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.

It’s Not a Gamble

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Greetings from San Jose. I would like to welcome our new subscribers from Sacramento.

“I just don’t know if he can do the job,” lamented Morgan. “It always seems to be a throw of the dice.”

“Why should it be a gamble?” I asked. “Why shouldn’t you be absolutely certain if Randy can do the job? He has worked here for two years.”

“Yes, but he has never been a supervisor before. And if we promote him and he can’t do the job, we will be stuck. We will either have to demote him or fire him. And demotion doesn’t work very well.”

“How can you be sure that he can perform all the tasks of a supervisor before you give him a promotion?” I probed.

Morgan had a blank stare for a moment, and then he realized it was a leading question. “You mean I should give him the tasks of a supervisor before I promote him?” Morgan was smiling now.

“Yes, not all at once. If you test him with project work, identical to the tasks of a supervisor, over a six week period and he is successful, you promote him. If he fails, you just stop giving him supervisor stuff.”

WHO is on the Team?

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Greetings from Sacramento.

From the Ask Tom mailbag –

Question:
What do you feel are truly the most effective skills that I need to think about as a new manager?

Response:
Hiring and firing, top of the list. The most important skill for any manager is the ability to select the right team members. This makes all other management skills seem like a walk in the park.

The manager who selects the wrong team members will forever spend time trying to fix the problems that come from hiring mis-steps. And that time spent trying to motivate, coach and correct behavior will be frustrating, life will be miserable.

Take a sports team and put them up against any other team. To pick the team who will win the game, you only have to know the answer to one simple question.

Who is on the team?

Pick the right players and your life as a manager will be wonderful. Hiring and firing, top of the list.

My apologies to Michael Cardus for immediately using a sports analogy after his post yesterday, Sports Teams are not Work Teams. Quite good. Take a look.

What Matters in the Interview

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Winging my way to Sacramento today, for a workshop tomorrow on the research of Elliott Jaques. Working with Lonnie Martin’s Vistage group.

Our 2012 edition of Hiring Talent kicks off today. This online program is now self-paced, on demand. For more information, follow the Sign-Up link.

This didn’t come from the mailbag, just a real conversation.

Question:
We’re glad that you’re here. We have a candidate down the hall. Our interview team has talked to him and everybody likes him. Can you spend a few minutes and see if you like him, too?

Response:
Sounds like an innocent question. But, no. Whether or not I like a candidate, makes no difference in the selection process. If you want to sit down with a role description and determine what capability, what skills, values and behaviors we need in that role, then you and I can have a conversation. Our conversation will help to craft 50-60 questions to ask the candidate.

But, in the end, I am not accountable for the performance of the selected candidate, it’s the hiring manager. I get to go home, the hiring manager is accountable for the output of the team. Part of that accountability is for the selection of team members.

Doesn’t matter if I like the candidate.

Undermining Authority of the Hiring Manager

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“But I don’t want to undermine the authority of the Hiring Manager,” Rene repeated.

“This is not a question of undermining authority. In the end, who will be accountable for the output of the new hire?” I asked.

“That would be the Hiring Manager.”

“So, who will make the final selection out of the candidate pool?”

Rene glanced at the ceiling, “The Hiring Manager.”

“So, you are not undercutting the authority of the Hiring Manager. You are ensuring that a specific process is followed. Your most important contribution has to do with the candidate pool than the final selection. It is your role and the role of the Manager-Once-Removed to create a selection process that ensures the Hiring Manager makes the right decision. While I hold the Hiring Manager accountable for the output of the new hire, I hold the MOR accountable for the output (the decision) of the Hiring Manager.”

Next Monday, January 23 begins the Orientation for our online program Hiring Talent. Follow this link to sign up.

Do Not Sit Silent

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We have been following the story the past few days of Rene, who had been asked to participate as a senior manager on a hiring team. Rene was NOT the Hiring Manager (who will ultimately be held accountable for the output of the new hire), nor the Manager-Once-Removed (who will be held accountable for the quality of the decision of the Hiring Manager). Rene’s role was to participate, and in most companies, the accountability and authority of that role remains undefined, most of the effort is wasted.

Neither Rene nor the hiring team knew what to expect of her. Rene’s participation on this hiring team was NOT a managerial role, carried no managerial clout, yet had distinct cross-functional accountability and authority. Rene was playing a collateral role at Stratum IV, collateral to the Manager-Once-Removed.

The collateral cross-functional role carries three distinct characteristics.

  • Rene has clear access to the MOR (and the Hiring Manager) to persuade
  • Rene has clear access to the MOR (and the Hiring Manager) to explain
  • If there is disagreement between Rene and the MOR, then they must do what the CEO expects them to do. If that expectation is not clear, they must consult the CEO for clarity.

So, Rene has clear accountability and authority. If Rene observes that a defined process is not being followed, I would hold her accountable for approaching the team to explain the process and to persuade the team to follow the process. It is not Rene’s role to sit silent in those meetings.

Shortcuts in the Process

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“But, I am not the Hiring Manager. I don’t want to undercut the authority of the other people on the team,” Rene explained.

“I didn’t ask you undercut authority. I asked how you, as a senior manager in the company could bring value to this hiring process, even if you were only asked to be an observer. You observed an ineffective process. In what way could you have improved it?”

“I guess I could have insisted on a Role Description,” Rene replied.

“Exactly, as a member of the hiring team, even an observer, you can insist that a process be followed. How could you possibly be of assistance in a hiring process without an up-to-date Role Description?”

“Okay,” Rene hesitated, “but I am not the Hiring Manager driving this process. I am not even a member of this department.”

“Look, the hiring team thought enough of you to ask for your participation. I am often in the same boat, as an outsider. I have no authority inside the company, but I get invited to help. The best help you can provide is to insist in a defined process and that elements, like writing Role Descriptions, don’t get shortcut.”

The Effective Observer

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“I know you were asked to sit in on the hiring decision, and that you felt you were just an observer in this process, but you still feel responsible for what may turn out to be a poor hiring decision. What could you have done differently?”

Rene searched the corner of the room for an answer. “By the time we got into the interview room, I felt powerless to step in. I was not the prime interviewer, not the Hiring Manager.”

“You are right,” I insisted. “Your role, as an observer could have been much more powerful, much more effective in this process, but only if you had started earlier. Where do you think you should have dug in?”

“Well, I mean, I don’t even think they had a Role Description. How could I have helped, if they didn’t even do the basic groundwork?”

“Indeed,” I smiled. “How could you have helped? What groundwork could you have insisted on? Don’t think that just because you are an observer, you can’t have influence on the quality of this process. What groundwork could you have insisted on?”

An Observer on the Hiring Team

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Rene was frustrated. “I was asked to sit in on this hiring committee,” she began. “I am not the Hiring Manager, not even the Manager-Once-Removed, but I was asked to be a member of the Hiring Team. We sit with the first candidate, asking questions for about ten minutes, then the Hiring Manager spends 25 minutes talking about what a great company this is.”

“And?” I prompted.

“And the candidate walked out, the Hiring Manager turned to me, said he kind of liked the guy, and wanted to know what I think. I don’t know what to think.”

“You didn’t ask any questions during the interview?”

“No,” Rene replied, gathering her thoughts. “I was just asked to sit in on the decision. I thought I was playing the role of the observer.”

“And what do you think will happen?”

“I think we are going to hire this candidate and we don’t know anything about him.”

“Yet, even though you were the observer, you feel responsible for what may turn out to be a poor hiring decision?”

“Yes!” she responded, shaking her head.

“What could you have done differently, as an observer?”

Production of Software Code

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From the Ask Tom mailbag –

Question:
I understand the concept of Time Span as it relates to a manufacturing environment, based on the the examples you used in your workshop. Our company is a software company, we write code, software as a service based in the cloud. Having trouble translating Time Span to this model.

Response:
The first piece of translation is to calibrate your production activity. In a manufacturing environment, production (individual direct output) is most often calibrated as a Stratum I role (Time Span tasks – 1 day-3 months).

Software programming (production of software code) requires a higher level of capability. Task assignments to write code that produce specific software functions, appear to fall within a short Time Span. A coding project might take two weeks to construct, code, de-bug, and test. Seems like a short Time Span task. But in the role of a programmer, the longest Time Span task (which calibrates the complexity of the role) may have less to do with programming and more to do with learning.

I often ask programmers, if you stopped learning about new routines, new programming objects, how long would your code be effectively written, current with the state of the art. The joking response is five minutes, but the real answer is somewhere between three months and one year. It’s not that their published code would stop working, but there are more efficient routines and ways of manipulating code invented every day. Time frame to obsolescence is somewhere between three months and one year.

A good example of this is the move to HTML 5. HTML 5 solves the current dilemma in the way video is handled on the internet, particularly with mobile computing, in a dispute between Apple and Adobe. Adobe would like all video to be handled using its Flash player, Apple says HTML 5 makes the flash player obsolete (and refuses to support it in their iPad and iPhone products). It will take some time for adoption of HTML 5, but programmers are having to learn its new routines. A year from now, programming code that ignores HTML 5 will still work, but fall short of generally accepted programming standards. So, the longest Time Span task, for a programmer, is not necessarily producing code, but continuously learning about new developments in code construction, requires minimum Stratum II capability (cumulative processing).

But writing code is not the whole story. A simple stand-alone function is useless. Software typically contains hundreds of functions collected together in a system that creates value for the user. Stringing those functions together requires Stratum III capability, a serial state of thinking. So, you may have programmers, but somewhere in your personnel mix, you will have a manager, also likely a skilled programmer, who decides how the functions are put together.

But a software system is not the whole story. Software systems, to be truly valuable are integrated with other software systems, with interoperability hooks, not only among internal software systems, but external software systems, like Facebook and Twitter. This integration will likely require a manager with Stratum IV (parallel processing) capability.

All of this discussion centers around production. Software companies have other disciplines which must also be integrated, like sales and customer service. Effectively integrating those systems into the mix requires Stratum IV and Stratum V capability.

Levels of work
Stratum IV – Parallel processing
Stratum III – Serial processing
Stratum II – Cumulative processing
Stratum I – Declarative processing

Over-Confidence

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From the Ask Tom mailbag –

Question:
What do you do when a person wants a job that, as their manager, you KNOW is beyond their capability?

Response:
A false sense of his own skill level is not such a bad thing. Between you and me, let’s call it self-confidence, perhaps over-confidence. Some managers may try to adjust a person’s over-confidence by calling them out, chopping them off at the knees or otherwise belittling them. Waste of time. In fact, counterproductive.

Marcus Buckingham, in his book, The One Thing You Need to Know describes a superb managerial response. He assumes that, in some cases, over-confidence may actually be helpful in the face of a true challenge. So, rather than try to adjust this young man’s confidence level, spend time asking him to articulate the difficulties of doing a high quality job in his role with the company.

Most people underestimate the real difficulties, which contributes to over-confidence and also contributes to under-performance. Don’t cut this person off at the knees. Talk about the work. It’s all about the work. Your job, as a Manager is to help the person explore those difficulties.