Restructure Job Descriptions for Growth


In my last blog, I talked about a dreaded corporate disease. Not swine flu, but corporate territorialism. While not as immediately threatening to health, it does affect corporate health. So I’m delving further into it today.

As managers regroup after the tornado of the deepest recession since 1921 and start to focus on reconstruction, they should set time aside to rebuild job descriptions as part of this pursuit of “anti-territorialism,” for better clarification and growth.

Some managers may not be comfortable with the impending changes that will evolve as does the economy, believing their “domain” is threatened. They may avoid any participating in new ways of thinking and/or innovative projects. Clear job descriptions should not equate to hierarchy, as I mention in my column in In fact, it can and should mean the opposite. For example: there should be a free flow of information from a customer-facing employee to the top rung of the organization — creating an environment that’s “safe for success” for people at all levels.

Public comments and stories about Terrible Office Tyrants (TOTs) on  BusinessWeek and  MSNBC attest to the fact that TOTs leave more than proverbial juice stains in corporate America. And territorialism is a big culprit.

Better delineations of responsibilities lets mid- and junior-level managers know where they stand. It helps them feel free to let go of old practices and participate in new ones that fulfill the company’s vision. New ideas and enhanced corporate profits are often linked.

P.S. You can follow me on, too: @workplaceexpert for my thoughts on related HR and leadership matters.

For more details on TOT-proofing your company and creating a humanized workplace that is safe for success – you can order the  Tame Your Terrible Office Tyrant™ (TOT): How to Manage Childish Boss Behavior and Thrive in Your Job at your local bookstore or at:  Amazon, Barnes & or Borders .