When you turn your key in your car’s ignition each morning and
your engine roars to life, do you think about everything that goes
into that small action? It’s easy to take for granted, but a lot has to
happen before you hear that satisfying rumble. Hundreds of small
parts all need to do their jobs for the entire operation to run
smoothly. Matthew Beale, president of Fuel Systems Solutions
Inc., understands the importance of making sure each part works,
whether the operation in question is an internal combustion
engine or a 1,000-plus employee organization. “Success is the sum
total of a lot of individual efforts,” Beale says. “What is very important is that the individual efforts that make up that success take
ownership of that success, as well.” Beale says that, in many
organizations, the people who have contributed to the organization’s success are not aware of how their everyday work affects
the big picture. You need to make sure your employees can make
the connection between their jobs and the company’s goals. Beale
calls it “delegating success.”
Fuel Systems designs, manufactures and installs propane and
natural gas fuel systems for more than 30 different vehicle models
produced by 10 automotive manufacturers. The company’s revenue grew from $220.8 million in fiscal 2006 to $265.3 million in fiscal 2007. Projections put fiscal 2008 at more than $380 million.
By heavily involving his employees in the company’s strategic
decisions, Beale has gained insight from their hands-on experience. He’s used their input, data and institutional knowledge to
guide Fuel Systems through a period of rapid global growth.
Here are a few of his keys to involving employees in the management of an organization.
