Workflow occurs horizontal to the organization chart, requiring good judgment and collaboration skills from multi-disciplinary teams. The chimney effect occurs when leaders fail to push the thinking down in a professional delegation process, and take a top-down management approach.
This imposes an unnatural system for human interaction and causes staff members to turn off their judgment.
It frustrates and demoralizes employees and stymies an organization’s ability to leverage its human capital. Why does this happen, and what can be done to prevent the chimney effect? Some leaders feel it’s their job to do all the thinking and coordinating of work—this couldn’t be further from the truth. Empowerment is necessary to keep people motivated, and that only happens when the thinking and acting is pushed as low as it can go on the org chart.
If you want to achieve great things, it must occur in and through other people.
Judgment and insight result when you delegate then test the thinking of your people. It creates managerial leverage.
Coaching questions: How are you at pushing the thinking down, then qualifying that thinking with good questions? How can you implement this strategy in your context?