The Structure Paradox: We Need It, but Think We Don’t.

If you have ever worked for an organization with layers upon layers of structure, you can relate with how difficult it can be getting approval for just about anything. Working for a smaller company can be very appealing for this reason, as people generally embrace a workplace with less bureaucracy. Even in more agile environments, we still look to leadership to provide more parameters to work within. By providing boundaries and frameworks, we empower people to explore further, to take more initiative, and to perform at even greater levels. 

More Structure, Please.

One great benefit of start-up companies is the ability to be nimble, creative and responsive. There is good reason to love this kind of environment, but oftentimes people aren’t sure who is doing what, who gets to approve decisions, or what their job expectations even are. No matter what size the company, people desire structure. They want to know how they are performing, where they stand, and what kind of promotions might be available. Who should they go to with questions, for coaching, or to pitch an idea?

It Starts Before Day One.

Very few leaders actually sit down to say what they expect from a new employee. The new worker walks in with a set of expectations from the job posting and the interview process. Are their expectations in line with the reality of your workplace? Once they start, employees want and need a deeper conversation with their direct leadership about their role in their department and in the greater company system. Leadership must provide this blueprint.

The Conversation.

When I welcome new employees, I start with little bit about me, both personally and professionally, and my style of working. This conversation sets the tone for your working relationship, so take time and don’t hurry through. Model your company’s culture. In this first day conversation, share what hours you want people to work, how you support remote work options, what their main job responsibilities are, who can be key resources, and what you hope they will accomplish over the next month. Starting with role clarity on day one will give the employee more confidence in their relationship with both you and the company, and a clear understanding about what is expected of them right from the beginning. You will get a boost in productivity immediately.

What’s Next? Where is My Career Heading?  

Job expectations are not only important for those in the role, but for those who are exploring how they can advance in the company. With written job summaries and clear career paths, an employee will be able to better visualize a future with the company, instead of looking outside for what’s next. Creating job summaries that provide an overview of critical skills, knowledge, and experience can be time consuming, but they will return dividends by giving new, existing, and future employees deeper knowledge about job opportunities and what’s possible.

Where Do I Stand?

Last but not least, people want some sort of structure in regard to their performance. It’s simple: they want to know how they are doing, both the good and the bad. I have helped companies build out highly structured annual review processes, and I have helped companies get rid of the performance review process all together. Whichever route you choose, you need to ensure people are getting feedback on a consistent basis. Make a point to focus on the good. Be specific and do it often. We all want to know how we are doing. Give leaders some freedom on how to best accomplish this but develop structure around the process to ensure it actually gets done.

For successful case studies, I suggest that you read the Harvard Business Review’s “Structure That’s Not Stifling” article about Netflix, Alaska Airlines, and Warby Parker. In all three cases, employees are empowered to make choices within a well-defined framework. How can you adapt these practices for your workplace? 

If you need help building frameworks or working on organizational structure changes, give me a call. Trust me, people will welcome it – leadership and staff alike.