In this column’s headline, an enigmatic yet whimsical old Polish proverb proclaims that if something negative occurred within your organization and you didn’t cause it, it’s not your problem. Savvy executives know and accept the reality of being responsible for an organization and its people, like it or not. Otherwise, it is equivalent to denying culpability because you didn’t cause the issue. As it is frequently said, “This is why the leader makes the big bucks.”
Life under the big top is always the leader’s responsibility, and that goes for the good, the bad and the ugly.
Just being aware that a problem exists puts the onus on the chief executive to manage the conundrum of the day and find or devise through others a workable solution. Denying knowledge of the problem is usually a cop-out and amateurish defense.
Instead of putting their head in the sand, leaders must first be aware of the issues, understand the business and economic implications if the problem persists, and then direct or at least manage the oversight of those working for an effective resolution.
It is appropriate when a problem surfaces for the boss to assign someone to remedy the situation. It can be as simple as telling a lieutenant he is the chosen one and has been delegated to find the underlying cause of the problem, figure out the next steps and implement a solution. The fix might not be as fun as dealing with a barrel of monkeys, but it can be a valuable learning process for whomever you put in charge, and for you to judge if he or she has the right stuff to take control and make things happen quickly and efficiently.
Big circuses require a talented cast of characters. Good jugglers can multitask workable solutions to avoid objects falling to the ground. Next, it’s time to bring your acrobatics in, who can twist and turn with alacrity, even from the high wire, without looking down. Of course, you’ll need an animal trainer to keep everyone in line. And don’t forget the groundskeeper, who follows around the elephants with monkeys riding on their backs, carrying a shovel and bucket to keep things tidy.
Ensure you also have a clown or two to keep everyone’s spirits up when the initial fixes are not quite yet working. A fortune teller with intuition must also be a member of the cast. Under the big top, all these workers are called cast members, and in business, they are your team, each with specific skills.
Circuses, like businesses, must deal with everything from the mundane to the exotic, and protesting that it was not your issue will only delay resolutions and impair the organization’s strength. Avoiding and denying that there are problems under your tent only leads to bigger and escalating issues.
Remember, you’re the Ringmaster who gets to wear the big hat and twirl an omnipotent baton because it is your circus, and the performers are your monkeys. ●
Visit Michael Feuer’s website www.TipsFromTheTop.info to learn more about his columns, watch videos and purchase his books, “The Benevolent Dictator” and “Tips From The Top.”
