Author Archives: Tom Foster

About Tom Foster

Tom Foster spends most of his time talking with managers and business owners. The conversations are about business lives and personal lives, goals, objectives and measuring performance. In short, transforming groups of people into teams working together. Sometimes we make great strides understanding this management stuff, other times it’s measured in very short inches. But in all of this conversation, there are things that we learn. This blog is that part of the conversation I can share. Often, the names are changed to protect the guilty, but this is real life inside of real companies.

Promoted to Manager

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Now, we were in a pickle. Our top salesperson for last year, $450,000 in gross sales, was on the chopping block to be fired.

In January, he had been promoted to sales manager, moved to a guaranteed salary equal to last year’s total comp, and now he was failing. Relieved of all, but the most critical accounts, he was supposed to be leading the sales group, holding meetings, inspiring, helping others to set targets and holding them accountable. As a salesperson, he was great, as a sales manager, he was the pits.

Classic mistake. Take your best producer, whether it is in sales, production or research and make them the manager. Management requires a totally different skill-set, with a high interest in getting people to work together, miles apart from producing technical work.

Once done, tough to get undone. No one likes to move backwards. Most importantly, whose fault was it?

How To Measure Time Span in a Role

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Marge was frustrated. “I am fed up to here,” she stated flatly. “”I spend more time correcting than I do controlling the work.” She had just paid a visit to the shipping dock. Four orders, mis-packed and two orders with the wrong ship address. Luckily, the errors were discovered before the freight company picked up, but the orders would now be delayed another day.

“What do you think the problem is?” I asked.

“Well, Martin just doesn’t seem to be catching on. He has been here for five weeks, now, and I swear it’s like he is still in his first week. He is supposed to be matching and proofing orders and picking tickets, catching mistakes before they get out the door.”

“When you look at his job, how would you describe the longest task he has to perform, longest in terms of time frame?”

Marge thought for a minute. You could see some insight wave across her face. “He gets an advance report every Monday that looks two weeks out for orders and their target ship date. It’s like a rolling two week calendar. Of course, the orders during this week are much more definite, but we want him to think out two weeks.”

“And how far in the future do you think he is working?”

“Oh, no more than one day. If you ask him about tomorrow, you get that deer in the headlights look.”

“Did you ever think about that when you hired him?” I asked.

“No, he had experience as a packer, but not as a supervisor. I never thought it would be that big of a deal to really control what was happening.”

“Marge, don’t feel bad. Most companies underestimate the time span required for success in the job. And if you key in on time span, you can get much more specific about the level of the person you need. Here is the key question. When you look at the job, how would you describe the longest task the person has to perform, longest task in terms of time frame?”

How to Communicate Company Culture

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“I need each of you to become an author,” I said. The management team looked at each other. I saw a set of eyes roll in the corner. I smiled.

“I need each of you to write a story.” I stopped for dramatic effect. “The story will only be four sentences long.” I could see a silent sigh of relief wave across the room. “In fact, we are going to write that story right now. To make it easier, you will all work with a partner. So, pair up. Let’s get going.”

We had been working on how to communicate our list of values throughout the organization. The idea was to create a story, four sentences long, that captured a positive example of a behavior aligned with one of the values the group had selected. Each manager in the group would be an author. In the room, we had vice-presidents, managers and supervisors. All told, twenty-three members of the management team.

Once each week, a story, written by a member of the management team, would be included in the weekly paycheck of each employee in the company.

In ten minutes, twenty-three stories were created and signed. We had a volunteer from the clerical staff to collect and type them all up. We were covered for the next twenty-three weeks. Better than a teamwork poster on the wall. Meeting adjourned.

How to Create Interview Questions on Culture

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As I walked through the entry way to the lobby, I noticed Miguel had posted the list of values in a cheap plastic frame next to the Mission Statement. I ducked into the conference room. Miguel sat up. “I know, I know,” he said. “At least it’s a start.”

I stared at him. “No impact. It’s not even a start!”

The rest of the management team huddled around, taking their places at the table. “Look,” I continued. “You have done a lot of work, but until you breathe some life into these values, communicate them as part of your culture, you might as well have stayed in bed.”

We worked the values list for thirty minutes, and in that short time, a series of ideas was constructed. There were details and accountabilities.

Hiring topped everyone’s list. That meant identifying behaviors connected with those values and constructing interview questions for those behaviors. We spent ten minutes brainstorming those questions. Interestingly, that ten minutes revealed more about the meaning of those values and how they would positively impact culture than any framed poster on the wall.

On teamwork, we asked ourselves, “How does a person behave, who values teamwork?” Then we constructed questions for those behaviors.

  • Tell me about a project you worked on, where teamwork was important?
  • What was the project?
  • How long was the project?
  • How many people on the team?
  • What was your role on the team?
  • What was the critical element in this project that made teamwork important?
  • When the team worked well together, what was happening?
  • When the team did not work well together, what was happening?
  • What did the team adjust to work better together?
  • What did you, personally, have to adjust to make the team work better together?

We amplified those questions by circulating an email copy to several other committees and groups in the company. We got lots of feedback and suggestions for more questions. Values are important, but you cannot interview for values, you can only interview for behaviors (connected to those values).

How to Connect Values to Behaviors

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“It’s a good list,” said Miguel. The list had emerged from a values exercise the week before. After an extensive word pairing process, some heavy lobbying, push back, protest and negotiation, this was the list that made it.

“So, now you have a list,” I said. “What do you do with it?” Miguel’s eyes brightened, then his brow furrowed.

“I’m not sure. I guess we could print it out on fancy paper, frame it and put it on the wall next to the Mission Statement.”

I stared straight at Miguel. “Dude, you are going to have to do better than that.”

Miguel nodded in agreement.

“Get your team back together and take this to the next step. If you want to create a positive culture, you have to live by your values. Everything you do as a company should support these values. You have to identify the stories, the examples and the people. Then you have to amplify them. You have to amplify them in meetings, newsletters, memos and emails.

“Get your team together and figure it out. In what way can we communicate our values and the behaviors connected to those values to every person in the company. Frequently.”

How to Define Company Values

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Twenty three people milled about the room. We had gathered together to talk about culture. Culture is that unwritten set of rules that governs our behavior as we work together. With such a large group, from vice-presidents to managers to supervisors, we broke into six smaller groups so quick discussions could occur. The CEO was in the back of the room with strict instructions to simply listen.

“On the table, everyone grab a little stack of sticky notes. Please identify five values that you believe are important in guiding our behavior as the company works together. Write one value on a separate sticky note.” Within 90 seconds, most had completed the assignment. Each small group was given another 90 seconds to share their responses, to make sure each person had five sticky notes. We were three minutes into the meeting.

“We have a big white board up here. I know it will get noisy, but everyone stand and come stick your five values to the board. Once all the notes are on the board feel free to group all the duplicates together and then sit down.”

And so the room was thrown into chaos for a few minutes. In the end, 62 different values were represented on the board. Those 62 values were quickly and randomly rearranged into 31 pairs of words.

“This next step is like a double-elimination tournament for a softball game, only quicker. For each random pair, we are going to vote on which value best represents what we want for our collective culture. The winners will go on one side and the losers on the other. Then we will pair all the winners and pair all the losers. To get off the board, the value has to lose twice, so a losing value could earn its way back to the winner’s side of the board.”

The voting went quickly. As the selections went from 62 to 31, down to 12, we then broke into group discussions to get the last 12 down to six. Groups were allowed to advocate for their most important values. In the end, we had five values, with very clear understandings what behaviors were connected to each. The process had taken an hour and a half. Our next meeting was scheduled for the following week.

How to Build Intentional Culture

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The management team was assembled in the conference room. Culture was the topic of the day.

“You can either try to get people on board with your culture, or you can build the culture that people want to get on board with. Which is it going to be?” I asked.

Since Miguel called this meeting, everyone looked at him. The silence worked its discomfort. I broke the group into teams of two. Erica’s team was the first out of the gate.

“I don’t think you can talk people into it. The culture has to make personal sense and they have to believe it is really true. People can smell a pig no matter how much lipstick is on it.”

“What do you mean, it has to make personal sense?”

“I mean the values of the company have to be close to the values of the person. If there is a conflict, either the company has to change or the person has to go find another company.”

“Do you think culture comes from values?” I continued to probe.

Erica wasn’t sure where this was going, but she had already stuck her neck out. “I think culture is the collected values of every person who is a member of the group. Culture is that unwritten set of rules that governs our behavior as we work together. It sets the expectation, creates the environment in which we work.”

“So, would you agree that the first conscious step toward a positive culture is to actively collect the values of each member of the group?” I stopped. “A little scary, perhaps. Until we collect the values, we can get away with ambiguity. Once we collect the values, there is no place to hide.”

How to Delegate, Not the Right Question

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“I guess I am feeling a little burned out,” Cynthia said. “There is just so much to do, now that I am a manager. I feel stretched, way stretched.”

“How did the manager, before you, handle all of this workload?” I asked.

“Oh, that was different. I am still working all my old job responsibilities, plus my new responsibilities as manager.” Cynthia stopped. “So, I am working twice as hard. No wonder I feel burned out.”

“Who do you plan to give your old responsibilities to?”

“Well, I am trying,” Cynthia continued. “I just haven’t figured out how.”

“Wrong question,” I said.

“What?” Cynthia was startled.

“Wrong question,” I nodded. “You will never make any headway figuring out how. You will only make headway when you figure out who. The solution is almost never a how, it’s almost always a who.”

“So, I should stop trying to figure out how I am going to get it all done and focus on who is going to do it?” Cynthia was surprised at her own question.

She knew the answer.

How to Hire an Energetic Project Manager

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“We think our problem is not having enough candidates respond to our ad in the newspaper,” lamented Joanna. “Or maybe it’s just that the people who show up aren’t even close to the type of person we need to fill the position.”

“First, let’s look at your ad,” I said, reaching across the desk.

Looking for a construction Project Manager with 3-5 years experience. Must have positive attitude and ability to relate to building owners. Knowledge of permitting process in South Florida helpful. Health insurance and 401k. Must be a team player.

“And how would you describe the applicants you are getting? Do they have the required experience?”

Joanna nodded, “Oh, yes, they have 3-5 years experience, but they aren’t very energetic. They wouldn’t last around here for more than a week.”

“Tell me Joanna, what kind of energy do you think you have in the ad? Does the writing portray the sense of urgency that goes on around here?”

“Well, not really,” she replied.

“Let’s try to put a little zip in the step.”

Commercial contractor in South Florida looking for a top-flight Project Manager. Our clients demand a quick-response person in this critical position. We work under tough building codes with stringent enforcement, so ability to get along with inspectors is important. Aggressive compensation and benefits package are part of the deal. Send us your resume or apply online through the employment section of our website. We need you now, let us hear from you today.

“Now, that’s better.”

How to Hire a Retail Store Manager

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From the Ask Tom mailbag:

Question:
We just completed an aggressive plan to expand our small chain of retail stores. Our main constraint in adding more stores is our inability to predict what profile, traits or backgrounds to consider for our future store managers.

Do you have a predictive model or process for hiring new store managers?

Response:
Here is a desirable characteristic, have they ever managed a retail store before? I know that is not what you wanted to hear. I know you were looking for a paper and pencil test that someone could take, push into a computer to get a screen result that says, “Shazam, I think you got one, here!!”

It’s not about a profile, it’s all about the work. Define the work well and interview for the work. Here are the four absolutes.

  • Does the candidate have the capability for the level of work defined in the role?
  • Does the candidate possess the necessary skill for the level of work defined in the role?
  • Does the candidate have interest or passion for the level of work defined in the role?
  • Does the candidate exhibit reasonable behaviors for the level of work defined in the role?

Each of the four absolutes hinges on defining the level of work? Your question did not describe the size or scope of the store operation. That is where I would start.

Is the store a small boutique store, where the store manager also doubles as the manager of the day (MOD) and head cashier? Are there only two floor personnel in the whole store at any one time, covering two retail shifts from 8a-10p, including opening and closing? Is all purchasing, merchandising and planogramming dictated by headquarters based on off-site computerized inventory systems? These characteristics point to a level of work at Stratum II (S-II).

OR

Is the store a medium size store with multiple checkout lanes, 10-12 floor personnel at all times, where there is a manager of the day (MOD) in addition to the store manager? Is all purchasing, merchandising and planogramming still dictated by headquarters based on off-site computerized inventory systems or does the manager have discretion on inventory levels based on geographic preferences and seasons? These characteristics point to a level of work at S-III.

OR

Is the store a large box or multi-department retail environment with 20 plus floor personnel at all times where there are departmental managers, an MOD and a store manager? Does this manager participate, providing input based on judgment, for decisions related to purchasing, merchandising and planogramming? Does this manager participate, providing input based on judgment, for planning scenarios for the coming selling seasons beyond 24 months? These characteristics point to a level of work at S-IV.

First, define the level of work, then circle back to the four absolutes and craft your interview questions. For more details, and there are lots of details, you can comb these archives under the category Hiring Talent. Or you could pick up a copy of my latest book, Hiring Talent, available at Amazon or Barnes and Noble.