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THIS WEEK
SEP (Someone Else's Problem) Syndrome
ALSO IN THIS EDITION
Have you ever gone into a store, or contacted a business only to be told "sorry, that's not my department" and then get shuffled from person to person until (if you are lucky) you find the elusive person to solve your problem? Or do you delegate to your team members, only to find that almost magically the delegated task somehow ends up back in your lap? Do you give your team the task of managing a project, only to find the actual doing of the task somehow slipped through the cracks while everyone backstabbed each other or played power games?
Welcome to the SEP Syndrome – or someone else's problem. Every person and every manager has experienced the frustration of SEP Syndrome. The challenge is what to do to fix it.
"The Responsibility Virus" by Roger L Martin is a great book that looks at why managers have challenges with delegating responsibility, and why delegated responsibility keeps bouncing back like a tourist at the end of a bungee cord.
There are two main parts to the problem – the manager's personal attitude and their skills in delegating.
If a manager operates from a "hero" framework, they tend to take all responsibility for critical choices. When faced with problems they work harder, do more and go it alone and they don't collaborate or share their leadership burden.
The problem is that heroes are primed to look for problems, and at the first sign of a problem they leap in to rescue the situation (whether or not the person needed rescuing in the first place). Subordinates quickly learn that if there is a problem, it is easier just to get out of the way and let the hero in to save the day.
This sets up a vicious cycle of the hero doing more rescuing and becoming more and more exhausted in the process, and the subordinates becoming more and more passive, cynical about their boss and the lack of development they are receiving.
The subordinates then spend an awful lot of time working out whose responsibility it is to do things (it is never theirs) and the manager can't work out why people just won't "step up", and we are in a full blown SEP Syndrome situation.
Managers and leaders need to stop before donning their superman or superwoman costumes, and work out "do these people really need rescuing, or do they just need help to find their own solutions".
Managers and leaders also need to get out of the way of their own ego and work out if they are stepping in just to make themselves feel good in an area they are competent. Just because they can do something, doesn't mean they should.
 One useful model I have adapted from Roger L Martin's book is what I call the delegation ladder. It is designed to help frame a positive discussion with a team member about their level of scope and authority in relation to a particular task or their role.
The bottom of the delegation ladder is "don't move a muscle without checking with me first". This is usually reserved for trainees and new employees.
Next up, is "come to me with any issues and we will talk it through". At this level, you and the employee talk through the problem and work out potential solutions together.
After that comes, "you work out the problem and bring me a couple of options to consider". You get to keep the final decision making role, and the employee gets to think through the issues.
Above that is "you work out the problem, bring me a couple of options and make a recommendation as to the best course of action and why". This is a gentle step up from the previous level, asking the employee to consider the best decision.
At the top level is "you work out the problem, work out options, find the best solution and implement it. Just keep me informed generally about the project". This one gives the employee the highest level of autonomy of action.
Why a lot of delegated responsibility fails is that managers and employees are operating from different rungs of the ladder. Without explicit discussion about which rung is right, then employees are likely to take more responsibility than you intended, resulting in getting their butt kicked for exceeding their authority or default to the lowest possible option to remain safe.
So if you want to tackle the SEP Syndrome, first work out what part of your attitude or approach has helped create it and next work out did you delegate the task correctly in the first place.
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| Business Tip of the Week: Taking Responsibility for Contractors |
 Many business owners, when they hire a contractor such as a web designer, copywriter, accountant or other service professional, take a deep sigh of relief once they have signed off on the contract. They then get a shock when their contractor starts to ask a lot of probing questions about their business.
To be effective, your contractor needs the context for your business. They need to know your business goals, your targets and your dreams. They need information that you have in your head about competitors, tricky situations that you want to have addressed as well as core information about your business and the services that it offers.
Unfortunately, clairvoyance is in short supply in most service businesses, so the only way your contractors can get this information is by asking you. They need to be able to run ideas past you and adjust the fit to match your preferences.
Part of awarding any good service contract is taking responsibility for sharing information and forming a partnership to create the best possible outcome for your business.
It also doesn't hurt to talk through the delegation ladder - to work through what scope of action your contractor has. Do you want options, recommendations or "just do it"?
One of the most thought provoking books on responsibility in the workplace is the Responsibility Virus. Easy to read, but deep in content, this book will certainly make you take another look at your management style and your delegation ability.
It takes a close look at the impact management roles and approaches have on team responsibility. It looks at why people act the way they do around delegation and responsibility, and provides strategies and ideas to help you get out from over-responsibility and your team up from under performing.
When you or your business are in the doldrums, to the outside world nothing much seems to be happening. But in this post I take a look from the inside out.
exuberantly yours
Ingrid
Heart Harmony
Legal stuff: This newsletter is intended as only a general guideline for Australian businesses. You should seek specific advice for your situation rather than relying only on this newsletter
Earnings disclaimer. Some of the content may include advertorial information, which means I may receive financial compensation for the products I recommend. But - unless I know and trust the product, I will not recommend it.
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