There's still some problem with that approach. OK, I will tell what I'm going change to prevent recurrence of the issue. How does that makes sense to the audience? Unless they just want hear that "some" change will be there and don't care about how that change would make any sense.
It boils down to what exactly is the ownership or accountability of your SVP around the issue. Why are they even bothered to ensure that there will be some change? If they are responsible for ensuring that the issue doesn't happen again, then they do need to say "I want the details".
What you describe is exactly what a 'leader' is supposed to 'see'. When to know when details are needed, and when to trust their delegate. The trust is also balanced: if what you say does not align with what the leader is 'seeing', then trust falls apart.
Everyone has some measure of the 'big picture' and the person at top is supposed to see the biggest, final picture. Where everyone and their processes fit, within the big picture. Delegation could be perfectly aligned (and trust would be easy) if not for quality:
Quality determines how well the relationship works between leader and delegate.
The amount of quality is determined by the amount of need, and urgency available. The relationship (and communication) evolves over time as quality is determined by leaders.
Regardless, there's always going to be difficulty because there's never an ideal system where quality is perfectly measured. That's why communication with people, as people, is also very important. When we perceive disrespect: communication shuts down. Humility must be respected.
If you can't communicate, there's definitely no measure of quality available for the relationship between leader and delegate. If communication is there (and communication should be measured as transmission of real information), then trust is more easily measured.
Once you know how much you trust something, then you know how much detail you need when you 'need to get something done'. Because you know the big picture, and where this thing you need fits. And how well it works.
zkmon · · focus · HN ↗
It boils down to what exactly is the ownership or accountability of your SVP around the issue. Why are they even bothered to ensure that there will be some change? If they are responsible for ensuring that the issue doesn't happen again, then they do need to say "I want the details".
itsalwaysgood · · focus · HN ↗
Everyone has some measure of the 'big picture' and the person at top is supposed to see the biggest, final picture. Where everyone and their processes fit, within the big picture. Delegation could be perfectly aligned (and trust would be easy) if not for quality:
Quality determines how well the relationship works between leader and delegate.
The amount of quality is determined by the amount of need, and urgency available. The relationship (and communication) evolves over time as quality is determined by leaders.
Regardless, there's always going to be difficulty because there's never an ideal system where quality is perfectly measured. That's why communication with people, as people, is also very important. When we perceive disrespect: communication shuts down. Humility must be respected.
If you can't communicate, there's definitely no measure of quality available for the relationship between leader and delegate. If communication is there (and communication should be measured as transmission of real information), then trust is more easily measured.
Once you know how much you trust something, then you know how much detail you need when you 'need to get something done'. Because you know the big picture, and where this thing you need fits. And how well it works.