As a newly minted manager, earning trust, having difficult conversations, demonstrating commitment, providing accountability, working towards intended results, taking Control, and meeting the team / customer / company needs is a lot of effort!
Because Control is somewhat nebulous, we determined that a system might better support my argument. Systems drive 80%, and we manage the 20% variables as discussed.
Implementing Control is no different; it is part of science and art. I found a generally accepted Control Model to help your critical need to generate better controls in your managerial world.
I did this so you could understand why this single effort impacts the team, the customer, and the company. It is not easy. This generally accepted model, which few are familiar with, will aid you in your managerial journey.
" Systems drive 80%, and we manage the 20% variables as discussed. Implementing Control is no different; it is part of science and art."
- Jeff Rogers, CPMBC
As we have discussed previously, thinking and learning styles and understanding unique behavioral modalities all provide a strong manager with the tools required for success in any organization. Inattention to these fundamental tools leaves a new manager especially out in the wind.
This Control Model breaks down your various types of Control and how they work together. As you read through these control types and brief definitions, think about how you currently implement Managerial Control.
Remember, your growth as a manager is a journey. As strong managers, we are optimistic, constant learners with a growth mindset to be effective! As we drive robust systems and lead good teams, we constantly work to elevate profitability, increase customer satisfaction, and build team capacity.
Strong managers implement the correct type of Controls at the right times, with the right people, to earn the right results.
The weakest form of Control is the Directive Control. Here, the use of command and authority, often without written systems, is implemented. Team members may not know why they are doing what they do. Error is common.
The most potent form of Control is Preventative Control. When applying this approach, errors are prevented in the first place. Standard operating procedures define processes, and Key Performance Indicators tell the story. The system does the heavy lifting, and managers manage the process. Here, approvals and authorizations are required for the next steps in the system to be applied.
Detective Control is used to identify any errors that may develop and report the findings for the next steps. This system is a prerequisite for corrective action. Here, reconciliations, timely reviews, benchmarks, and audits are used to verify results.
Lastly, Corrective Control is a system that detects an error or deficiency and remediates the mistake. In this system, variance reporting is used to update systems restoration, additional training opportunity is developed, additions to procedures are made, and innovation is implemented for success.
Think about what System of Control is right for you and your organization. What system are you currently implementing? Is that by choice or by happenstance?
Most likely, you utilize a combination of these styles of Control. Be sure to update and review the controls you implement.
To support your managerial journey, I specifically touched on 4 types of Control Systems for you to optimize situationally and systematically. I believe there is a significant caveat here to master for all managers. This is big, and do not miss it: the best strategy in the world cannot succeed without an organizational culture to implement it and Control Systems in place to drive success.
Discipline for the whole thing to work is essential—no square pegs in round holes on the team, and no 18%-ers allowed on the team.
Better understanding the generally accepted 4 types of Control adds to your management toolbox. How you use the tools provided is up to you. I am confident you know what to do next to control your desired outcomes better.
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Actively Seek candid feedback from all stakeholders. |
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Define appropriate feedback objectives with all stakeholders. Speaking up is central for any control system to work correctly. What feedback will you require? |
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Implement objective and thoughtful controls. |
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The information provided as inputs must be as objective as possible not to sway the results. What objective information for evaluation and necessary action is required?
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Match controls and Plans to correct Positions. |
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Information and data, combined with planning, are unique to departmental needs. What data must be included by the department for quality decision-making?
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Demand and Maintain Accuracy in Reporting. |
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Accurate data is essential for quality decision-making and planning. What can be done to ensure the accuracy of data inputs by department?
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Focus Attention and Efforts toward exceptions. |
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Pointing data outputs towards exceptions is critical for control system success. What can you do now to draw attention to exceptions and deviations from desired outputs?
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Take Immediate action on deviations to get back on track. |
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Once identified and verified, immediate action is required to correct the process or system. What must you eliminate to pour on the massive effort now?
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Once tested, Engage the Team and ensure organizational culture buy-in. |
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Now the system is corrected, who must be notified of the new action required? What must be implemented to acquire the necessary buy-in?
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Implement Corrective action - Reward and Celebrate Accomplishments. |
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How can we celebrate and build Momentum with this updated action?
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Working with many organizations in many industries, we have found equally as many errors in the control systems themselves as there is ineffective implementation of the system by poor managers.
Therefore, make sure that when you begin to implement these techniques, you think through both the system you hope to use as well as your method of relaying the system to the team.
By now, you understand the value of different types of Control and why they exist. You have pondered how you currently demonstrate Control as a new manager. You might have asked, “Would you follow you?"; if not, please ask yourself that question. It is powerful.
Good luck - I bet you can!