The ball of responsibility is quite an important thing to observe if you are a manager. Most of us approach management intuitively – we just do it by walking from a problem solved to another looming emergency and the cycle repeats itself. This is how managers work and live. It is no wonder that we lack time, work under pressure and seek solutions that would improve our performance.
I have good news. This little and simple concept can free a lot of your time – once you understand how it works. The ball of responsibility is an imaginary token of a burden that is carried by a person who takes (voluntary or involuntary) responsibility for solving a problem. If there are at least two people in the room – there is always one (and only) who assumes essential responsibility for a situation on a psychological level. The ball of responsibility is an old game (played mostly unconsciously) between a manager and his subordinates. Most managers don’t notice they are being played.
If an employee comes to a manager and presents a problem – most of the managers listen, think and react quickly by presenting ideas or giving directions (what is perfectly normal, since the manager, as a superior, knows all the answers, right?). The manager tells the lost lad exactly what to do to solve the problem. Even if the solution is not immediate or clear, there is an action initiated by the manager and followed by the employee who is going obediently follow what was said. Everybody is happy. Or not? Let me explain this again using the ball model this time.
The employee knows something is not right and needs to be done, so he goes to his manager and tells him about the problem. He is actually saying: I do not know what to do, please give me the instructions. And what he does – he is handing over the manager a heavy ball of responsibility, responsibility for the right solution. The happy and appreciated manager takes his time and effort to diagnose, find and present the best solution, and since the proposed solution is his – he is taking, all along, the responsibility for an outcome. The ball is sitting nicely in his hands, and the burden of responsibility just as well. The employee is happy since he is released from thinking, all he has to do is just follow the direction. Of course, this is very convenient for the employee, but not for the manager.
What should the manager do? He should immediately return the ball of responsibility to the employee. How can you do it? Simply by saying something like this:
‘Why don’t you think about sorting this out by yourself and come back to me with a proposal of actions to be taken tomorrow?
or you can say:
‘What should we do about it Jim?’ When he says something like ‘I don’t know’ (meaning he does not even try) he is effortlessly returning the ball to you. So then you refuse to take it, you may say: ‘Well, think about it and come back to me on Wednesday with a proposed solution. I know you will find out something. I count on you.’ and you gently pass the ball to him, along with the responsibility for the effort.
In most of the cases the solution you receive will be acceptable or at least would make a good basis you can quickly build on. It saves your time and work is delegated. What’s more, if the solution comes from an employee – there is a better chance he will be motivated and involved, in opposite to if it comes from someone else (like you). The ball, of course, can be exchanged a few times before finally it lands, but your job is to make sure, that at the end – it is the responsibility of your team to find and to propose solutions. If they will make it a habit and always wait for the ideas from you – you may seem important, but soon you will find yourself overstretched on many different issues, lacking time and probably leading a dysfunctional team.
The knowledge about the ball of responsibility game can be used daily within the family or between friends. Almost all I described is applicable. Just think it over – the ball is yours now.