There are two questions arise whenever a change initiative hits a snag that requires a decision: 1) “Who can make the call?” and, 2) “Who knows best?” Such is the interplay between authority and expertise in moving change forward. The manner in which individuals manage this interplay can have drastic effects on the success or failure of any given improvement initiative.

Authority – Who’s in charge?

Things are straightforward when the person who should make the decision has the visibility to come up with the best answer. Small operations, where the founder/owner knows every detail of every process, supplier, procedure, etc., will fall into this category.  It is not long, however, before organizations reach a size where authority and expertise sit with different individuals. In the SMB space, as well as with larger corporations, necessary functional divisions make it impossible for those at the top of the organizational chart to see everything beneath them. Culturally and structurally these organizations have to create an environment where information flows up and down.  Also, different layers of management can create a dynamic by which those at different managerial rungs will be tempted to cover their respective backsides, on the off chance that results are not as favourable as expected.

Two things to watch out for in the authority structure are:

1.Are those in charge accessing all the information that they need to make decisions?

2.Are those in authority taking responsibility for the decisions they make (or should be making)?

“No” to either of these will hurt implementation in every case.

Expertise – Who knows best?

There is a human tendency to over-recognize ones own expertise (and I say this as an expert in interpersonal communications in change environments…). In process improvement projects, however, those “doing the work” can add significant value by sharing their “on the ground” expertise.  Familiarity with the day-to-day operations provides excellent visibility to identify areas for cost and/or time savings.  These process experts may not, however, have visibility for the overall operations or the wider improvement initiatives that are underway.

Good information comes from tapping into the expertise at all levels of the organization. This may sound easy but can get hung up on a couple of areas:

1.Managers who have “come through the ranks” may have to realise that times might have changed;

2.In engaging the “rank and file” managers must foster trust and manage expectations (e.g. just because I am asking you what you think, doesn’t necessarily mean we are going to do it.)

3.Once the decisions are made, managers have the responsibility to “close the loop” with those whose expertise has been tapped.

So what?

Authority and expertise play different and important roles in enabling the most effective changes to take place. The interplay has the potential to slow or stop some of the best initiatives from smooth implementation. I would suggest that more responsibility sits with those in formal authority to reduce the interpersonal noise that habitually arises. This type of “micro leadership” can pay macro dividends as the right information moves to the top of the pile.
This originally appeared in the September 2008 e-Newsletter for the Canadian Supply Chain Sector Council (www.supplychaincanada.org).

Tagged as: authority, Canadian Supply Chain Sector Council, expertise, Micro Leadership

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