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.

A Tough Session

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Cheryl was waiting in the conference room when I arrived. I could see that her meeting had some unexpected twists.

“I felt like I had been fed to the wolves,” she started. “You were right, they said the problems with the finished goods were my problems. They said that I was responsible for the 2 percent increase in failure rate.”

I nodded. “So, how did your stomach feel?”

Cheryl looked genuinely pissed, but maintained her composure. “It was upside down. You could have cut the tension with a knife.”

“That’s good,” I said. “When your stomach is upside down, you are almost always talking about a real issue that needs to be out on the table.” Cheryl may have been looking for sympathy. “So, what did you say?”

“I practiced that stupid speech we talked about, so that is what I said. I told them that I needed their help. It felt strange. I didn’t like it. I felt like I was leaving my reputation totally in their hands. I felt like I was losing control.”

“And how did they respond?” I asked. “Did they argue with you?”

“Well, no,” Cheryl replied. “They were mostly silent. Then Hector pulled one of the parts from the reject pile. He pointed out a burr that was in the same place on every part. Sammy spoke up and said they had run short on that same part the week before. Get this. Because they were short, they used the rejected parts to finish the batch.

“They said they would have asked me what to do, but that I had been yelling at them, so they all kept quiet.” Cheryl stopped.

“It was a tough session?”

“It seems I was the problem. Yes, it was a tough session.”

The Invitation

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Just because Cheryl saw the light didn’t mean she knew what to do or what to say. She knew she had sounded like a critical parent and invited the response of a rebellious child.

“And now, you have a whole group of rebellious children?” I followed.

“I suppose so,” lamented Cheryl. “I think I already dug a hole for myself. How do I get out of it?”

“What could you try?” I asked.

“What if I explained the connection between bad incoming parts and the failure rate of our finished goods?”

“So, you think if they understand the logic of the problem, things might be better?”

Cheryl bit her lip on this question. “I think they already understand the logic of the problem. I also believe they think it is my problem and that I have to solve it. And they don’t seem willing to help.”

“As long as they believe you are the critical parent, it will continue to be your problem and yours alone.” I let that sink in. “You have to invite them to willingly become problem solvers. You have to invite them to willingly become accountable for the solution.

“I don’t know what to do. When I got here, the failure rate was 18 percent. Now, the failure rate is 20 percent. I need the team’s help. But, I don’t know what to say.” Cheryl was disappointed in her setback, but determined to make some headway.

“Tell them just what you told me,” I responded. “Get your team together and give them that same short speech.

When I got here two months ago, the failure rate on finished goods was 18 percent. I have tried some things, but the failure rate has increased to 20 percent. If we are going to solve this thing, I need your help. I need your ideas. I need your follow-through. I cannot do this myself.

“Then call a meeting for 9:00a tomorrow. Ask each team member to come prepared to talk about ideas that may improve the failure rate. Let’s see what happens.” -TF

Inviting an Argument

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“I tell them what to do and all they do is argue,” complained Cheryl.

“How does that sound?” I asked. “Pretend I am running the line. What mistake could I make that needs correction?”

“They always forget to inspect incoming materials for quality. They just dump the parts in the bin. This company hired me to prevent quality errors. It starts by inspecting the incoming plastic parts,” Cheryl explained.

“So, I take a box of incoming plastic parts and I dump them into the bin for assembly, but I don’t check them for quality, first?”

“Exactly,” said Cheryl. “You can’t do that. I personally inspected all the incoming parts from yesterday and now you have them all mixed up. What were you thinking? You will have to pull all the parts out of the bin and re-inspect every one. We are having a 20 percent failure rate on finished goods and it’s all your fault.”

“What kind of response do you get?” I queried.

“Oh, they say they never had to inspect parts before I came along, or that they didn’t make the damn parts so it’s not their fault. I can’t seem to get them to take responsibility. They sound like little kids. –I didn’t do it, not my fault.-”

“So, if they sound like little kids, what do you sound like?”

“What do you mean?” Cheryl became quietly curious.

“If they sound like children, do you sound like a parent?”

Cheryl stopped cold. She was ticking the conversation back in her head. “My goodness, I sound like my mother.”

“And when you sound like a critical parent, what kind of response do you invite?” I asked.

“When I sound like a critical parent, I invite them to argue with me?” Cheryl’s question sounded more like an answer.

“So, we have to figure out a way to correct the behavior without inviting an argument.” -TF

Find a Mentor

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From the Ask Tom mailbag:

Question:

I am currently in the IT helpdesk-desktop support field and have been there for five years. I am looking into an entry level management position in IT. What are some of the key things that one should learn or be very strong in.? Much appreciate your response to this.

Response:

First, look at the specific requirements for the position you are going after. Speak with the current supervisor of that position and ask the same question.

Next, there are some core skills that every manager should sharpen, no matter the industry. These include time management, communication skills, planning skills and the like. My favorite book on these subjects was written by Peter Drucker back in the 1960’s called the Effective Executive. It’s still available from Amazon and is a quick read.

Finally, start hanging around with other managers in your company. Find someone to be a mentor, someone you can bounce ideas off of, someone who asks you questions and makes you think. -TF

Breathe Deep

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From the Ask Tom mailbag:

Question:

I am a young manager, 24 years old. Lately, I noticed that I can come across as nervous and anxious during certain situtations. When interviewing applicants for a position open in my department, talking to an employee about performance, speaking to the group, I sometimes feel as if that’s the last place I want to be. My heart rate goes up, hands start shaking, voice cracks. It is as if I have no confidence in myself and am afraid of the person I am confronting/dealing with. Do you have any tips or advice to improve self-confidence as a manager and not be so nervous when dealing with confrontation or taking a leadership role?

Response:

Every single manager I know, at times, has these same feelings. There are probably a hundred things you can do that will help, but let’s start with these two.

First, is preparation. My personal stress level goes up whenever I have properly prepared. For an interview, that means creating a written list of questions. Talking to an employee, that means defining the objective for the conversation and several points that need to be covered.

Second, is to breathe. Whenever we are placed in stress, our heart rate does go up and our breathing becomes shallow. Slow down and deepen your breathing. This physiological change will reduce your racing heartbeat and physically calm you down.

Any other suggestions, post a comment. -TF

How am I Doing?

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From the Ask Tom mailbag:

Question: (continued from yesterday)

I am a Regional Manager, responsible for seven locations across the Midwest. At times, I feel as if I am not in touch with their issues, challenges or daily routines. In fact, some are not even “available” for lunch or dinner when I am in town. Have I lost touch?

Response:

First, my question. When you do meet with your managers are you bringing real value to the conversation, or would they just as soon skip it? If you are bringing real value to their thinking and their work, your managers will look forward to these meetings. They will not miss these meetings for all the tea in China.

So, what does that conversation sound like? How do you, as their manager, bring value to their thinking and their work?

Most managers think they bring value by providing direction and advice. Of course, there are times when direction and advice are helpful, but please, don’t ask me to dinner so you can tell me what to do.

Instead, ask me questions. Ask me how I am doing. Really doing. Ask me about my challenges or difficulties. Ask me how I am solving my problems. Ask me how I feel about my job. Ask me how I feel about my life. No advice, just ask and listen. I would love to tell you how I am doing. I would love to tell you how I feel about my life, the things that are important to me. Come here, you can take me to dinner and I will make myself available. I will not miss the opportunity to talk about myself. It’s my favorite subject. -TF

Out of Town, Out of Touch

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From the Ask Tom mailbag:

Question:

I am a Regional Manager, responsible for seven locations across the Midwest. I feel I have the ability to manage effectively without talking to my team on a daily basis. But, at times, I feel as if I am not in touch with their issues, challenges or daily routines. In fact, some are not even “available” for lunch or dinner when I am in town. Have I lost touch? Can you recommend a book to read, symposium to attend to improve my management skills? What has been your experience in managing people in multiple locations?

Response:

Thank you for your question. Reading a book will not solve your problem. Staying in touch with your location managers is tough when face-to-face meetings are not frequent. It’s tough, but not impossible.

First, create a master schedule of all the touches for the next six months. This includes face-to-face meetings, conference calls, 1-1 coaching calls, birthday cards and handwritten notes that are snail-mailed.

Ask your location managers what interaction is the most helpful, how you can provide the best support for them. Each person is different and may require a different frequency and kind of touch.

Tomorrow, I will talk about that in-town dinner your managers are not “available” for, but in the meantime, let’s open this up for posted comments. As a manager, how do you stay in touch with out of town direct reports, to support their issues, challenges and daily routines? -TF

It’s a Simple Question

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“So, how did it go?” I asked. Phyllis had her conversation with Ben late yesterday about the cycle count mess.

“It was a little strange,” Phyllis started. “At first he was headed toward being defensive, but my question was not what he expected. He thought I was going to ask him how it happened, but I didn’t. Instead, I asked him how he was going to fix it.”

“And?” My brow furrowed in anticipation.

“And he just sat there. So, I waited. You said I would have to outlast the silence, and I did,” smiled Phyllis.

“And?”

“And, then, it all came gushing out, all the problems, difficulties and excuses,” Phyllis was still smiling. “So, I just asked him again, how was he going to fix the problem?

“It was great,” she continued. “This afternoon, he is supposed to have a one page written timeline to get inventory back under control. Now, I know it will be an awful plan, and that I will have to work with him, but the accountability will still be in his court.”

Phyllis continued to beam as she made her way down the hall, waving a quick salute. -TF

On the Hook or Off the Hook?

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Phyllis was not stunned, but the approach with Ben surprised her.

“You want me to ask his advice on how to deal with the mess that he created?” she asked, wanting to make sure she heard correctly.

“Absolutely,” I replied. “You know you will be very involved in the cleanup, but Ben needs to know this is his responsibility. Most managers would immediately jump in and take over the cycle counts themselves until everything was straight.”

“That’s exactly what I was about to do,” said Phyllis.

“And if you take over the cycle counts, what message does that send to Ben?”

Phyllis had to think for a moment, but she was smart. The consequences slowly washed over her face. “If I jump in, the message to Ben is that I will straighten out any problem he has. If I jump in, it lets him off the hook for these cycle counts.”

Phyllis was quiet for another moment.

“Okay,” she said. “Now, I am ready to talk to him.”

Ask Ben

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I could tell Phyllis was tense. The color in her face was grim, her posture perfect.

“Hey, Phyllis, what’s up?” I asked. She took a deep breath. I sat down across the table from her. She stared straight ahead.

“I have to talk to Ben. I know what I need to communicate, but I don’t know what to say. I just found all the inventory reports for the cycle counts in a desk drawer in his cubicle. They’re all blank. It looks like we haven’t had a count for two months. Ben has been telling us that everything was fine and in line with our book inventory.

“Our controller called me in this morning. Something is off on our cost of raw materials and a couple of spot checks showed the inventory isn’t even close. It’s a mess.” Phyllis slumped a little now that she had explained it to me.

“It sounds to me like you know what to say.” I replied.

“Yes, but Ben has a tendency to go off on people. He gets defensive really easy. I am going to need his help, not his anger to get to the bottom of this. The first couple of sentences will be the most difficult and I don’t want to set him off.”

“So, why don’t you ask Ben?”

“What?” Phyllis looked almost startled.

“Sure, ask Ben. Call him into your office. It sounds like this.

Ben, I just found out we have a problem with our cycle counts on our inventory. This is your responsibility, so I thought it would be best if you would tell me how we might go about figuring out what happened.

“Now, Phyllis, you and I both know things will come unraveled at that point, but the responsibility will be in his court to help fix it.” -TF