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.

People System

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Kristen put away the psychological profile. “Okay, you’re not going to look at this. You want a job description. But I can’t just write a job description, you really want a system?”

“Yes, a system,” I replied. “Take these elements, put each element into a circle, then put arrows between each circle. You may add and take away elements. This picture will represent your system.

  • The work
  • Roles doing the work
  • Roles making sure the work gets done
  • Job description for each role, broken into Key Result Areas, including tasks, goals and time span
  • Ten questions specific to each Key Result Area (6 Key Result Areas = 60 written questions)
  • Job posting
  • Resume review
  • Screening phone calls
  • Telephone interviews
  • Face to Face interviews
  • Skills Testing
  • Selection Matrix
  • Reference checks
  • Background checks
  • Offer (contingent)
  • Drug Testing
  • Offer (confirmation)
  • Orientation
  • Training
  • Productive work
  • Assessment
  • Training (more)
  • Career pathing

“Tweak your system, work your system.” -TF

Far Down the Urgency Scale

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“You are right,” Kristen relented. “I really am too busy. My priorities are focused on short term fires. I feel like all I do, all day long, gets consumed with management issues and keeping people motivated. I don’t have time to work on basic stuff like writing job descriptions. When I look at doing that, it is so far down my urgency scale, I almost think writing a job description is silly.”

“What would be the payoff?” I asked.

“The payoff? I can’t even think about the payoff. I could write a job description and then I would have a job description, but I would be further behind dealing with all the crap,” she explained.

“Kristen, you are not unlike most managers,” I nodded. “If you could truly focus on getting the right people, most of the crap you deal with would largely go away.

“Stop working on crap and start working on systems. Your life will only improve when you start working on systems.” -TF

Not High Enough Priority

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“So, let’s call her right now, offer her the position, straight away,” I suggested.

“But, you haven’t even read the profile,” Kristen protested.

“I don’t need to read the profile,” I replied.

“But if you don’t read the profile, how can you know if this person will be able to do the job?”

“That is an excellent question. How can we know if this person will be able to do the job if we don’t have a job description to help us read the profile?”

“Well, we have the job posting.”

“Kristen, I read the job posting. There is more in here on company benefits than there is on expectations. I think you don’t want to do the work to figure out what we expect from the position.”

“It’s not that I don’t want to do the work, I just don’t have the time. I have a lot of other important things I need to be doing,” Kristen insisted.

“It’s not that you don’t have the time. You have as much time as you need. It’s just not a high enough priority.” -TF

But, It’s Quick

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“Before I look at the personality profile, let’s take a look at this job posting and see if we can create a job description that will help us,” I insisted.

“Do we really have to?” Kristen pushed back. “You know, if we don’t make a decision quickly, I’m afraid this person might take another job. That’s why I asked you to come in this afternoon, to look at the profile assessment.”

“So, you would rather make a wrong decision this afternoon than a better decision tomorrow.”

Kristen was exasperated. “I don’t think we can wait until tomorrow. I told the candidate we would call her with a decision before the end of today.”

First Mistake

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“Here it is,” Kristen announced. “I couldn’t find the job description, but here is the job posting that we put on the internet.”

“So, you don’t know if you have a job description?” I asked.

“You know, we were in such a hurry to get this posted, I don’t think we actually wrote a job description.”

“So, how will you evaluate the candidates who respond?”

“That’s why I asked you to look at the profile assessment. Everything is there. That’s why I think we have a good candidate,” Kristen curtly replied.

“Oh, really,” I mused.

“Yes, based on this personality profile, I think this is someone I could really work with.”

First Step in the System

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“I think we have a good candidate, here,” explained Kristen. “Profile looks great. I think it’s exactly what we are looking for. Let me show you.”

“The profile assessment, the one about dominance, influence, sociability factors and compliance behavior?” I replied.

“Yes, the profile looks great,” she repeated.

“Before I see the profile, can I look at the job description?”

Kristen stopped, a puzzled look on her face. “Yes, the job description. I know we have a job description, but, it must be in my office. Here, you can look at the profile while I go see if I can find it.”

“Tell you what? Why don’t you go see if you can find the job description, while I go get a cup of coffee.”

“You don’t want to see the profile?” she urged.

“Not really, not yet.” -TF

The People System

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From the Ask Tom mailbag:

Question:
You have talked about Managers and systems. And you’ve described the most important system for a Manager as the People System. What’s inside that system?

Response:
There are three primary accountabilities for any Manager.

  • First, is that the Manager is responsible for the output of the team. I don’t listen to excuses that some team member failed to perform, or some other team member fell short. I hold the Manager accountable for the output of the team.
  • The ingredients that support that output are the ability of the Manager to assemble the team together. This has a great deal to do with identifying and selecting talent.
  • Once assembled, the Manager must lead the team to work together, competently and with commitment in pursuit of the goal.

Failure in any part of this system falls to the Manager. -TF

A Bonus Problem

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“This has nothing to do with bonuses,” Dean protested.

“As I look at these goals, each attached to a bonus, every team has an internal goal, based on some efficiency. The highest efficiency for each team can best be achieved by ignoring the goals of the other teams.

“Here is the central question,” I continued. “Do you think the company can be most effective by making each of its internal departments most efficient?”

“Well, yeah,” Dean replied.

“It seems counterintuitive, but for the company to be most effective, some of the departments may have to be less efficient.”

Dean looked puzzled.

“Look, Dean, of your four departments, which is the slowest, the department that everyone has to wait for?”

Dean looked at a chart with his four teams. Red, blue, green and orange. “It’s the green team. They’re the bottleneck. We would put more resources in there, but they are too expensive. We just do the best we can.”

“And when everyone is focused on their own stuff and not paying attention to the green team, what happens?”

“Well, the blue team feeds them work. But the blue team works most efficiently in batches, so they feed zero work for two days, then dump a bunch of work on the green team at the same time. The green team can only work so fast, so everything stacks up there and everything goes late.”

“So, why doesn’t the blue team work in smaller batches and feed work sooner?” I asked.

“Well, if the blue team works in smaller batches, they can’t produce enough to make their goal. And their goal is tied to their bonus.”

“So, you have a bonus problem.” -TF

Not a Failure to Communicate

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“I don’t understand,” Dean complained, disappointed with a botched handoff between two of his departments. “We had a meeting about the need to communicate better in the middle of the project. Both sides dropped the ball and everyone is playing the blame game.”

“Yes, but did they get their bonus?” I asked.

Dean looked at me like I was from Mars. “We’re not talking about bonuses, here. We have a communication problem.”

I was looking at pre-project package. It clearly pointed to several team goals for each of the four teams that had to coordinate on the project. And there was a $2000 team bonus tagged to each goal.

“You think you have a communication problem. I think you have a bonus problem.” -TF

Complain to Upper Management?

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From the Ask Tom mailbag:

Question:

How do you handle Managers who take credit for your work (my immediate manager and his boss)? My immediate manager does not know the job well and depends on everyone for support. The operation has downfalls due to his shortcomings. Only a few immediate individuals know the truth and feel uncomfortable going to upper management.

Response:

The Manager and the Manager-Once-Removed are both absolutely responsible for the output of their teams. I hold them both accountable for the team’s successes and the team’s failure. So, they DO get the credit when times are good and they shoulder the blame when things go bad.

And often, it is not necessary that a Manager have in-depth technical knowledge. That’s what the team is for. I often lead teams where I have zero knowledge of their internal processes or technology.

So, my concern is for the downfalls in operations. Why are they happening? And how can we get better in the future? I use the following questions to debrief. You might be able to share these with your boss so your team can make some progress.

  • What did we expect?
  • What did we do well?
  • What went wrong?
  • What can we do next time, to prevent that from going wrong?
  • When will we meet again?

When the team focuses on these questions, things begin to change. Complaining to upper management accomplishes little. -TF