You buy a really expensive item only to find out that it doesn’t work quite as well as promised. A lot of work systems are like that: they look good in theory, but flounder in actuality. In our work system, any form of breakdown is a hassle. You have to repeat your task or second-guess the final decision. You feel unprepared for just about anything. But before you gripe about your work, you need to know that anyone in a supervisorial or managerial position can make a difference. You just need the right tools to make your job work for you.

Everyone talks about managing company objectives, time, and budget. But there are also real and concrete factors that some fail to look into. One such factor is managing your boss. A system is based on a goal, and yours is to deliver what matters most to your supervisor. You know what they like and what they don’t. Usually, this is based on the demands of the upper management, so it is important to keep an eye on them as well. Good managers are good observers. Once you unlock the stress triggers, you’ve already taken control of your very own. You need to know where to shepherd limited resources so that you can keep everyone happy without the hassle of a burnout. Any real workable system has to take into account the people who’ll be doing the actual legwork, and that includes you.

You’re not the top honcho (yet), so you’re stuck with the reality that the end decision isn’t yours to make. The worst thing is to operate in a vacuum and create a system that isn’t built on facts. The way to get around this dilemma is to maximize the core skills of the group. Delegate work if you need to, but make sure you match the talent with the task. Manage the morale of those under you as well. Look into the environment as well, and not just the objectives. Good systems make people feel good. Morale dips if people feel that the company is out to abuse loyalty and skill. Invest in training, give credit where it is due, and show respect. This is simply common sense on your end.

When the group isn’t working seamlessly, the gut reaction is to completely change the system or add measures to take. However, an addition means extra cost because you will need more people and time. Try reexamining instead and place enhancements on the steps themselves. Good systems also can work by themselves. If you find that you are constantly checking on the process, you’re overworking yourself and increasing the risk of blame. The person who’s responsible for the task must be allowed to make decisions related to its delivery. If something goes wrong, they have to explain it. On the other hand, they also get the credit if it works.

Make sure you get the cooperation of everyone involved and invest some time training people. Check if problems have been addressed and sell the idea to everyone so that they are more inspired to work and meet the team’s goals.