Tuesday 9 December 2014

Are You A "Bottleneck Boss"?

Businesses have to move fast these days to stay in the game (let alone ahead of it).  Something that stops this is the “Bottleneck Boss” who by omission or commission slows things down.

We’ve all heard it before: “We’re waiting for the boss to sign/make a decision/call us…” Everything stops at the boss’ desk.

In a business with only one owner, this is unavoidable.  In fact, a lot of small businesses actually process decisions, signing, etc faster than their bigger counterparts because the business owner IS the boss and understands the priorities.  The problem comes when someone can’t, won’t or isn’t there for reasons within their control.

These situations can be avoided by a sensible approach to delegation and organisation.  By “organisation”, I mean making sure that the boss is organised (even if you have to do it yourself). 

Let’s start with delegation.  Bosses don’t delegate either because they don’t trust others because they feel that they themselves are the best person for the job.  This is typical of the owner/founder of a business who has built it up from the start and, despite hiring capable people, can’t believe that others may be able to make decisions just as well (let alone better) than they can. 

The risks here (apart from everything taking longer) are:
  • One person carries all the stress;
  • The “bigger picture” gets missed as the boss gets bogged down in detail;
  • Things “slip through the cracks”;
  • Opportunities are missed;
  • No one really knows what’s going on;
  • Capable staff aren’t given development opportunities and leave;
  • No succession plan in case something happens to the current owner. 

The other problem - lack of organisation - may actually be the prime cause of bottlenecks, as well as the result of lack of delegation.  A disorganised boss may never be around and when he/she is, he/she’s busy “fire fighting” the problems that could be handled by others. 

Results:
  • No looking to the future and anticipating problems;
  • Priorities constantly change depending on what’s “urgent”;
  • The boss forgets things (I’ve actually seen this happen);
  • Things “slip through the cracks” (sound familiar?);
  • Opportunities are missed (sound familiar?);
  • Frustrated staff;
  • Defections to other businesses.

Bottlenecks can be easily removed if people are willing to work on it.  Ways of doing this are to:
  • Ask what you can do to help (under the boss’ “supervision”);
  • Make suggestions as to how things can be done differently (don’t say better);
  • Remind the boss (tactfully) that certain things are due.
If things don't change, the business will eventually suffer through paralysis introduced by slow decision-making and perceived lack of leadership and organisation.

Letting go of the reins of control isn’t easy for any owner/founder.  Help it to happen by showing you can all be trusted!


I have spent more than half my life delivering change in different world markets from the most developed to “emerging” economies. With more than 20 years in the world financial services industry running different service, operations and lending businesses, I started my own Performance Management Consultancy to offer solutions for improving performance, productivity and risk management.  I work with individuals, small businesses, charities, quoted companies and academic institutions across the world. An international speaker, trainer, author and fund-raiser, I can be contacted by email . My website provides a full picture of my portfolio of services.  For strategic questions that you should be asking yourself, follow me at @wkm610.

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posted by William Martin @ 08:35

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