“A Company Rolls on Roles, The Accountability Chart Rolls on Roles.”
I shared this sentence / thought with the QCE community in Denver. Five folks reached out to learn more, so I figured I would share what cryptic Uncle Walt means more deeply with the community.
Lesson One: Words really matter; stop using the word Role when you mean Seat (Job). A Role is a subunit of a Seat. When your clients confuse these words, point it out and ask them to stop. You might have to get aggressive – Tip: It also shows you that the individual does not “G” this core concept.
Lesson Two: The single, most impactful mental breakthrough most of my teams experience is when they finally get their heads around the fact that their company, their organization actually functions at the Role level, their company rolls on clearly defined and connected Roles, not Seats!
Roles are the key to Structure and a properly aligned Accountability Chart.
Yes, I am an organizational structure nerd. I believe that: “all evil resides in the Accountability Chart” Gino Wickman. Organizational evil is directly attributable to unclear accountability and/or responsibility, unclear Seats and Roles and their interactions.
I am an enemy of confusion and dysfunction, confusion is the breeding ground for fear and fear creates dysfunction which creates more confusion, driving a never-ending cycle of evil.
Stopping this flywheel of confusion and dysfunction is the primary purpose of your Accountability chart.
Lesson Three: Your Accountability Chart ties to your Core Processes via Roles. Getting nerdy. I don’t know if this was “EOS intentional” or not, but there is a globally adopted international standard out there called BPM, Business Process Modeling. BPMN 2.0. It is the backbone of all process documentation worldwide and in the BPM standard they say Roles follow standard operating procedures and policies and, Roles own the hand off swim-lanes in a workflow/process diagram, NOT Seats / Jobs.
When you know and clearly define Roles, you can ask: “what procedures are being performed from this Role?” Yes, this is one way to back-in to process documentation. Additionally, when you know the procedure and the Role, you can ask the Role owner: “is there an interdependency here, do you hand the work product from this procedure to another Role, or, on the other hand, are you dependent on the work product from another Role being handed to you in a certain form?
I hope you can see how getting Role clarity will help promote deeper, more accurate conversations that will drive out confusion and dysfunction?
Lesson Four: In the Quarterly Conversation we are asking: “does the individual GWC® each one of their Roles.”
Lesson Five: When we Delegate and Elevate in LMA® we are delegating Roles, being sure the individual GWCs the Role that is being delegated.
Companies Roll on Roles.
I hope this helps.
Love,
Uncle Walt
Help First: I have a facilitation exercise I teach with my clients to insure they get a full inventory of all the Roles that exist in their company to be sure their A Chart is complete. It is called “The Flower PowerTM” – I am happy to share the facilitation with anyone.
YOUR PRIVACY CHOICES