by Peter Hart

Created on: September 02, 2009   Last Updated: September 04, 2009

The 'ole "who's fault is it really?" argument, we all know it. We all live it each day in our jobs. It is a debate that affects everyone from the top of the ladder, all the way down to the bottom. When something goes wrong, who's shoulders should it fall on. Management can say it falls on the grunt worker, the low man on the totem pole will say it's a lack of good management. When a football team loses, is it the quarterback's fault? Is it because of the defense? When our team loses, when mistakes are made, we always curse the players. But whose fault is it really?

The coaches. Management. Leadership. It is their fault. We are all a team, indeed. BUT, the lower down the ladder you are, the less responsibility you have. You are more an instrument, a tool, to carry out the overall objective or goal of the team. In some cases a mistake can be traced back and placed on a low man, usually these instances involve situations that pertain to only the individual involved (i.e. tardiness, attendance, etc.). With strong management and solid leadership, errors can be minimized to isolated, unrelated instances.

Morale. Morale is, in not just this writer's opinion, but in many workplace management and leadership professinals' opinions, one of the most important aspects in creating a productive environment. Toyota in Japan takes morale very seriously. The management and leadership there does all that they can, within reason, to keep workers happy with large bonus plans, vacation time, productivity incentives, and company wide events. As many know, Toyota is one of the biggest, best car makers in the world, with outstanding numbers year after year. This is an example of great leadership, and a team with very few mistakes.

After being on both sides of the field here (once as a heating and air conditioning lead installer in charge of an install team, also as a warehouse parts puller - the lowest man on the totem pole), I speak from a knowledgeable and experienced stance. I have seen teams that worked like a well-oiled machine. and teams that couldn't decide what each member was responsible for. I understand that positive attitudes and good morale were the two biggest keys to making the best teams. When you lack those components, or fail to remove members that don't get on board, it is a cancer that eats at a team and fails. Understanding that every member is just as important as the "big wigs" begins on the "big wigs'" shoulders. If a team fails to meet its objective, it is the coaches, managements, or leaderships fault - the snowball that rolls uphill.

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