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.

All Crumbs Lead Back to the Manager

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I am a bit overwhelmed with the quality of responses to the dilemma posted by Exhausted this past Friday. If you are an email subscriber, you should visit the site to read the comments. There are some very thoughtful suggestions at both ends of the spectrum.

Recap:
Exhausted is faced with a decision about a direct report who is resistant to his management of her work behavior. Last Friday’s post has the details.

My response:
As I listened to your description of events, I only heard about your efforts and your failure to manage this person to your way of thinking and behavior.

People don’t want to be managed. You can manage a process, you can manage a machine, but you cannot manage a person. Which is kind of weird, because we think that is what managers are supposed to do.

People don’t want to be managed, but they will follow a leader. If you take your manager hat off for a bit and replace it with your leader hat, what would you do differently?

You see, the only way to manage people is with pressure tactics, control systems, threats of punishment, job descriptions, verbal and written warnings. You have tried all of these and you are left with a poor attitude and a resistant direct report.

But with your leader hat on, what are the new tools you have to build trust and gain commitment. People will sign-on to a world that they help to construct.

Here is the bad news. For the past four months, you have managed this person into a state of resistance. You may have ruined her. And you may not have the patience or the time to repair the damage. And the damage may not be repairable.

By all appearances, this person may be headed for an inevitable separation. And separations happen. You will then get a chance with a new person. As a manager (leader), you will get a second chance. Take a look at your hat, make sure you are wearing the right one. Whenever I hear about this kind of situation, all crumbs lead back to the manager. That would be you. -TF

Exhausted, Need Help!

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From the Ask Tom mailbag:

Question:

I am a new manager in this company, but I have 6 years experience in my field, so, technically, I am qualified and have the drive to be good at anything I do. I have 2 employees that work directly under me and consistent problems with one. I feel like she resents me because she was overlooked for my position several times because she is a female. I sympathized at first, but after 4 months, it is very clear that her attitude and lack of drive to go the extra has been her problem. After one month in my new position without making any significant changes, I sat down with each of them and created in writing what I expect from them. They both signed, agreeing that the terms were fair.

Yet, even after our talk, she has been resistant to anything I have asked her to do and continues to argue with me about the way we do things.

I have verbally warned her that this behavior is unacceptable, but I feel like I need to write her up so it is on record that she has been warned. She wants more money (not the opportunity to make more, but to be GIVEN more) but I am ready to get rid of her. I am a very tolerant guy, but I feel that her resentment is causing her to not be able to change her attitude. I want to give her the benefit of the doubt, but I am exhausted. I want to praise her for doing a great job, but I can hardly get her to just do what I expect, much less exceed expectations…I NEED HELP!!!

Response:

I will hold my response until Monday. I am curious what my readers think. Has anyone ever had this person work for you? What were the symptoms? How did you handle it?

___

Our next Leadership program begins January 22, 2007. Visit www.workingmanagement.com.

Had By A Cause

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So, I left Shannon to ponder why. Why was she drawn to be a manager? Late in the day, I got this email. I asked her if I could share it.

Thought about what you said. I guess being promoted to manager was just the next thing. This is different than I thought it would be.

You asked me why? I think I just wanted to be more important. I think I wanted more responsibility. And now I have it.

But you were right. It wasn’t really for the money. It wasn’t so I could order people around. I just want to make a difference. A difference for the company, a difference for the people on my team and to make a difference for me.

I think Shannon is on the right track. It seems that she has a cause. But having a cause is not enough. To be a truly effective leader, Shannon has to be had by the cause. And right now, I don’t think she understands the cause enough to be had by it.

What do you think? -TF

___

Download our 2007 Business Plan template from our website www.managementblog.org.
Our next Sales program begins January 8. Visit www.workingsales.com.
Our next Leadership program begins January 22. Visit www.workingmanagement.com.

Drawn to Leadership

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Shannon was staring at her desk. She didn’t look depressed, but certainly not happy.

“What’s up?” I asked, trying not to sound like a Budweiser commercial.

“Not much,” she replied. “I was really ready to come back to work from the holidays, but yesterday was a barn burner. Ever since I was promoted to manager, things have been different around here. It was so much simpler when I just came to work and punched a clock. Most of the time, it’s great, but there are times when things are just so frustrating.”

“So, why did you want to become a manager?”

Shannon furrowed her brow. “I don’t know. I just got promoted.”

“Why didn’t you turn it down?”

“I never thought about. It was a promotion, I got a raise.” I could see in her face that she had never explored this question before.

“That’s the reason most people become managers,” I said, “for the money. But if that’s the case it never lasts. The second reason is ego, you know, all the authority to push people around. But that doesn’t last very long either. Management is hard work, times get tough and if you are going to survive, you have to discover why you are drawn to be a leader.

“Think about it. I will check with you tomorrow, to see what you have discovered.”

And so I left Shannon to struggle with the same question I am asking you. Why are you drawn to be a leader? -TF

___
Download our 2007 Business Plan template from our website www.managementblog.org.
Our next Sales program begins January 8. Visit www.workingsales.com.
Our next Leadership program begins January 22. Visit www.workingmanagement.com.

Merry Christmas

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Originally published December 23, 2005.

As Matthew looked across the manufacturing floor, the machines stood silent, the shipping dock was clear. Outside, the service vans were neatly parked in a row. Though he was the solitary figure, Matthew shouted across the empty space.

“Merry Christmas to all, and to all, a good night.”

He reached for the switch and the mercury vapors went dark. He slid out the door and locked it behind.
—
We hope you all have a wonderful holiday. Management Skills Blog will return on January 3, 2007. We will be checking email over the holidays, so if you need us, you know how to get us.

Merry Christmas and Happy Holidays. -TF

2007 Business Plan Template

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Sylvia was stumped. I knew she was working on her 2007 Business Plan. On her desk was a lonely legal pad of paper. There was not a single thing written.

“How’s it going?” I asked.

I got one of those lizard eye looks.

“Stuck?” I followed up.

“You know we are all working on our Business Plans for next year. I know what I want to say, but I don’t know where to start.”

“Would you like a planning template that can help you organize your thoughts and goals?”

Her head shook affirmative.
—
If you would like a copy of my 2007 Business Plan template, just follow this link to the website. On the right side, under my picture is a menu choice called Planning Template. From there you can download it. The file is written in Microsoft Word, so you can enter your own narrative. The third page is for goals, both business and personal. This page works not only to describe the goal, but acts as a tracking tool throughout the year.

If you have any questions, just ask. I have been using this planning tool for the past eleven years with companies of all sizes. The template works just as well for departmental planning.

Whose Meeting Is It?

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Adelle emerged from the conference room after two long hours of debate. She shook her head from side to side, a genuine look of despair. “I tried,” she shrugged, “but we didn’t make a whole lot of progress. What we ended up with was mostly crap.”

I had just arrived on my way to another meeting, but she had my curiosity. “What do you mean?” I asked.

“Oh, we have been trying to figure out the best way to solve this problem and there are a bunch of ideas, but we just can’t reach a consensus on which way to proceed. I am really afraid to get started until I know for sure that everyone is on board. But every time we make a compromise, other people drop off and want something different.”

“What happens to the quality of the solution every time you compromise?”

“That’s the real problem. It’s the compromising that kills it. After listening to all the input, I know what we should do and the little compromises just water it down. We might as well junk the whole project because, in this state, it will not do what the customer wants it to do.”

“Whose meeting was that that you just walked out of?” I asked.

It was Adelle’s turn to ask, “What do you mean?”

“I mean, was it the team’s meeting, or was it your meeting? Let me put it a different way. Who is your boss going to hold accountable for this decision?”

“Oh, I tried that once, blaming a decision on the team. I got the message. My boss is going to hold me accountable for the decision.”

“Then, it wasn’t a team meeting. It was YOUR meeting that the team got invited to. It is your responsibility to listen to the input, and it is also your responsibility to make the decision. And you don’t need agreement, you just need support.”

Adelle had to sit down to think about this one. -TF

—
Next Sales class starts January 8, 2007. www.workingsales.com
Next Leadership class starts January 22, 2007. www.workingmanagement.com

More Than Individual Accountability

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From Wednesday’s Ask Tom mailbag:

Elaine, a manager, has a supervisor who now reports to her. This supervisor has been with the company since the beginning, but doesn’t follow all the company guidelines, avoids “extra” duties like training. There is resentment building among the other supervisors about everyone carrying their load. So, this issue is more than individual accountability, there is an impact to the group dynamic.

We had great comments posted from Jeff, Kurt and John.

This issue will not be solved overnight.

Step One. Start with a one on one conversation. As a manager, this is a listening exercise, using questions. The subject areas should begin with history, then job satisfaction, teamwork, team member assessments, productivity and training. The purpose of this conversation is to make the supervisor’s thoughts visible, nothing more. It is likely that what is said by the supervisor more closely conforms to company policy than the behavior you have witnessed.

Step Two. Use the team dynamic to have a supervisor’s meeting to discuss those same subject areas. Again, this exercise is one of asking questions and listening. The purpose of this conversation is to make the team’s thoughts visible. And this is the first of several on-going meetings. The time spent in this meeting should not exceed thirty minutes. Do not try to solve the world’s problems, but make their thoughts visible, thank them and adjourn the meeting.

Step Three. Continue with these meetings on a scheduled basis, perhaps once a week and make progress toward problem solving especially in those areas where you have noticed a breakdown in collaboration. The purpose of these meetings is to have the supervisors define and take responsibility for making progress. Your supervisor in question will either play, or not.

So, Elaine, keep us updated on YOUR progress. -TF
—
Our next Sales Program starts January 8, 2007 www.workingsales.com.
Our next Management Program starts January 22, 2007 www.workingmanagement.com.

Not Carrying the Load

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From the Ask Tom mailbag:

Question:

I’ve been in my position as a manager for the past year and a half. Over time, I have noticed that one of our supervisors always seems to do his own thing and doesn’t conform to all of the company’s policies. He has been with the company since it started and has a wealth of knowledge about our industry. Yet, he refuses to help train new employees or take on a larger work load. This causes problems with the other supers who feel their work load is too heavy. A month ago, I inherited this situation. His former manager never confronted him so he feels like his behavior is normal and that no change is necessary. What can you suggest to help this situation?

Response:

The inattention from his former manager has placed you in a tough position, but that’s nothing new. Management is all about the reality of behavior. I know you want him to either shape up or ship out, but the downside is the loss of tribal knowledge, continuity of service to customers, having to recruit and train a replacement. Before I respond, why don’t we let some others take a crack at this. If you have some advice, let’s hear it. Post a comment.

—
Our next Sales Program starts January 8, 2007 www.workingsales.com.
Our next Management Program starts January 22, 2007 www.workingmanagement.com.

Driven by the Details

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Miriam creeped into the conference so as not to disturb the rest of the meeting. Everyone was working hard on their business plan for 2007. “I’m having a bit of trouble,” she said. “I know all the steps for the plan, but I am just stuck.”

“And step one is what?” I asked. We were working with a structured planning model.

“Step one is to create the vision for my department. And that was easy. I think I got it all captured in a couple of sentences. It’s the rest of the plan that I am having difficulty with.”

“Interesting,” I replied, “that you can capture that much detail in two sentences.”

“Well, you are right,” Miriam confessed. “There isn’t a lot of detail, but I thought it would be better if it was short.”

“Miriam, here is the way the vision part of the plan works. The more detailed it is, the clearer the images are, the easier it is to write the rest of the plan. Instead of two sentences, write two pages. I want to know who your customers are and what services you provide. You probably have more than one customer segment, tell me how they are different and how your services to each are different? Tell me what position you hold in the marketplace, what your market share is? Who are your competitors? Tell me what your competitive advantage is, what are your core competencies? Who are your key personnel, how do you find them, how do you grow them? Tell me about your facilities, your plant? How do you control quality? How do you guarantee performance?”

Miriam left the room with a bit of thinking to do. A couple of days later, I read her vision statement. It contained all the detail we talked about and more. The plan that followed was clear and detailed, all driven by a carefully constructed word picture of the future.

The first step in the plan is vision. -TF