When we think of governance as employees, we often think of red tape, processes that don’t add value, someone watching us or asking us to report on everything we do.
As leaders, we wonder if adding layers of governance sends a signal of distrust to our employees. Or, on the other side of the spectrum, we worry about letting go of our direct control and relying on oversight alone.
And I’m sure not everyone approaches governance this negatively. However, if you’ve ever felt some level of governance-related resentment as an employee or unease as a leader, I invite you to see it in a different way.
Putting processes in place to oversee progress, forces both employees and leaders to agree in advance on the way forward. This gives clarity to both parties.
Employees know what is expected and when and how to report back. Leaders know how employees will go about something and can take comfort in this.
The arrangement is pre-agreed and negotiated with employees, so leaders know there is employee buy-in. At the advanced level, it’s also co-designed with employees to ensure its practicality.
Employees know they can get on with their work and leaders know that there will be opportunity to check in. Win win.
I hope this is helpful.