Why independent work will become indispensable in the future

"I didn't do it!", "That's what the other department said!" or: "That's what the customer wanted." Shifting responsibility is a common mechanism. This reflex is particularly effective in the case of failed attempts or dissatisfaction. In the short term, it makes (work) life easier, but in the long term, this behavior harms companies and dampens motivation and the enjoyment of the job. "For employees to be able to work independently, the appropriate conditions must be created. A new, modern understanding of leadership is needed for this. The boss does not automatically wear the hat in all matters," explains Claudia Frahm, systemic coach and trainer at flowedoo GmbH (www.flowedoo.de). This Cologne-based company specializes in agile management consulting - especially for medium-sized businesses. The question is often at the center: how can responsibility be distributed sensibly and what do employees need to be able to work truly independently?

From command recipient to co-thinker

What does the working world of the future need? In the future, it will no longer be enough to fulfill the proverbial 40-hour attendance requirement. "It's less about how much and where and when, and more about results-oriented work. In return, the role of employees is shifting from being purely recipients of orders to being part of a company that thinks for itself and shapes the company," explains Frahm. "But this also means that managers can no longer rely on the usual mechanisms of command and control." A classic, controlling leadership style deprives employees of the opportunity to grow and nips innovative ideas in the bud. The leadership of the future is characterized by mentorship as well as coaching and empowers employees to work independently. Frahm goes even further: "To be allowed to make one's own decisions and, in doing so, to have the trust of the team members and the
Enjoying the company's employees' feedback from their superiors makes them enjoy their work more and gives them the feeling that they are really making a difference. And that's also an enormous incentive for employees to develop their own ideas, which ideally help the entire company move forward.

Responsibility as a happiness factor

Working on one's own responsibility even leads to the fact that employees basically are happier and can train new skills. They not only do a better job, but also get more involved - they question the status quo and thus provide impetus for the entire company. In addition, changes or unplanned events do not throw them off track so quickly. Against this backdrop, it seems even more astonishing, That less than half of employees feel they can influence important decisions. "We see a lot of catching up to do in this area. In many places, employees are given responsibility, but mutual trust is very weak," Frahm analyzes. This situation leads to a pseudo-transfer of responsibility that ultimately leaves everyone involved unhappy. Typical of this development in companies: Managers or colleagues subliminally let the supposed 'decision-maker' know beforehand what decision they expect him or her to make. "It's a vicious circle that some teams or companies can only break out of with external help," says Frahm.

Several hats in circulation

How can personal responsibility be strengthened in the company in the long term? "Simply proclaiming personal responsibility does not work. Such steps require good preparation and the will to change," Frahm knows. In any case, a few basic points make the distribution of responsibility easier: Employees need a framework in which they can live out their creativity, and concrete targets. "Sounds simple at first, but different members of a team often perform the same task very differently," adds the trainer. In addition, there is a positive culture of mistakes, feedback and trust, which forms the basis for independent work. But the best conditions don't have much effect if employees aren't willing to take responsibility, Frahm also believes: "Agile leadership on the one hand and the active assumption of responsibility by employees on the other - these are two sides of the same coin." Managers and employees must therefore absolutely pull together, because both handing over and taking responsibility can be learned. "That's why it can make sense to get support from coaches or trainers. In the future, it will no longer be a question of who wears the hat - and that's a good thing," Frahm is convinced. "Successful companies have several symbolic hats in circulation at once."