11/ 02/ 2005
by Charles R. McConnell
Employees come in all shapes and sizes, and so do the attitudes they bring into the workplace. Regardless of the differences between employees, there is one characteristic many today share: the unwillingness to accept responsibility.
Business owners committed to their companies and jobs often find it difficult to understand the attitudes of employees who don’t share their conscientiousness. This is especially true for managers who have been in the workforce a number of years and who consider a strong work ethic natural and essential. They grow frustrated by the apparent unwillingness of some employees––most often younger workers––to buy into a job and its objectives and take personal responsibility for their performance.
Reflections of the so-called “Generation X” outlook fuel two apparent trends in today’s workforce. First, the number of employees unable to accept responsibility for their behavior has increased. Secondly, a growing number of workers behave as though their jobs are primarily there for their benefit, an attitude that makes life difficult for managers. These employees want to work when they want to, take time off when they wish, show up late if it suits them and leave their jobs for extended periods and expect them to be there when they return.
The “Generation X” outlook is difficult to address. You can, however, take steps to encourage employees to become more responsible. Certain conditions feed employees’ failure to accept responsibility, and these are created largely by management style and job structure. These factors, both somewhat within a manager’s control, affect the willingness and ability of employees to accept responsibility.
Exit interviews reveal that some departing employees leave because they feel they’re not trusted to do the right things, or they find their jobs boring or monotonous. Injecting more variety into work through job rotation and cross training can address the latter problem. Sure, these approaches consume time in coaching and training, but anything you can do to make a job more interesting or challenging increases the chances that your employee will buy into his work. Also, you can sometimes spread around necessary-but-dreary tasks, so no one is stuck with all the menial or repetitious work.
You can find the best potential for change in management style. Getting employees to accept and implement necessary change is like getting them to do anything: You can tell them what to do, sell them on what must be done or get them involved in deciding how to do what must be done. Telling—simply giving orders—might bring grudging compliance, but the involved person will “own” a portion of the change and be more likely to take responsibility.
Practice delegation—real delegation, not “dumping”—and give employees some leeway in task performance. Don’t micromanage. Micromanaged employees are least likely to accept responsibility. The manager who watches every move and intrudes constantly leaves the employee no room to accept responsibility. A manager can’t consistently usurp all responsibility without potentially destroying an employee’s willingness to accept it.
Every employee needs the freedom to fail. Without it, the opportunity to learn and grow is nonexistent. It’s the manager’s job to provide leeway necessary for the employee to exercise judgment and accept responsibility. This can be more difficult than it sounds. You need enough flexibility for the employee to exercise some discretion, but not so much that failure could be damaging.
The key to getting employees to accept responsibility is two-fold: Manage so that employees must accept some responsibility and make sure all employees know exactly what’s expected them. Clear expectations clearly communicated are essential. Whether communicated or implied, a manager’s expectations influence employee behavior. More often than not, you get the behavior you expect. If you expect employees to dodge responsibility, they’ll probably do just that. Provide them with flexibility, and show them you expect responsible behavior, and you’re more likely to get it.
When approached correctly, most employees—perhaps 80 to 90 percent—will accept responsibility if it’s real and within their capabilities. What about those who still won’t respond? Some will eventually self-destruct through absenteeism, tardiness or other violations (providing you have sound policies consistently applied). You may have to weed others out over time, if you’ve given them reasonable opportunity to meet your expectations.
If treated like responsible people and provided with clear expectations, most employees will behave responsibly.
