Why do we give employees the power to decide?

Individual responsibility is one of the key factors in involving employees in the quality of service provided to customers, in line with our IT security mission.

Usually, the responsibility in a company belongs to the management. When Kyos went from 20 to 40 employees, we had to set up a “middle management”, and applied the “good practices” of management. But over time we have been confronted with confusion about the sharing of responsibilities between teams or between employees and managers. Since then, we have given back responsibility for tasks and decision-making power to everyone. We will explain the path we have followed.

What is being responsible?

The the old adage states that “To be responsible is to assume the consequences of your actions”. However, the risk of making mistakes and the fear of reproach naturally make you turn to your manager to get rid of your own fears, which, in a hierarchical organization, increases the manager’s ego. We believe that fear and ego problems are powerful barriers to accountability.

That’s why at Kyos, we empower everyone to decide and set priorities based on the company’s mission, vision and values.

The appropriation of the mission, vision and value

In October 2017, we organized a team building weekend in a mountain refuge to enable all employees to clearly define Kyos’ mission, vision and common values, to understand them, and to take ownership of them. The framework thus defined and adopted is conducive to greater initiative. Everyone is then ready to take responsibility because it makes sense to them.

Our management style is thus more based on behaviour in accordance with the framework provided by the mission, vision and values.

Strengthening corporate ethics

At Kyos, we are driven by a spirit of trust, mutual support, transparency and a shared passion for technology.

To do so, we are convinced that the organization, practices and governance must be in line with the values and mission. Indeed, this makes it possible to ensure that employees are more involved and that they manage their priorities better. For example, customer satisfaction and the best way to value employees because it is fully in line with our mission, a loss of trust can be a reason for direct dismissal, etc.

Compliance with corporate ethics is then more systematically achieved.

At Kyos, matching these values is a priority recruitment criterion.

The empowerment

At Kyos, everyone is responsible for deciding on behalf of the company.

In a service company, employees are often alone with the customer; efficiency then lies in taking individual responsibility in real time, without having to consult their manager.

This is why, at Kyos, the approach is to:

  • decide alone if you have enough experience or if it does not endanger the company,
  • consult one or more of his colleagues for an opinion on the decision,
  • simply delegate the decision to a colleague deemed more suitable, provided that the colleague accepts it.

Thus, a person who decides to act and is mistaken will always be able to decide on the solutions to propose in the face of the consequences of his actions. In order for her not to be afraid of criticism, she must have confidence in the fact that she has the right to be wrong.

The right to make mistakes

At Kyos, we try to cultivate the right to make mistakes.

We are convinced that the best way to gain experience is to be confronted with the consequences of a decision error.

Obviously, we must provide a frame of reference, but we believe that the right to make mistakes creates a climate of trust that allows people to really feel responsible and to assume the consequences of their actions without fear of reproach or to give a negative image.

When an expert makes a mistake in a given service to a client and reacts quickly to correct it, he or she gains the trust of the client or his or her colleagues.

It is true that we have become much more intolerant of people who do not make the effort to learn from their mistakes. But the fact that we can count on the support of our colleagues to take responsibility for the consequences of our own mistakes strengthens team spirit.

Finally, the right to make mistakes promotes continuous improvement of good practices and a spirit of initiative or innovation.

Responsibility is built over time

There is no perfect model for a culture of responsibility. All we are putting in place is the result of a long period of continuous learning in this area, and we still have a lot to learn. We adjust and put words to what we think is the most natural; we are motivated by this model adapted to our values and to what we think is common sense.

Experience shows that for accountability to be effective, it is not enough to put in place some of these good practices, as the whole process must be coherent. Without a climate of trust, a frame of reference and a culture of feedback, this cannot work properly.

Since we have given decision-making power to employees, we have noticed that they are even more involved and that there is much less confusion about the distribution of responsibilities.