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.

The Journey

Leave a reply

“I know I need some help,” Ellen explained. “I am in a new role, I have to step up my game. I know you and I know that many people trust you to help them. I need you to teach me, so that I can become a better manager.”

“I am flattered,” I replied, “but I must tell you a story.”

There was a young woman searching for the meaning of life. She had heard of a wise man who lived at the top of a mountain, who, by all reports, could help in her quest. So she made preparations for the journey.

It was a long journey, traveling by foot. Many overnights before she arrived at the mountain. The mountain was not particularly dangerous to climb, but the path was another two days journey into a higher elevation.

Finally, she arrived, and sat with the wise man she had heard so much about. After explaining the reason for her travel, she asked the question. “Sir, what is the meaning of life?”

To which, the wise man quickly responded, “My child, Life is a River.”

The young woman was clearly taken aback. “I heard you were a wise man, so I traveled many days to arrive at your mountain, then traveled two more days into the clouds to speak with you about the meaning of life, and all you have to say is that Life is a River?”

The wise man looked directly at her, “You mean, it’s not a river?” -TF

Importance of the MOR Conversation

Leave a reply

July 16 kicks off our summer Leadership program here in Fort Lauderdale. For registration information, please visit www.workingleadership.com.
__
“So, the relationship between the supervisor and the line worker or the manager and the supervisor is all about the work. And that relationship is an accountability relationship,” I explained.

Sylvia nodded, so I continued, “What is the appropriate relationship between the manager and the line worker? What is the nature of the relationship for the Manager Once Removed?”

“It can’t also be an accountability relationship, because the line worker would then have two bosses. That’s a little schizophrenic.” Sylvia’s head turned. “But the conversation I was having with Muriel, our line worker, wasn’t about the work. I was interested in how she was doing as a person. I was interested in how she was adjusting, how she was finding things with the company.”

It was my turn to nod. Sylvia continued.

“As the Manager Once Removed, I think it is important to have those kinds of conversations. Her supervisor will talk with her about the work, making sure the work gets done. My role, as a Manager, is to create the system, monitor the system. It’s important for me to find out the condition of the system.”

“Is it also your responsibility to be grooming your next wave of supervisors?” I asked.

“Yes, and my next supervisors are going to come from my best team leaders. As the Manager Once Removed, I need to be having conversations about career paths and opportunities within the company.”

“And, as a Manager, do you also have an accountability relationship with the supervisor who reports to you?”

“Yes, and I can find out a lot about Vince’s performance as a supervisor by having a Manager Once Removed conversation with Muriel.”

Nature of the Relationship

Leave a reply

Our summer Leadership program in Fort Lauderdale kicks off July 16. For registration information, visit www.workingleadership.com.
__
“First of all, Sylvia, every company is a real company, even a company of three,” I replied. “As companies grow larger, the structure of how they work together becomes more complicated, for better or for worse.”

“Well, we have a good sized company,” Sylvia responded. “We have supervisors, managers, vice-presidents and a CEO. And we have an organizational chart.”

“So, let’s talk about those relationships and how they work best. A line worker reports to a supervisor or a supervisor reports to a manager. What is the nature of the relationship? What do they talk about?”

Sylvia struggled to describe this. Everyone knows, magically, how this reporting relationship works, but describing it is difficult.

“They talk about problems,” Sylvia started. “Problems with the work.”

“Or successes with the work,” I picked up. “But their relationship is around the work. It’s all about the work. This reporting relationship is an accountability relationship.”

Sylvia nodded.

“As a manager, when you have a conversation with a line worker, you are the Manager Once Removed. What is this conversation about? What is the nature of this relationship?”

“That’s what Vince objected to,” Sylvia quickly protested. “I felt that it was an appropriate conversation, but when Vince objected, I didn’t know what to say.”

“That’s because Vince was wrong. What is the nature of the relationship of the Manager Once Removed?” -TF

Undermining Authority?

1 Reply

It’s July and in two weeks, the summer will be half over. Don’t miss our summer boot camp for managers in Fort Lauderdale. It’s a six week program that kicks off July 16. For more information, visit www.workingleadership.com.
__
“He said that I was undermining his authority, that if I had anything to say to one of his team members, I needed to go through him and he would deliver the message. Otherwise, he said, Hands Off.” Sylvia was off balance. “I didn’t know what to say.”

“What did you say?” I asked.

“Well, I told him I was sorry, that I didn’t realize I had overstepped my bounds on his team and that I would try to be more considerate in the future.”

“And how did he respond?”

“He started talking about professionalism and that if I had worked where he used to work, that I would have been written up,” Sylvia replied.

“So, this place where he used to work, was this some sort of policy, that managers could only engage people one layer down in the organization?”

“Exactly. He said that if I had worked for a real company, I would have known that.”

Hands Off

Leave a reply

“Muriel is a line worker, who reports to her supervisor, Vince, who reports to me. Muriel has been here for six months. I am certainly not her supervisor, but I am the Manager Once Removed for her team. Her team is a very important element of my system,” Sylvia explained.

“What’s the problem?” I asked.

“I was talking to Muriel, just asking how things are going, about how she has adjusted to working here. That’s when the fireworks started.”

Sylvia had my curiosity. “Tell me more,” I prompted.

“Her supervisor, Vince, remember that Vince reports to me. Vince walked by, interrupted us, began grilling me on our conversation. I tried to tactfully excuse Sylvia from the discussion, but she had a scared look on her face.”

“What did Vince say?”

“I pulled him into my office so we could talk in private. He said that I was undermining his authority, that if I had anything to say to one of his team members, I needed to go through him and he would deliver the message. Otherwise, he said, Hands Off.”

Live With It?

1 Reply

“You may have hired the wrong person,” I said, “but you haven’t figured out exactly what’s wrong. You have a decision to make, with three alternatives.

  • Live with the situation, and continue to complain about it.
  • Terminate or reassign the person to a different role.
  • Redefine the role within the capability of the person you hired.

“You know, I can’t live with it,” Stella replied. “I, personally, have to fill the gap for any underperformance. And I have my own responsibilities. Every minute I steal away to cover for my supervisor is a minute away from my own tasks. I don’t see any way around it. This job really requires someone with a nine month Time Span. My supervisor has only demonstrated capability at around two months. I cannot take him under my wing and hold his hand.”

“What are you going to do?” -TF

Is It Too Late?

1 Reply

Stella’s disbelief faded to reality. “You’re right. That’s what I did during my interview, here. I tried to steer the conversation to my best qualities. I mean, I answered their questions, truthfully, but, you know, they didn’t really ask that many. They spent most of the time describing the job, what they expected and how great the company was.”

“You probably got more out of the interview than they did,” I replied. “So, what can we do different?”

“Isn’t it a little late, we already hired the wrong person.”

Preparation

Leave a reply

Stella was surprised. “Well, I don’t think he lied to me, but I guess I didn’t get what I needed from the interview.”

“Don’t feel bad. Most of the people on your interview team didn’t do any better than you. It’s a combination of things.

“First, candidates do much more preparation than you do. They re-write their resume customized to your job posting, have others review it, spend time with headhunters who coach them on what to say, and read interview books all designed for one specific thing. To beat you in the job interview.” -TF

The Perfect Questions

Leave a reply

“What do you mean, evidence?” Stella asked. “It’s an interview. If someone says they are up to the task, that they are interested in the challenge, that they really want the responsibility, what more can you get? I mean, I asked those hard questions.”

“Exactly what were the questions you asked,” I wanted to know. “Let’s list out those hard questions.”

“Okay,” Stella started. “I asked if he really thought he was up to the task? I explained just how difficult the job would be and asked him if he would really be interested in the challenge? I asked him why he wanted that level of responsibility?”

“So, you asked him the perfect questions, so he could lie to you?” -TF

Assurances

2 Replies

“Your new supervisor?” I asked.

“Yes,” Stella explained. “Everyone on the interview team agreed this was the best candidate, but it’s been two months now, plenty of time for adjustment and it’s just not working out.”

“And this candidate had worked at this level before?”

“Well, not really, but he said he was ready for it. That’s why he was leaving his old job, not enough challenge in it.”

“This is a supervisor position, what’s the time span?”

“Nine months,” Stella replied.

“Tell me, what is the longest task?” I pulled out a piece of paper to make some notes.

“It’s scheduling,” she continued. “Some of our equipment is very expensive, difficult to get and difficult to move from one job to the next. It can cost us $15,000 just for the riggers to relocate some of the pieces. So we schedule our logistics about nine months in advance. And when we schedule it, we stick to plan. Too expensive to do otherwise.”

“And your candidate provided evidence of nine month time span work in the past?”

“Evidence? No, but he assured us he was up to the task.”