strategy+business Winter 2013 : Page 55

If the future of your company depends on the most important initiative, stop assigning people to focus on it only 15 percent of the time. resulted in an additional unintended consequence. The company could meet or exceed design specifications but still be out of compliance if it didn’t follow, to the letter, its policies on how to achieve compliance. Leaders rec-ognized that the creation of such internal policies could be traced back to specific individuals reacting to iso-lated negative events that could be prevented through other means. Armed with this awareness, they began streamlining or eliminating certain policies in favor of achieving quality and compliance through a heightened focus on product and process design. One of our client organizations has gone through an exercise its leaders referred to as “de-Dilberting” to eliminate as many policies as possible. Those that were deemed useful were then targeted for simplification. During the process, leaders realized that the origins of many policies could not be traced. Other policies had no mechanisms in place for ensuring compliance and no consequences for being out of compliance. In some cases, these issues reflected a lack of value, and the policy was dropped. In other cases, simple mechanisms were put in place to provide controls and measurement. Staying out of the Trap veys to create a map of their hindrance trap terrain. Keep it simple. Survey a comprehensive cross-section of employees at different levels in the hierarchy. Shape sur-vey items to address strategic clarity and purpose, orga-nizational capacity, and company policies. Design the survey to collect both scaled responses and open-ended comments, which often help in interpreting numerical responses. Look for patterns in responses that are sug-gestive of hindering behaviors. In some cases, truly ineffective leaders might be flagged by the focus groups or broader surveys, and tough calls will have to be made. More likely, awareness of hindering combined with application of the straight-forward approaches we have shared will yield rapid and significant benefits. Are you willing to accept the possibility that others believe you are hampering their effectiveness? If so, you are starting an important journey toward staying out of the hindrance trap. + Reprint No. 00222 55 features title feature organizations of the article & people Resources Heike Bruch and Jochen I. Menges, “The Acceleration Trap,” Harvard Business Review, April 2010: Clear thinking on how leaders can get out of the way by reversing the effects of initiative overload. Ken Favaro, “We’re from Corporate and We’re Here to Help,” s+b [online only], Apr. 8, 2013: Sound prescriptions for shifting from hindering corporate governance to focusing on truly helping business units sustain profitability. Richard Rumelt, Good Strategy, Bad Strategy: The Difference and Why It Matters (Crown Business, 2011): A straightforward way to think about crafting and implementing actionable strategies that overcome obstacles to success. For more thought leadership on this topic, see the s+b website at: It can be challenging for individual leaders to get a clear picture of how they are hindering performance, espe-cially when some of what they do is probably helping. Very few of us are pure helpers or hinderers. Asking the three guiding questions of yourself and other leaders is an important starting point. Using external facilitators to pose the questions to employee focus groups can also be particularly effective in identifying hindrance traps throughout organizations. More broadly, organizations can administer sur-

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