employees to work with. The first thing I did on our first day together was to hold a meeting so they would know exactly what I expected of them and what they could expect from me. I also understand your point about managers giving feedback to employees who are not meeting standards. If a supervisor doesn't say anything about a problem until it is a big one, then it is the supervisor's fault for not dealing with it with the employee when it was a smaller issue. I do think, however, that as people go up the line (L2, L3, etc.) that it is more of a shared responsibility since there is more knowledge on how to do things properly. But if a person in a lower position doesn't have the authority to make the right choice, then accountability should fall with the person's supervisor. I know it doesn't always happen that way, and it's not right. I agree with you on setting clear expectations. I recently got a new team of employees to work with. The first thing I did on our first day together was to hold a meeting so they would know exactly what I expected of them and what they could expect from me.

I also understand your point about managers giving feedback to employees who are not meeting standards. If a supervisor doesn’t say anything about a problem until it is a big one, then it is the supervisor’s fault for not dealing with it with the employee when it was a smaller issue.

I do think, however, that as people go up the line (L2, L3, etc.) that it is more of a shared responsibility since there is more knowledge on how to do things properly.

But if a person in a lower position doesn’t have the authority to make the right choice, then accountability should fall with the person’s supervisor. I know it doesn’t always happen that way, and it’s not right.

]]> By: David Hottal http://www.missionmindedmanagement.com/how-to-avoid-scapegoat-syndrome-understand-work-levels/comment-page-1#comment-3672 David Hottal Wed, 07 Oct 2009 20:05:56 +0000 http://www.missionmindedmanagement.com/?p=622#comment-3672 Rodney, regarding your point you can delegate a task, but you can't delegate accountability. Your manager may not have to clearly spell out everything, but they must set clear expectations and understand if you are meeting those expectations. In general, I think lack of accountability is a huge issue. I see many organizations that have poor accountability and the front line employees to take the brunt. Rodney, regarding your point you can delegate a task, but you can’t delegate accountability. Your manager may not have to clearly spell out everything, but they must set clear expectations and understand if you are meeting those expectations.

In general, I think lack of accountability is a huge issue. I see many organizations that have poor accountability and the front line employees to take the brunt.

]]> By: Michelle Malay Carter http://www.missionmindedmanagement.com/how-to-avoid-scapegoat-syndrome-understand-work-levels/comment-page-1#comment-3566 Michelle Malay Carter Sun, 16 Aug 2009 13:22:08 +0000 http://www.missionmindedmanagement.com/?p=622#comment-3566 Hi Rodney, Thanks for the comment. Yes, it would be impossible for anyone to plan for every situation, but is the accountability of L3 to think through and plan for the most likely ones. L2 would certainly imput into that process, but the accountability lies at L3. Please stop by again. Regards, Michelle Hi Rodney,

Thanks for the comment. Yes, it would be impossible for anyone to plan for every situation, but is the accountability of L3 to think through and plan for the most likely ones. L2 would certainly imput into that process, but the accountability lies at L3.

Please stop by again.

Regards,

Michelle

]]> By: Rodney Cooley http://www.missionmindedmanagement.com/how-to-avoid-scapegoat-syndrome-understand-work-levels/comment-page-1#comment-3565 Rodney Cooley Sat, 15 Aug 2009 23:28:59 +0000 http://www.missionmindedmanagement.com/?p=622#comment-3565 It is a lot easier to blame the front-line employees. They have less power and sometimes (wrongly) not considered to be as important to the company's success as management. With safety as the example, I don't think that my supervisor (Level 3) should have had to walk me through every situation and every back-up plan. They have trusted me to use my knowledge and experience to make good decisions. It would seem a little like passing the buck the other way if I blamed my supervisor. Regarding my team, though, if they use bad judgment, I do take responsibility. If I can take credit for zero injuries, I definitely will take the blame when there is an injury. It is a lot easier to blame the front-line employees. They have less power and sometimes (wrongly) not considered to be as important to the company’s success as management.

With safety as the example, I don’t think that my supervisor (Level 3) should have had to walk me through every situation and every back-up plan. They have trusted me to use my knowledge and experience to make good decisions. It would seem a little like passing the buck the other way if I blamed my supervisor.

Regarding my team, though, if they use bad judgment, I do take responsibility. If I can take credit for zero injuries, I definitely will take the blame when there is an injury.

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