Removing roadblocks
Posted by Trey Reeme on August 19th, 2008
Our CEO came for a visit today. He asked each member of our seven-person team this:
“What projects are you working on? What roadblocks stand in your way?“
A year ago, Cam said:
Being ahead of your own time is not a badge of honor unless the idea saw the light of day. Let this serve as a call to action to all the ThinkTankers, BarCampers, Bloggers, and organizations who have been spending too much time talking about ideas.
Roadblocks. At the lower levels of any organization, too often the roadblocks are constructed from above. “We don’t do business that way, so that idea won’t work.”
Or maybe they’re seemingly too tough to move. “The core system won’t do that.”
Remarkable organizations have visionary leaders who remove roadblocks.
Roadblocks aren’t normally at the highest levels of a company. They are (in my experience) most often in the mid tiers. People who are either protective of their turf, people who lack the ability to see beyond the day to day, people who build themselves up by tearing down others.
CEOs need to understand that roadblocks can exist in spite of apparent agreement.
davemc
I disagree with you, Trey (and perhaps side more w/ DaveMC).
The upper levels aren’t the roadblocks.
Ask a lower level person what the roadblocks are, and they’re most likely to say “not enough resources/money”.
Remarkable organizations have visionary leaders who get people to see that their “roadblocks” are self-imposed.
Agree with Ron. I would word it a little differently in that the roadblock itself may not be self-imposed, but the lack of a solution is self-imposed. Where have the critical thinking skills gone? Too much sitting around waiting for someone to remove a roadblock rather than finding a way to remove it yourself or at the very least go around the barricade. Should the CEO ask a third question, “what are you personally doing to remove the roadblock?”
Trey -
I don’t so much believe that roadblocks are created from above—but I do believe that it is managements responsibility to remove any perceived or actual roadblocks.
Whether it be upper management, or mid-management, it is their job to look beyond the moment and remove objections/concerns/processes/whatever that their employees are seeing, or feeling, which prevent them from succeeding.
We all would prefer that our employees (or employers) were as enlightened as we are. However, the truth remains that it is still our job to create a environment that will allow the company, employee, AND the customer to reach its goals.
A note to management: Often the roadblock is created because you haven’t communicated well with your employees. Your memos, newsletters, and staff meetings often send a message that is different than the one you had in mind.
The only roadblocks that get in your way of achieving greatness are the ones in your head. They’re not on the organizational chart – they are usually perceived.
If I want to get something done, and I’m struggling with the tools I have in my toolbox not working – time to get some new ones.
I remain, A corporate Pollyanna, Denise Wymore
Roadblocks or self-imposed constraints? Seth Goodin in Tribes wrote “Perhaps you feel as though there’s just too much resistance to change. Here’s a question: Is your organization stiffer than the Pentagon? More bureaucratic or formalized?”
He goes on to write about how a change in perspective of what the military should look like after 9/11 was started and the bottom, by someone with no title or rank. If one lowly voice has the power to create change at the Pentagon, how much impact might your voice have in your world?
(Yes, for those who know me – I’m lovin’ the book!)