In leadership, there is essentially one central goal: How can I make myself redundant while the results keep getting better and better? This is the key question for a leader.
How do you ensure that you can tackle new challenges and devote more time to the truly crucial tasks? How do you free yourself and others from direct management and enable people to become successful on their own through indirect management? What systems have you created for this purpose?
During a pit stop in auto racing, every mechanic knows exactly what needs to be done, when, and how. Under time pressure, it is not possible to give individual instructions to team members. Only thanks to a sophisticated system can four wheels be changed in seconds, and indirect leadership is essential for this.
What is a system?
The term "system" means "the structure, composition, connection" and generally refers to a set of elements (including subsystems) that are related or connected to each other. They interact in such a way that they can be regarded as a unit with a specific task, meaning, or purpose. These systems are created by the leader and are part of effective leadership.
A simple system is the official hiking trails, where signposts and markers guide people. A complicated system is the car, which contains many subsystems (e.g., anti-lock braking system (ABS), traction control system (TCS), etc.). A highly complex system is the human being with its many subsystems (nervous system, respiratory system, digestive system, etc.).
When managing people, it is worthwhile to create systems for tasks or processes that occur repeatedly and need to be carried out in the same way, such as instructions for use, checklists, recipes, and so on. Successful systems can be duplicated and even sold (franchising). Systems also help to ensure a certain level of quality (e.g., standards and processes) or to guide people in dangerous situations (e.g., escape routes).
Independence instead of dependence
In human resource management, there are two types of leadership: direct and indirect. More indirect leadership reduces direct leadership. Systems enable indirect leadership, as does EOA (Result-Oriented Job Description).
Often, too much direct leadership is used because the leader self-esteem is not leader high enough to want to make themselves redundant. Those who rely mainly on direct leadership keep others small and dependent instead of encouraging them and making them independent.
A good leader increases the value of the company by promoting indirect leadership and creating or improving systems. This allows them to take on new or additional tasks and increase their own value. In addition, a leader who uses this type of leadership improves the performance of their employees and reduces errors, as processes are simplified and standardized.
As leader, ask yourself whether you want to laboriously carry buckets or create a pipeline!
How to create systems
In order to create new systems or improve existing ones, the following points should be considered and the associated questions answered:
- Actual analysis
When there is an idea for a new system, the current situation and existing systems must be analyzed.
Why and for what purpose is a system needed? What alternatives are there? What results should the system achieve? What exactly should be improved, standardized, or made reproducible? Which cases should the system take into account, and which special cases can be neglected, at least for the time being? Who will use the system? Who will benefit from it? What are the needs of the various stakeholders? - Definition of the system
The processes and tools should be as simple as possible. Your leadership must ensure that everything is thoroughly thought through and understood in detail. Only then can an optimal solution be developed. The description of the system should be as clear and precise as possible and only as comprehensive as necessary.
What is the structure of the system? What parts does it consist of? How can it be designed to be flexible and adaptable? What are the system boundaries and interfaces? What roles does it contain, and what processes are assigned to the roles? How is the system used and maintained? What is the system unsuitable for?
The requirements forusing the systemmust be defined.
What is the system designed for and what are its limitations? What should it not be misused for? How can it be ensured that the system is used as intended? What risks can arise from the system?- People for the system
The expectations of the system's users must be described. What skills (knowledge and experience) are expected of the system? What strengths or talents should people ideally have? For which users is it suitable and for which is it not? What kind of training is required? - Result-Oriented Job Description Standardization
The benefits of the system are best described in the form of a system EOA: "The system ensures that ... by ... ." Instructions for users can be defined in the form of SOPs (Standard Operating Procedures), i.e., in the form of standardized procedures. What is the purpose of the system and what is its meaning? What responsibility can be assigned to the system and which cannot? What results must the system guarantee? Which SOPs need to be defined and how detailed should they be? How are the SOPs related to each other?
The result counts: What you need to bear in mind when using systems
Effective systems ensure that tasks are completed effectively and efficiently, i.e., that the right things are done in the right way—and that indirect leadership works.
Every system should be designed in such a way that it can be used repeatedly by different individuals or teams. The fewer demands the system places on its users, the better.
It must be ensured that systems are used as intended. If this is not the case, it must be examined whether they need to be adapted or whether the working methods of the users need to be changed. Corrections and optimizations are an integral part of human resource management.
Don't create systems around existing people or teams; instead, define the results that need to be achieved. Then ask yourself what strengths or talents the employees who will be working with the system need. Then look for exactly those employees.
People appreciate systems when they are helpful. However, when systems are restrictive or obstructive, they are rejected or circumvented, causing indirect leadership to slip out of control. Systems should therefore act as servants and not become masters. In addition, systems must be able to adapt to changing circumstances and must not be rigid.
Any change initiated from outside usually leads to resistance. This also applies to leadership and the introduction of systems. Before a system can be rolled out and implemented, future users and operators must be informed. A system is "sold" by communicating its purpose. It is best if the various stakeholders want the system.
The usefulness of the system is measured by its impact (less effort, greater reliability, lower risks, etc.). Ask yourself: How big are the differences between the results with and without the system? To what extent does the system increase user independence?
That's why you're not really happy.
Why success and fulfillment have nothing to do with each other.
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