Interdependence in Management

In today’s world , with increased complexities , global exposures & growing sizes of businesses , it’s impossible for any one person to do everything .. nor is that a desired way . This brings in inevitability of interdependence .

More often than not these tasks need ‘ Team work ‘ . Some activities within a task are connected sequentially , some run in parallel . …. It’s interdependence all the same !

For its delivery, each management level is successively dependent on level below & is accountable to a level up .

 Dependability requires Trust

Dependability is intrinsic to successful management . Success is linked to accomplishing certain tasks ; delivered at certain quality level within certain time frame . Therefore in a multidimensional / multilocation team working context , smooth deliveries require team members with not just domain competence , but high dependability – evidence based confidence that people entrusted with certain tasks & responsibilities , will indeed do as required , with necessary quality level , by the agreed timeline

More than the capability , training / orientation & delivery system; what is needed is the intrinsic faith – to be able to ‘depend‘ on each other . This ‘Trust ‘acts as a cement between management layers & is the other side of the coin of accountability .

Trust as in dependability is more like an ( unwritten ) contract as far as task delivery is concerned . Failure on delivery , therefore is a breach of contract - a breach of trust .

 Trust  as Management Value

Trust & Comfort form the foundation of any Relationship --independent but complimentary factors

In management world , Trust means confidence ! Confidence that the work which is assigned to & accepted by ‘ X ‘ WILL be delivered in a time frame & per output parameters defined . While , in common parlance, Trust may be a ‘ virtue ‘; in management application I refer to Trust – as in depending on an individual for a responsibility -  more as an essential attribute – a necessary behaviourial trait  & the meaning of being Trust worthy as being ‘ Dependable ‘ in that sense .

 Trust & credibility , especially in Indian context , is not as much to do with basic capability or intelligence ( which is aplenty in India ) but more to do with your dependability as a manager to deliver , which is what should count more in today’s world & is a more appropriate measure of the ‘ Value ‘ you hold for the organisation & in turn a path for your progression .

 In Indian context , where level of intelligence is ( believed to be ) high , the unfortunate trade off is on Implementation Discipline ! Everybody here believes – unreally & unreasonably , that he / she does , in fact knows better . This slackens the attention to details & intensity of  implementation . Unfortunately no amount of intelligence can substitute for a controlled , disciplined delivery . This highlights significance of the concept of ‘ Management by Trust ‘  & places high premium on ‘ dependability’ , as an intrinsic management value .

Absence of Dependability can be expensive   

Not having team members/vendors you can depend on  – being unsure if the given task be completed as agreed , significantly hampers ability to manage & deliver .

‘ Following up ‘ is not only an avoidable spend of time & energy for the one who’s following up ; it can also lead to agony / friction ( for the person ) at the receiving end . Regardless of gaps in delivery, no one likes being followed up– on one hand it’s taken as an affront / intrusion / distrust in ability by the receiver  ; on the other , it leads to discomfort / uneasiness of confronting or hesitation to do so, for the person following up .

In sum therefore it’s sapping , not just quantitatively ( time ) but also qualitatively ( stress , relationship ) as also has a negative multiplier effect on the output .

This is why ‘ Management by trust ‘ or dependability in management is invaluable .

Having people you can depend on is therefore not just about efficacy & success , but it is an efficient way of operation – by saving the otherwise enormous time , spent on follow up– it unlocks management time for more constructive redeployment .

It takes away ‘ uncertainty ‘ from management thinking / working & makes it more transparent , dependable & effective . It strengthens planning process

Consequently it also takes away personal anxieties & stress … towards a healthier work-life for managers .

 How does Trust – Flow work

Trust mechanisms flows at 3 levels : Up , Down , Lateral .

Down: A manager ( team leader ) needs to trust his people for them to be able to perform . They need to have confidence of their leader , to dedicate themselves to the task , for a complete focus . For them to be throwing themselves at the task , they need to feel assured that there is somebody behind to hold them -- should the efforts fail . If the manager can’t trust his current team it’s better to get a replacement which he can trust ; than leave even a semblance of distrust .

 Up: A manager’s (Team leader) confidence in turn is justified / reinforced by fulfillment of task by the team member within agreed parameters . Team members must take it upon themselves to give the management the confidence that once the work is assigned & agreed ; it WILL be done . The onus of reposing this faith is on the members .

 Lateral : Faith in colleagues help efforts work synergistically & not at cross purposes . Work together should be more like a Symphony --an Army & not like an unorganized mob : fire fighting ,second guessing each other or working at cross purposes to ‘preempt’ an assumed ‘ assault’ !