Category Archives: Learning

The Practice of Delegation

“I’m a little disappointed,” explained Ruben. “Disappointed in myself.”

“How so,” I asked.

“Since I was promoted to manager, everyone said I should delegate more stuff. So, I tried.”

“What have you tried?” I prompted.

“Well, I bought three books on delegating. I finished one and I am reading the second.”

“So, what’s changed, for you?”

“Nothing really. I mean, they are really good books, but I still do everything myself.”

“Ruben, delegation is a skill, a skill that can be learned. Every skill has two parts. The first part is technical knowledge. That’s the stuff you have been reading about in those books.”

“What’s the other part?” Ruben asked.

“The other part is practice. You actually have to get out there and practice. I really don’t care how much you know. I am interested in what you can do.”

Even If It Wasn’t Effective Before

How do most managers manage?

Most managers manage the way they were managed, even if they hated it. Especially under pressure, most of us return to routine grooved behaviors, even if the behavior was not effective back then, even if the behavior failed back then.

Learning something new is only half the battle. The other half is changing your habits to integrate something new. It takes conscious thought and a bit of persistence. -Tom

Real Learning

“And that concludes my report. A well-thought out plan, perfectly executed.” Martin smiled. I knew he was lying. His plan may have been well-thought out, but life is never that perfect.

Carla was next up. She was nervous. Her plan was solid, but her team had hit some rocky patches. “I guess things didn’t go the way we thought,” she reported. “We had to make several adjustments as we went along. Our project required three additional meetings. In the end, we made the deadline and came in under budget, but it was tough. I will try to do better next time.”

Carla got a quiet golf clap from the room for her efforts. I moved up to confront the class.

“Carla thinks her project didn’t go so well. Carla thinks she should have had a better report for class tonight, but here is why her report is so important.

“You read these management magazines out there, about CEOs with well-thought out plans, perfectly executed. Some reporter shows up to write about every target flawlessly achieved. No pimples, no bumps, no bruises. Whenever I hear that, I know I have to get the guy drunk to get the truth.

“But, look at Carla’s report. Her team started out toward their first objective, they got off course.” I drew a line across the page with an abrupt turn. “It took an extra meeting to figure out where they went wrong, to get back on track.

“They met their first target, but immediately things went south again. Another meeting, another adjustment.” My line on the flipchart meandered across the page with another hard turn back to target number two.

“And it happened again, before the project was finished.” The flipchart now showed huge jagged lines criss-crossing the page. “And this is where the real story is. Not the neatly wrapped perfect execution. The real story is out here, where the team cobbled together a solution to an unanticipated event to get back on track. And over here where the client threw them a curve ball.

“And that’s why Carla’s story is so important. And that’s where real learning exists.”

Habits Help, Habits Hurt

“But habits can help and habits can kill,” I said.

“I don’t understand,” Muriel replied. “We just talked about how competence and habits go hand in hand.”

“Yes, they do and like many things, your greatest strength can also be your greatest weakness.” I could see Muriel’s face scrunch up, mixed in resistance and curiosity.

“Competence requires a set of habits. Habits help us, habits hurt us. Think about a new problem that must be solved, like that change in production last month.”

Muriel winced. “I know, I know. We practiced hard on producing that left element. We were really good at it, and it was difficult. Then we got the machine. Using the machine was even harder, so my team kept doing it manually. Someone even sabotaged the machine configuration that kept it out of the loop for two days. All in all, it took us three weeks to become competent on the machine, when it should have taken only five days.”

“Habits can sometimes be a powerful force in resisting change. Habits are grooves in the way we think. They can be helpful, but sometimes, we have to get out of the groove and it’s tough.” -Tom

Watching, Observing, Assessing

“You can still feel an allegiance to the project,” I said, “and, you are correct, as a manager, you have to solve the problem in a different way. You have to move the team. What are your levers?”

“What do you mean?” Miriam looked puzzled.

“It’s one thing to say you have to move the team, but what do you do? Where is your leverage? If your role is NOT to solve the problem, but to get the team to solve the problem, what do you control?”

Miriam stopped to think, then finally replied, “I get to pick who is on the team, team membership. I decide on training. I decide who plays what role on the team. I specifically assign tasks. And, I get to watch, observe. I can coach, but I have to stay off the field. Ultimately, I have to assess effectiveness in the role. It’s either more training, more coaching, more time or de-selection.”

“And, at the end of the day, who is accountable for the output of the team?” -Tom

Why? You Ask.

The most effective managers are not those who tell people what to do, but those who ask the most effective questions.

Yet, some people would rather complain about a problem they can’t solve, than execute a solution they don’t like. Or, you miss 100 percent of the shots you don’t take.

You will never learn from questions you don’t ask. So, why do we hesitate?

  • It’s uncomfortable to admit we don’t know.
  • The answer is obvious to everyone. Or it should be obvious to everyone, even if it’s not.
  • Our assumption may be wrong, but to ask a question requires us to re-examine what we believe to be true.
  • We might be wrong, but no one will notice, unless we ask the right question.

Asking questions takes us out of knowing mode and places us in learning mode.

Homage to Lee Thayer and Wayne Gretzky.

Gratitude

“What are you thankful for?” I asked.

The eyes from the other side of the table turned kind.

“I am thankful for this time of year, where things slow down. I stop. I stop being busy and become aware. If we don’t stop, we just keep going. Gratitude is about awareness. When I stop, my heart rate goes down. I am calm. In the quiet, I can take it in. I can watch and see things more clearly for what they are.”

“And, what do you see?” I prompted.

“I see connections, the relationships I have with other people. I play a role in other people’s lives and other people bring value to mine. It’s all about connections.”

“And, what are you thankful for?” I asked again.

“I am thankful that I am not wandering alone. I am thankful for those around me, that are connected to me. It sounds too obvious. That’s why it is so important to slow down and become aware. If we don’t stop, we just keep going.”
____
During this time of Thanksgiving, I am going to stop. To become aware. See you next week, with my gratitude. -Tom Foster

Too Expensive and Too Late to Train

From the Ask Tom mailbag –

Question:
Our company has a critical issue around finding skilled workers. Our community is growing fast and we cannot find the skilled workers we need to meet the demand. We are trying to connect with our community college and state & local job staffers. I am calling on my former company, an economic development corporation to talk about a recruiting program to bring skilled workers to our market. What else?

Response:
In South Florida, this phenomenon appeared three years ago in SWOT analysis. Most of my construction related clients clearly identified – when the recovery happens, we are going to run short of qualified technicians and skilled labor.

Two things contributed. First, when the recession hit hard, many immigrant workers (both legal and illegal) simply went home (and stayed). Second, many in our work force discovered air conditioning. Construction trades often work outside in the elements and for about the same money, the fast food industry offered work inside under air conditioning.

This resurgence in the overall economy has bolstered two cottage industries – recruiting and training. There are, indeed, industry associations that focus on this dilemma. The leader is an organization called Associated Builders and Contractors (ABC). They have a strong national organization and local chapters in every major and many minor markets. They offer a range of training from basic OSHA certifications to vocational training in specific skilled labor trades.

It’s funny. When we identified this problem three years ago, everyone pushed back and said they weren’t equipped to train or they couldn’t spend the time to train. Training took too long, they needed workers now. But, if they had jumped in with training programs two years ago, there would be a stream of graduates in the market, now.

Others pushed back, saying they could not take the risk of training. They feared they would invest in a person’s training and then have them leave the company. What’s more expensive? Training someone and having them leave, or not training someone and having them stay?

Next Leadership Series – Ft Lauderdale – Oct 13, 2014

Oct 13, 2014 kicks off our next Working Leadership Series in Fort Lauderdale Florida. This program contains twelve modules in six classroom sessions. The program instructor will be Tom Foster (that’s me).  

Who Should Attend? – This program is designed for Stratum III and Stratum IV managers who are currently in leadership roles.

Location – All classes will be held at Banyan Air Services in Fort Lauderdale FL, in the Sabal Palm Conference Room.
Banyan Air Services
5360 NW 20th Terrace
Ft. Lauderdale, FL 33309

If you would like to pre-register for the program, use the Ask Tom link, tell me a little about yourself and we will add you to the pre-registration list.

Schedule – Curriculum details below.
Session 1 – Mon, Oct 13, 2014 – Orientation – Role of the Manager – Time Management
Session 2 – Fri, Oct 17, 2014 – Working Styles – Communication
Session 3 – Fri, Oct 24, 2014 – Positive Reinforcement – Team Problem Solving
Session 4 – Wed, Oct 29, 2014 – Planning – Delegation
Session 5 – Mon, Nov 3, 2014 – Decision Making – Accountability
Session 6 – Mon, Nov 10, 2014 – Effective Meetings – Coaching

Location – All classes will be held at Banyan Air Services in Fort Lauderdale FL in the Sabal Palm Conference Room.
Banyan Air Services
5360 NW 20th Terrace
Ft. Lauderdale, FL 33309

Tuition – $1600 per participant. Vistage member companies receive a $100 discount per participant. This includes all books and participant materials.

Curriculum

Session One
Orientation. During the initial Session, participants will create both a company and a personal framework, setting expectations and direction for this program. Participants, through directed discussion, create the connection between the program course material and their day-to-day management challenges.

Role of the Manager. Introduces the distinction between supervisor and managerial roles. Clarifies the specific goals necessary for effectiveness. This module creates the foundation on which rest of the course material builds. Incorporates source material from Requisite Organization – Elliott Jaques.

Time Management. Introduces the textbook Getting Things Done by David Allen. (Text included as part of the program).

Session Two
Working Styles.
 Participants will complete a DISC survey (DISC is an online instrument published by TTI) and report on their own identified strengths and working style.

Communication. The largest challenge, for most managers, centers on issues of communication. This Session will introduce participants to a new level of conversational “reality.” Introduces the text, Fierce Conversations, by Susan Scott, as reference material. (Text included as part of this program.)

Session Three
Positive Reinforcement

This segment reviews the management research of Elliott Jaques and Abraham Maslow regarding “why people work.” Explores the role of positive reinforcement outlined in by Aubrey Daniels – Getting the Best Out of People.

Team Problem Solving.
 Expands Fierce Conversations to the group setting. Designed to move a group into “real work,” using a team problem solving model. Demonstrates how to build a team through problem solving.

Session Four
Planning.
 This segment introduces a results-oriented planning model, based on David Allen’s Getting Things Done, which participants can quickly use in any situation where planning would be of benefit.

Delegation. Participants are introduced to a specific model of effective delegation. Most managers hold certain mental blocks to delegation that prevents them from using this powerful developmental tool. This delegation model challenges these mental blocks so the entire team, manager included, can benefit from delegation.

Session Five
Decision Making
. This segment introduces three decision models that participants can use to make decisions in specific circumstances. All models can be used in a team setting or for an individual decision.

Accountability Conversation. Introduces a results-oriented method to hold individuals and teams accountable for desired results. This combines concepts of Time Span, QQT Goals and Management Relationships.

Session Six
Effective Meetings.
 Moves from theory to the practical application of team dynamics. How to run a more effective meeting.

Coaching. This segment takes the communication models we have previously used and integrates them into a conversation specifically designed for coaching subordinates.

If you would like to pre-register for the program, use the Ask Tom link, tell me a little about yourself and we will add you to the pre-registration list.