“So, timespan helps us understand the dysfunction of having a manager who is too close, who struggles to bring value to the problem solving and decision making of the team?” I clarified.
“Too close, and also too far,” Pablo replied.
“How so?” I asked.
“You have had the experience of a manager who breathes down your neck, but have you also had the experience of team members too far away?” Pablo wanted to know.
“You mean, where a team member is more than one stratum level below?”
“Yes,” Pablo nodded. “And, how did that feel?”
“As a manager in that situation, frustrating,” I replied. “As a manager, I was dragged into the weeds, solving problems that should have been taken care of without me.”
“Timespan helps us determine, not only whether a person should be selected for a role, but how to accurately design the working relationships between those roles.”
“Like giving a person a more correct title?” I asked.
“Not at all, companies use job title all over the place. I don’t care about titles. When we accurately design working relationships, I care more about defining, in that relationship, what is the accountability and what is the authority?”
“Authority to make decisions and solve problems the way I would have them solved.”