In charge or responsible for?

Organizations have evolved around structures that dictate a clear distinction between management and associates, giving managers a well-defined understanding of what their success factors are. Their primary responsibility has been to lead a department and its team toward achieving the objectives set for that unit, typically measured by KPIs. Managers also have the freedom to hire and assign individuals to specific positions.

Unfortunately, in many organizations the idea of being in charge of a department and its outcomes spills over into leadership behavior. Leaders mistakenly assume they must also take charge of their employees, believing that one-way communication about objectives, processes, and individual goals are sufficient to drive success.

This mindset has several drawbacks, including reduced motivation, weakened interdepartmental collaboration, slower growth, and ultimately, negative financial results. While managers are indeed responsible for their department, this authority should primarily apply to administrative and non-personnel tasks – not to controlling people.

To truly get the best out of their teams, managers must reframe their thinking from being in charge of people to being responsible for people and their outcomes. This shift fosters a coaching mindset and has long-term positive effects. When managers adopt responsibility mode, they connect their own success to that of their associates.

This approach encourages two-way communication, uncovers motivational drivers, addresses environmental factors that hinder growth, and build capability in both managers and employees.

If coaching guides you to success, responsibility will make you walk together to success.