A number of years ago I met with several leaders to determine a strategy for improving the performance of their operations. The discussion started with the high-level goals of the organization and the general direction of the team. As the conversation continued, the topics became very granular, with even minute process details being dictated by the senior leader in the room. He had a very specific plan for the operation that he wanted to see implemented.
After discussing the details of the new process, the topic of conversation turned to rolling the changes out to the staff. As a team, we all agreed that getting staff input would be a valuable part of the improvement process. There was less agreement on what that staff input should look like.
The senior leader described a series of meetings with front line staff in which it was the job of the area leader to present the new process and ask for staff input. He stressed that the point of the meetings was to make sure the staff “feel involved” in the process. He wanted their buy-in, while still making sure it was his process that was implemented.
My heart sank at this. He missed the point. Having control of the situation was more important to him than involving the staff in a genuine way.