The Case Against Chief Diversity, Quality, Excellence Officers or Centers

All companies appear to be grappling with their approach to diversity and inclusion in the organization. Many have appointed Chief Diversity Officers. However,  when you appoint a Chief Anything Officer, you decline responsibility for that thing yourself. I’ve seen this in Quality, Excellence, you name it. When you name a Chief <something> Officer, you no …

Delegate Problems and Outcomes, Not Tasks

I encourage managers to delegate work. When managers insert themselves into the middle of the work, these problems occur: Managers slow the team down. Managers prevent people from learning. Managers don’t do their management work. That environment creates problems for everyone. Then I read Elisabeth Hendrickson’s Delegation is Overrated. I realized two things: Some managers …

How Well Do Your Policies Create Desired Outcomes and Trust?

Every organization has policies of some sort. The smaller the organization, the fewer policies you might have. And, the larger the organization, the more policies you might think you need. I keep encountering policies that prevent people from delivering the outcomes the organization wants. Worse, the policies destroy trust. Why have policies anyway? We often …