Leadership: Participative Words Work Best

Q. I’ve been pretty much of a driver as a manager, and have done well —especially on the production floor. Now I’ve been promoted to higher management and have been told that I need to be more of a “participative” manager to be successful at this level. Why is this—and how can I change from what’s worked so well up to now? —Fred M.

A. The reason you’ve been asked to change your style is that you’ll now spend more time managing people, rather than processes—and interact with other supervisors, who expect to be treated as colleagues— your partners. They won’t accept or respect some who wants to “drive” them. Also, today’s employees at all levels are better trained and educated than they were in years past. Example: Today you’ll rarely see 20 drill press operators simply drilling holes on jobs that a set-up person has organized for them.

You’re more likely to see skilled, focused operators who have an associate’s degree or at least some college; are skilled in software programming, robotics, and computer-assisted machining. And, because of the growing complexity of all jobs, the employees as well as their supervisors probably know more about the operation and the products than you ever will. So, as you move up in responsibility, you need to be more skilled at handling people. That’s where the participative leadership comes in. And “people skills” can be learned, if you’re open to change.

First, let’s agree that using a participative style doesn’t mean you have to give up responsibility. It means you share your authority with others to get the work done—better, faster, and with greater cooperation from everyone involved. It means you value other people’s contributions, and really want them to participate in problem-solving.

Shift the Power to Decide.

Let people closest to the work decide how it should be done. You can boost productivity by putting the decision-making process as close as possible to where the effects of the decision will be felt. Your job as a higher-level manager will be to help guide people into making good decisions. You can use your knowledge to coach them; to share your successful experiences as well as your failures; to create an environment where they’ll feel safe and motivated to act as your partners.

The next time you need to make a decision, consider this approach:

Ask members of the group about their experience(s) with the issue or problem. Make it a point to get ideas from those who are usually reluctant or not assertive about making suggestions. Review options with all members of the group or team. Encourage and discuss differences of opinion openly and with respect. Look for consensus in making decisions, not voting so the majority rules. Consensus is usually how the best solutions are discovered.

Act as a Learner, Not a Teacher

Admit what you don’t know. Show that you’re willing to learn—and not welded to the old ways. Work to make the process successful, instead of trying to control how people get things done. There’s more than one way to get the job done well, and that way may not be your way. Coach and guide people—instead of positioning yourself as the expert. Help people to grow, and to develop their skills and confidence in you.

Choose language that engages other people and their ideas.

Avoid words and phrases like:

Never; always…it can't be done…I'm positive I'm right...that's your problem…don't bother me…this doesn’t work...you aren't doing your share…can't you handle the job?

Use participative words and phrases like:

Sometimes…mostly…can you tell me what happened... maybe you’re right…I think we have a problem… let's see if we can solve the problem another way…do you need help?

Choose the Right Level

To build peak productivity in people around you, it’s important to use the right level of participation. Consider these six levels—from little participation to complete independence:

Level One: Direct.

Tell them to look into the situation, get the facts and report back to you. You decide what to do.

Level Two: Get Input.

Ask them to identify the problem, determine alternative solutions and pluses and minuses for each, and recommend one for your approval.

Level Three: Dialogue.

They examine the issues, let you know what they intend to do, but don’t take action until they talk to you.

Level Four: Collaborate.

They solve the problem, let you know what they intend to do, and do it unless you say no.

Level Five: Delegate.

They take action, then let you know what they did.

Level Six: Autonomy.

They take action; no further contact with you is necessary.

One further comment: No participative leadership or empowerment of employees is possible unless a manager can let go. And for many managers, that’s tough.