A corporate culture of buck stopping
by Miki SaxonWhere does the buck stop? Who’s responsible? These questions have taken on new significance and immediacy in the light of continued corporate accounting and
management scandals. The questions apply not just to the corporate behemoths, but to all managers, at all levels, no matter the size of the organization.
Although you wouldn’t think so to listen to the top executives at Enron, etc., historically, the “head” person has been acknowledged as being responsible for the actions of her staff—but does this refer only to the CEO/Chairman/owner/President/Queen/Bishop/etc.?
Not really. What it does mean is that anybody in a management position, whether of people or function (departments may have a manager, but no staff, based on company size), is responsible for their domain. In other words, the accountability rests/buck stops with the top person of any given group, from team to entire corporation/government/entity.
You can rise to that responsibility by doing the following:
- Know your own job in detail.
- Know your own strengths and weaknesses, as well as those of your direct reports.
- Know what your group/function is charged with accomplishing.
- Understand your boss’s strengths, weaknesses, and responsibilities.
- Don’t kid/prevaricate/lie to your boss—or to yourself.
- Always remember that if you manage anybody or anything, you are the accountable/responsible party. Period.
In short, take ownership of your area. That means to take credit for what works and responsibility for what doesn’t, and encourage others to do the same. Companies filled with “owners” quickly become winners.
