Establishing a Culture of Process Ownership

Establishing a culture of process ownership means understanding the cycle of process ownership. Time and time again, I go into organizations and the CEO says to me, “I want my people be to be accountable for their processes.” Unfortunately, it just isn’t that easy.

The boss is right in wanting people to take more ownership of their processes, but just because he asks doesn’t mean he’ll get. Even though the boss issues a command to do better, a lot of managers don’t feel like they’re really in charge of their processes.

The reasons vary - perhaps the boss makes too many decisions alone, and doesn’t give others a chance to explain their ideas. Or maybe a process crosses multiple functions and owners. Sometimes processes are dependent on the output of another process under someone else’s control. 

To truly feel accountable, we need empowerment from the boss, so we can have what it takes to influence others and make changes when necessary.  Unfortunately, all too often, we get caught in a chicken-and-egg game with the boss. That is, the boss won’t take his hands off the process until you prove you can run it yourself. In other words, there’s a lack of trust.

The word trust has different meanings in different contexts. In this case, we’re not talking about the boss worrying that you’ll lie about something. We’re talking about the trust he needs in your ability to run your process.  The boss needs to know that if he takes his eye off of your process, and if he gives you more autonomy, you won’t let productivity and quality fall through the cracks. He, or she, needs to trust that you are dedicated and capable.

And what does it take for him to have the confidence that things won’t go wrong? It requires consistent demonstration that the process works. In other words, we need to show the boss that our process is capable of delivering the results we expect.

At the same time, we need to trust that the boss will be there when needed. We have to trust that the boss will truly partner with us in making our processes better – that he or she will fully understand our issues and barriers, and will help us, not just tell us, to be successful.

If you put all of this together, you get what I call the “Cycle of Process Ownership,” which works in two ways. One, the boss needs to know and trust that you are capable of leading your process. Two, you need to trust that your boss is capable of leading you and the others on whom your process and success depends.

The Cycle of Process Ownership

Without empowering process owners, you don’t get better process capability; without good process capability, the boss isn’t willing to trust and empower.

Cycles have some interesting characteristics. First, when each element of a cycle is present, the cycle tends to be self-sustaining. Second, a the cycle appears like a closed loop, and getting into the cycle in the first place usually takes some form of intervention.

Enacting the cycle of process ownership requires an initial investment of time, effort and resources – especially if the cycle has no momentum or is resistant to change at the outset.

So it gets back to the original question: How do I get better process ownership? Is empowerment enough? Is capability enough? Is trust enough?

No, none of these is enough alone. But together they are enough, and they synergistically define the environment in which process ownership either erodes or grows. As empowerment, capability and trust decrease, process ownership becomes more daunting and unrealistic. As empowerment, capability and trust increase, process ownership is free to flourish.

Comments

[Doug Wohlers]

To whom this concerns:
I enjoyed the article on Establishing a Culture of Ownership. I agree with the three core elements of Empowerment, Capability, and Trust. You do need a leader who can promote open collaboration at all levels as well as get people to believe in themselves.