The art of taking responsibility

Taking responsibility does not seem to be popular - in working life as well as in everyday life. Responsibility can be quickly and conveniently shifted onto others. This is especially true for negative responsibilities, for example when a project falls through or a customer expresses dissatisfaction.

The art of taking responsibility

 

 

When it comes to far-reaching decisions, most managers have a hard time - after all, they are held accountable if their decisions turn out not to be beneficial. On the other hand, the salary demand of a manager is often justified by the fact that the responsibility is also greater. Why then are managers apparently afraid of taking on this responsibility and making decisions? What does responsibility actually mean? First of all, responsibility is the attribution of a duty, i.e. a task for something or someone. A higher authority confers this responsibility, in return the authority can also demand the fulfilment of the assigned duties. The responsible person appears accountable to the authority. An insufficient fulfilment of duties always has consequences, positive as well as negative. What are the rules of the game that must be observed for the successful fulfilment of responsibility?

pass the buck
When handing over responsibility, it is important to have a clear mandate. In the best case, this should contain the duties, the purpose and the desirable goals. The limits of responsibility should also be clearly stated.

 

"There are always consequences for inadequate performance of duty."

 

be shown. The reality often looks different: It is not uncommon for employees to transfer responsibility on demand with a terse "just do it...". Often there is no clarification of the task at all or there are preconceptions according to which action is taken more or less arbitrarily. This often leads to conflicts and the assignment of blame within companies.

 

First rule: Without a clear mandate, it is difficult to take responsibility.

A healthy sense of duty
Within the scope of the responsibility handed over, the person responsible ensures that his duties are fulfilled. In doing so, he is free to decide on priorities and means of fulfilling his duties within the framework of the goals and limits set. The limits of the sense of duty are formed primarily by three factors:

 

1. Ability: The person responsible requires certain skills to fulfil his or her duties. If these are missing, the task is not or only insufficiently fulfilled. The person in charge is obliged to acquire the necessary skills.

 

2. Will: Even if this is not possible in the same way for all duties, it is nevertheless beneficial to assign responsibility to people who approach the associated duties with the necessary motivation. Nothing is more detrimental to the result than a lack of will.

 

3. mayThe freedom to decide on the means and ways to achieve the objectives in the fulfilment of the duty gives the person in charge the necessary flexibility. In addition, the necessary authority must not be lacking for the fulfilment of duty. This must be given to the person in charge. If this authority is missing, for example because decisions are repeatedly made or even revised by the next higher authority, then the person in charge quickly turns out to be a toothless tiger.

 

Second rule: Whoever takes responsibility needs the necessary freedom and sufficient power.

 

Third rule: Responsibility is only assumed by those who also decide and act consistently.

Open communication
Those who want to or should be accountable must first and foremost inform. The person in charge actively ensures that plans, status, progress and obstacles are known to the employees and the management level and not only to himself. In everyday business, this is done in the form of reports - but accountability often has the character of justification. Instead of simply reporting, this situation tempts to find excuses. Often, the only issue is why the fulfilment of duties did not work out so well. In addition, an often opaque level of detail obscures the status. The challenges to be overcome appear as insurmountable obstacles. According to the motto: camouflage, deceive and pile up.

 

Fourth rule: Those who are responsible provide clarity and are not afraid of bad news.

 

Fifth rule: Responsible persons never participate in the popular so-called "fingerpointing".

Duties have consequences
For the person responsible, the fulfilment of his duties must have just as many consequences as non-fulfilment. Praise for good performance is just as much a part of the possible consequences as a clear announcement in the case of insufficient fulfilment of duties. In most cases, however, the focus should be on what can be done better in the future and how this can be achieved. After all, it is not about looking for a scapegoat, but about achieving set goals. Employees at all levels dwell too often and for too long on the supposed misconduct of individuals. Thereby it has only very rarely an actual use to deal with the question of guilt. In the vast majority of cases, responsible action can be demanded by working together on the basic rules.

 

Sixth rule: Those who take on responsibility demand feedback and grow with the tasks.

 

 

 

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