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.

Innovate

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“I thought we already dealt with my inner critic,” Dalton complained.

“Oh, we did,” I replied. “But, do you think your inner critic is going to go away quietly? Your inner critic is already miffed that you allowed yourself permission to fail. You even went so far to explore alternative solutions.”

“And, the team came up with an idea that might work, but it’s a step that we don’t do, don’t have the resources to do and don’t know how to do. At least not easily.”

“Look, you beat your inner critic once. When your manager got on your case, your critic told you to blame it on late materials, a machine breakdown and finally, to blame it on Fred. How did you beat your inner critic?”

“I took responsibility. I gave myself permission to fail. Instead of blaming, I started to explore alternatives with my team.”

“And, you came up with a solution that you don’t do, don’t have resources for, nor the understanding to pull it off,” I nodded.

Dalton stared.

“So, figure it out,” I said. “Get your team together and figure it out. Innovate, man.”

Alternatives

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“Here’s the list,” Dalton announced. “We met last Friday, and here is the list. Some good ideas, some stupid ideas, some smart-ass ideas, we wrote them all down. Including this one idea that everyone thought was the best idea.”

“Problem solved?” I asked.

“You would think so,” Dalton replied. “We started with three problems that caused us to get behind schedule. Our materials were late, a machine broke down and Fred called in sick without actually calling in. We started work on the first problem, that our materials were late.”

“And, now, you have an idea how to resolve your materials problem?” I wanted to know.

“Yes, but,” Dalton started. “You see the original batch of materials arrived on time, but the whole batch turned out to be defective. We didn’t notice until we started the production run. Our first-part inspection failed, so we stopped the run. We found the defective material, checked the batch, all were defective. It was an easy fix for our supplier, but it took two days to get a replacement batch.”

“So, what was your team’s idea to fix?” I asked.

“That’s the problem. The team suggested a receiving inspection. You see, the defective batch was sitting in-house for two weeks before the production run. If we had checked the batch when we got it, we would have known about the problem with plenty of time to fix.”

“And, so?”

“But we don’t do receiving inspections. We don’t have the manpower, we don’t have the visibility on the schedule. Someone from purchasing just checks that we received the box, matches the packing slip, and that’s it. Even if they opened the box, they wouldn’t know what to check anyway.”

“Sounds like your inner critic is whispering in your ear again. And, if you listen to the whisper, that critic voice will get louder.”

Colors of Thinking

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“Generating alternatives? Green light thinking?” Dalton asked.

“Yes, the traffic light analogy. Green light thinking. How many alternatives do you want to generate?” I asked.

“As many as possible,” Dalton replied.

“Even if the alternative is silly, not feasible?”

Dalton nodded, “Yes, even if it’s a stupid idea.”

“In solving your team’s productivity problem, why would you entertain a stupid idea?” I pressed.

“You don’t know my team,” Dalton observed. “If my team comes up with an idea and I say it’s stupid, that will be the last idea they contribute. Not very productive if I want as many ideas as possible.”

“And, even a stupid idea may contain the spark that generates the idea that saves the day.”

My Way Highway

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“So, the solution to the productivity problem with my team requires curiosity?” Dalton wanted to confirm.

“Yes, become a curious child,” I nodded. “You see, you have grown up to an adult and your inner critic has become very sophisticated. Your judge has no empathy for you, your judge only wants resolution, even if your resolution doesn’t work. To reach a real resolution, you have to become a curious child.”

“You don’t mean childish?” Dalton wanted to know.

“No, I want you to see yourself as a child, have empathy for that child. Give yourself permission, yes, even permission to fail. With that, you open the doors to discovery. You have a very real problem with your team’s productivity. There are many alternatives between my way or the highway.“

Curiosity Did Not Kill the Cat

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“I don’t feel like a Jedi,” Dalton explained. “My head tells me to move to the next step, but my body feels resistance. The tightness in my chest is unsure.”

“Of course, you are unsure. The future is full of uncertainty and ambiguity,” I replied. “That is why you need all your creative energy to find the best path. With your judge looking over your shoulder, your body will win, taking you back to familiar patterns even though they did not work in the past. Under pressure, most people revert back to what seems familiar.”

“The resistance is the struggle?” Dalton asked.

“Your resistance is the first struggle. But, you don’t have to win completely, you just have to open the door to possibility. Your judge will keep you blinded to a limited set of alternatives, this way or else. It’s a familiar problem in parenting. Under pressure to bring a child into compliance, parents resort to repeating themselves, increasing frequency and increasing volume. If I told you once, I told you a thousand times. Even though it doesn’t work, the familiar pattern persists.”

“And?” Dalton tilted his head.

“And, the struggle against resistance is counterintuitive. You cannot fight it, you have to relax into it, give yourself permission to fail. Resistance only works when you are rigid and frozen. That is the source of the resistance. Discovery and exploration only work when you adopt curiosity.”

The Force

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“Okay, I’ll bite,” I said. “How did you get that from Star Wars?”

Dalton shifted in his chair. “Look, it all started with a calamity on the shop floor. Materials were late, a machine broke down and Fred didn’t show up for work. My manager was miffed because I missed our production target. I am not saying that my manager is Darth Vader, but that is the way I felt. Dark side stuff. Some of that dark side lives inside and I listen to it. My guess, we all listen to it. That is the source of my inner critic, my judge. I’ve lived with my judge all my life, so he is a familiar character. My judge knows me and is very persuasive, always providing a way out, projecting blame on everything around me, so that, should I fail, it is not my fault.”

“And, if that is what you believe, what does that do for your team’s problem?” I asked.

“It certainly doesn’t help me look at alternative solutions. In fact, looking for blame keeps me in the past where there is certain to be a scapegoat.”

“What changed?”

Dalton’s spirit was up. “May the force be with you. You said I had to give myself permission, even permission to fail. The force won’t help you unless you trust the force. I had to slow down, relax. Thank my inner critic for sharing the tightness in my chest. Armoring up to protect myself may provide defense, but it cuts off the creativity I need to solve the problem.”

“Young Jedi,” I pronounced. “You are ready for the next step. Discovery, exploration, creating alternatives that might solve your team’s problem.”

The Dark Side

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“Do you think that a change in your thinking can change the outcome of the circumstances with your team? Do you believe that a thought has the power to do that?” I asked.

Dalton was slow to reply. “My brain tells me that is so, but this tightness in my chest has me off-balance. My head says yes, my body says no.”

“So, who is in charge?” I tilted my face. “You know the body is just a connected series of neurons charged up with hormones and other chemical cocktails it produces. If your body could talk, what would that tightness in your chest be telling your brain?”

Dalton started to laugh, proving, in spite of the circumstance, that he had a sense of humor. “My body would be saying – Brain, you are up against a really difficult problem. As your body, we know there is a possibility of failure, so we have served up some chemicals to prepare you for defeat. Brain, we know that you have aspirations to solve your problems, but the body knows better. Do you feel that tightness in your chest? That tightness is just our resistance to your aspirations. We have been driving that resistance all of your life, and that is why it feels so familiar. We know you have aspirations right now, but if you would just put those off until tomorrow, or even next week, we will release the tightness in your chest. In fact, if you could find a smaller aspiration, a smaller problem, we wouldn’t put up such a fuss.”

I nodded my own chuckle. “Where did you get that?”

Dalton nodded. “Star Wars.”

Inside Critic

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“There is a next step?” Dalton repeated.

“Yes,” I replied. “Did you think that just having confidence was going to solve the problems your team is trying to work through? Positive thinking will only get you so far. We have to do a little reality checking. But, you can’t move to the next step until you cut yourself some slack. I know a physician in Kansas City who has a sign up in his office. WELCOME to my practice. Please understand that I don’t carry malpractice insurance, and I make mistakes all the time.”

Dalton erupted a light chuckle, but he saw the irony.

“If he is your doctor,” I continued, “and you are looking to lay blame for your illness, you’ve got the wrong doctor. But, if you are looking for someone to help you discover the best path to take, you may be in the right place.”

“So, what is the next step?” Dalton asked.

“I just told you. Discover the best path. But, you can’t go there until you give yourself permission to fail. You will not be able to clearly see possible alternatives. The judge inside you will cloud your thinking, create anxiety and generally stir up resistance to resolving your team’s underperformance. Your inside critic wants you to feel defeated before you even start.”

Moving from Calm

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“Sometimes you have to slow down to go fast,” I repeated. “How do you find calm?”

“That’s a very strange question,” Dalton replied. “Every part of my body wants to move fast. My manager wants this fixed, now.”

“Let’s temporarily set your manager aside,” I said. “What, inside of you, makes you want to fix this now?”

Dalton struggled with the question. He finally breathed. “If I don’t fix this, now, I will have failed. I was just promoted to manager two months ago, I was proud. Now I am failing. Maybe I was promoted by mistake. Maybe I don’t have what it takes to be a manager.”

“Which part of you is thinking that?” I asked. “What part of you is telling you that?”

Dalton’s eyes darted the room, looking for an answer. His vision finally settled in his lap. “It’s just a feeling, a tightness in my chest,” he finally said. “I feel it now. It feels bad, and as long as I feel this way, I don’t know what move to make.”

“Who else do you think you might disappoint?”

“I think about my father. He passed away seven years ago, but he is still on my mind.”

“And, what would your father say to you right now?”

“He wouldn’t judge me. He would probably tell me that he had confidence in me.”

“Can you give yourself permission to say the same thing?” I asked.

Dalton thought, and nodded. “Yes.”

“Then, we can move to the next step,” I said.

“There is a next step?”

Calm

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“But, there were reasons that the team didn’t hit their output target. Materials were late, a machine broke down, and Fred didn’t show up for work,” Dalton explained. “Ever since I got promoted from supervisor to manager, it seems like everything lands on me.”

“Indeed it does. How does that feel?” I asked.

“I fell overwhelmed. There are so many more moving parts. And, my manager expects me to anticipate and prevent things going wrong.”

“So, what do you think is causing your distress?” I prodded.

“It’s my manager, all the stuff that is going on around me,” Dalton commiserated.

“And, how do you feel about that?” I continued.

“Frozen. I don’t know what to do next. When I was a supervisor, I just had to react and fix. But, now, fixing doesn’t happen fast enough. There is too much going on,” Dalton breathed.

“How do you find calm?”

Dalton stopped. “Calm?”

“Sometimes you have to slow down, so you can go fast. How do you find calm?”