Hierarchies vs. Error culture in companies: 10 tips for top-down management

An error culture does not only require a clear commitment of the Guidebut also an actual and stable behavioral change.

What is required of the employee “bottom-up”?

Each Employees must, wherever possible, react quickly and must not wait and see the leadership. Errors must be properly communicated by all those involved.

As already mentioned, from our point of view everyone - from the intern and the cleaning staff to the CEO - is required to submit suggestions for improvement.

Follow the steps

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It is important to follow the rules of the game exactly and not to ignore anyone. Anyone who does not adhere to the given hierarchy levels creates bad blood in the company Team.

If the employee detects an omission from his superiors, for example, urgent decisions are not made if he asks for these decisions.

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Even if still emotions are involved, it is essential for future professional cooperation to process these emotions professionally so that they do not become a legacy.

An "eternal warm-up" prevents and complicates the initiated change.

Specifically formulated

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If the error does come up again, this is solution-oriented, as neutral and factual as possible forms.

An important finding from our coaching sessions is that the announced Measures must be implemented and documented. Demanded changes from individuals must be consistently and persistently demanded.

Efficient suggestion

A certain degree of lateral thinking and questioning of Regulate creates the basis for an efficient suggestion scheme.

Despite one thing clear defined procedure in the event of an error and additional security levels through a redundant system spirit, constant vigilance is required from all employees.

This is the only way to ensure a continuous improvement process in the company. Everyone in the company has this responsibility for their own benefit, but also for the benefit of the Company to live, in the spirit of Laotse: "You are not only responsible for what you do, but also for what you don't do."

Wanted!

The model function is particularly important here: only if the leadership demonstrates the correct handling of errors does it become part of the corporate culture.

The following measures and behaviors require this top-down approach:

10 Measures for the top-down approach:

1. Listen closely and observe: The leadership must be vigilant and attentive to first signs of faulty behavior. Only those who recognize the first signs can react quickly. To do this, the manager must pay attention to the reactions of his employees and, if necessary, ask questions without questioning and condemning them.
2. Rapid reaction: Avoiding decisions and clear instructions in the event of a fault should be avoided. It must be reactivated quickly and comprehensibly. The clearer the guidelines are, the better. In the case of errors that have already occurred, it is necessary to analyze them objectively, to identify the causes and to set the necessary measures for the minimization of damage and to prevent further errors.
3. Unified reaction of all executives: This is the only way to make the management behavior transparent and transparent for all employees.
4. Transparent communication: Where there is need for explanation, the guide must not hide behind opaque phrases.
5. Setting up and adhering to clear rules of play: This management task can only be achieved by the involvement of the employees. Quality standards and possible deviations must be monitored and requested from the top.
6. Intentiveness in the event of faulty and non-observance of the rules of the game: the leadership acts indulgently against the source of the error, but not against the error-obscurer. Fault culture does not mean to allow indulgence everywhere.
7. To give employees a sense of backwardness: the leadership proves that it is really serious about the new culture. This is the only way to create a climate free of fear, which enables us to uncover and clarify mistakes.
8. Creating the climate of trust: The task of leadership is not simply to look away when employees or team leaders are only concerned about their own advantage. It must be a common goal-setting instead of egotistic individual combatants.
9. Help for self-help: Leadership should always give employees the opportunity to correct their mistakes themselves. It should show ways and support the employees in the solution. To demand change proposals and to contribute to them themselves: Here too, the leadership must lead by example and reflect on proposals as well as accept and think about the suggestions of the employees.
10. Promoting lateral thinking in a team: The “yes-sager culture” has had its day. The prevailing group opinions and orders from above may also be critically and objectively questioned. Staying factual is often the most difficult job.

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