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.

TDF-Breaking Away

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From the Ask Tom mailbag:

Question:

Every day that we watch the Tour de France, a small group always breaks ahead of the big pack, but they always get caught. Why do they do that, if they always get caught? And why do they always get caught?

Response:

In spite of the almost certainty the breakaway group will be hunted down and swept away, they earn valuable points through designated sprint zones. While most of us watch the race focused on the yellow jersey, there are other competitions inside the race.

And the breakaway group doesn’t always get caught. On rare occasions, the escape group manages to hold the lead, hoping for a miscalculation on the part of the peleton (the big pack).

The peleton, on the other hand, attempts to manage the pace of the race to eventually catch the escape. The swarm of riders in the big group creates an enormous wind tunnel, so riders are able to conserve more of their energy while traveling at greater speed than the breakaway group. The breakaway group, usually five to seven riders, creates a smaller slipstream, with each rider required to take a turn on the front, breaking the wind for the riders behind. Riding single file, constantly switching the lead, the escapees consume more energy, ultimately tiring and getting caught. Near the end, the escape group may lose its members one by one as they exhaust themselves.

The veteran sprinters will almost never be involved in a breakaway, knowing the peleton will manage the race tempo. These vets will conserve their energy for the final sprint to the finish.

Stage Five. What we thought would be another sprinter’s battle between Boonen (BEL-QSI) and McEwan (AUS-DVL) was spoiled by Oscar Freire (ESP-RAB) from Team Rabobank. As the sprinters accelerated from the pack Freire moved quietly up the right side without attracting attention and slipped by frontrunners, beating them to the finish.

In the overall standings, Hincapie (USA-DSC) dropped behind Freire on points, now 17 seconds behind the lead. All this will change, however, when we get to the time trial on Saturday, July 8 (Stage 7). It’s a long time trial, 52km, favoring the GC (General Classification) contenders.

Overall Standings after Stage Five

1-BOONEN, Tom -BEL-QSI -25hrs 10min 51sec

2-ROGERS, Michael -AUS-TMO –+13sec

3-FREIRE, Oscar -ESP-RAB –+17sec

4-HINCAPIE, George -USA-DSC –+17sec

5-HUSHOVD, Thor -NOR-C.A –+19sec

6-MC EWEN, Robbie -AUS-DVL –+24sec

7-SAVOLDELLI, Paolo -ITA-DSC –+27sec

8-LANDIS, Floyd -USA-PHO –+28sec

9-KARPETS, Vladimir -RUS-CEI –+29sec

10-HONCHAR, Serhiy -UKR-TMO –+29sec

TDF-Application of Talent

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Stage Four clearly demonstrates the application of talent for a specific requirement. It has been a predictable sportfest for the sprinters. Why? Those consistently at the finish in these early rounds of the Tour have a talent for holding 25mph for 5 hours, then drawing deep into a burst of acceleration. It takes conditioned fast twitch muscles and a reserve of the right blood chemistry to fuel that last sustained sprint. It’s a talent, a special gift that they have. It is not, however, the talent required to win the Tour.

Robbie McEwan (AUS-DVL) takes his second stage win of the Tour, but we won’t see him in the yellow jersey at the end. His talents are focused on the sprint. Though he moved to 6th place overall, only 12 seconds out of the lead, he will lose major ground in the mountains.

We saw a bit of strategy by Team Discovery (USA) today as Egoi Martinez (ESP-DSC) was instructed to breakaway early. Not the first attack of the day, but 18km into the race, he bolted. Four followed as he sustained an escape that lasted until the last 2km mark. Though he was swarmed at the end, he picked up :16 seconds on points throughout the race, and moved into 5th place overall.

For Discovery (USA), Hincapie (USA-DSC) is still comfortably in third place, with teammates Savoldelli (ITA-DSC) and Martinez (ESP-DSC) among the top seven riders.

Overall Standings After Stage Four

1-BOONEN, Tom -BEL-QSI -19 hrs 52min 13 sec

2-ROGERS, Michael -AUS-TMO –+1 sec

3-HINCAPIE, George -USA-DSC –+5 sec

4-HUSHOVD, Thor -NOR-C.A –+7 sec

5-MARTINEZ, Egoi -ESP-DSC –+10 sec

6-MC EWEN, Robbie -AUS-DVL –+12 sec

7-SAVOLDELLI, Paolo -ITA-DSC –+15 sec

8-BENNATI, Daniele -ITA-LAM –+15 sec

9-LANDIS, Floyd -USA-PHO –+16 sec

10-KARPETS, Vladimir -RUS-CEI –+17 sec

TDF – The High Ground

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Your top performer has just been discovered below the line. It’s your highest volume salesperson caught in a kickback, your most productive line worker taking a quality shortcut. In every manager’s life, a decision will emerge. Do you look the other way? Do you rewrite the standards? Obtain a vigorous denial and a promise never to do it again?

Jan Ullrich was on the team bus when the news was delivered. Ivan Basso was out on a training ride when he got word. The top two contenders in the Tour de France would not start. Should the evidence prove them innocent, then a great injustice has been done. Should the evidence prove them participants in blood doping, then they earned the penalty.

I have seen this scenario over and over. Managers hesitate because they fear the loss in productivity should they scratch their shining star. They put up with ethical dilemmas, anti-social behavior and intimidation, compromising their own value system. Many cannot make the hard decision.

The debate was most likely vigorous, but the decision, swift and unanimous. Every team manager agreed that any rider listed in the investigation would be withdrawn from the team roster. At this late date, Tour rules are specific. No rider withdrawn would be allowed a replacement.

And yet, for managers who make the tough decision to stand the high ground, they find their fears are unfounded. They find a stable of young players ready to fill the gaps. They find that many co-workers were aware of the ethical foul play and wondered what took the manager so long to take action.

And so this year’s Tour kicks off unpredictably fearsome. The field for the yellow jersey is wide open.

Update through Stage 3

The Prologue (individual time trial) separated the fastest by short seconds with Thor Hushovd (Team Credit Agricole-C.A) taking the first yellow by a margin of only one second over George Hincapie (Team Discovery-DSC). Though there has been no official designation of team leader for Discovery, Hincapie may emerge the leader without the designation.

Stage One. It is not certain strategy that George Hincapie (DSC) jump to the front in yellow, but he takes the stage nonetheless edging Thor Hushovd (C.A) by two seconds. It is too early to take the yellow and continue its defense. More likely that Team Discovery will let it go by Stage Two.

Stage Two. Matthias Kessler (Team T-Mobile-TMO) led a break away from the pack that almost succeeded, breaking down in the last 50 meters. It was nail-biting to watch him spin out his lungs as the sprinters in the peleton swept him away. Robby McEwan from Australia (Team Davitamon-Lotto-DVL) moved ahead to take the stage. Predictably, George Hincapie (DSC) let the yellow jersey go back to Thor Hushovd (C.A) who arrived in third place for Stage Two. Hincapie stayed tucked safely in the pack, but only trails in the overall standings by a margin of ten seconds.

Stage Three. Matthias Kessler (TMO) may have something to prove with his team leader Jan Ullrich ejected from the race prior to the Prologue. Once again, he broke away from the Peleton, but today, he succeeded. The sprinters, behind, waited too long, thinking they would repeat yesterday’s sweep, but Kessler kept a five second separation that lasted through the finish. Robbie McEwan (DVL) who spoiled it for Kessler yesterday did not finish in the top 10 today. In the overall standings, George Hincapie (DSC) gained ground over Thor Hushovd (C.A) moving into third place overall only five seconds off the pace. It is likely Discovery will keep him protected near the front, but we may not see much of George until the mountains. Of great interest is also the name of Paolo Savoldelli (DSC), in fifth place overall. That’s two Discovery (USA) riders in the top five. Sadly, Alejandro Valverde (Team Caisse D’Epargne-Illes Balears), a podium contender, suffered a broken collarbone in a crash, so this year’s Tour is over for him.

1 – BOONEN, Tom – BEL – QSI – 14 hrs 52 min 23 sec

2 – ROGERS, Michael – AUS – TMO +1 sec

3 – HINCAPIE, George – USA – DSC +5 sec

4 – HUSHOVD, Thor – NOR – C.A +7 sec

5 – SAVOLDELLI, Paolo – ITA – DSC +15 sec

6 – BENNATI, Daniele – ITA – LAM +15 sec

7 – LANDIS, Floyd – USA – PHO +16 sec

8 – KARPETS, Vladimir – RUS – CEI +17 sec

9 – HONCHAR, Serhiy – UKR – TMO +17 sec

10 – KESSLER, Matthias – GER – TMO +17 sec

Who?

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It’s not a what, but a who. Most management issues appear to be all about “What do we do about this or that.” But the resolution is seldom a what, it’s almost always a who.

The players (who) on your team will dictate the team’s success. You can build teamwork, define best practices, provide the finest resources, but if you don’t have the right who(s), your team will under perform.

So, that is the question this year at the Tour. Lance has retired. Who will take his place? Indeed, all the speculation is about who?

As the prologue is set for Saturday, with the first full stage on Sunday, here are some of the who(s) to watch. These are the names that will become familiar over the next few weeks.

Ivan Basso, riding for Team CSC (DEN). Ivan placed third in 2004 and second in 2005. He is riding with a tight team coached by former tour winner Bjarne Riis.

Jan Ullrich, riding for Team T-Mobile (GER). Jan won the Tour in 1997, prior to the Armstrong reign. He stood on the podium in 2005, in third place behind Basso.

George Hincapie riding for Team Discovery (USA). Former domestique (nine Tours) for Armstrong, George pulled a stage win in the mountains last year. He is not the heir apparent, but one of several who could be anointed new leader of Team Discovery.

The Tour, this year, is wide open. Many contenders could break away, scoring precious points. The tactics will be completely different without Armstrong and his protection.

Let the race begin.

Management Skills Blog will take short holiday coinciding with the extended US 4th of July holiday. We will see you back here on Wednesday, July 5. -TF

The Tour Begins on Saturday

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He will not be there.

There comes a time when every team loses its star player. On your teams, it happens. In your company it happens.

I know the lump in the throat when, from across your desk, your star player tells you she is leaving. Moving to Iowa. Retiring. Changing careers.

We cannot stop her, in fact, we wish her well. But, our hearts tell us life will never be the same.

Still, life goes on. Veteran managers know the clouds will go away, the birds will sing and the sun will shine again. Life goes on.

Long time readers of Management Skills Blog know of my keen interest in cycling. Each year, July turns its attention to the lessons learned in the Tour De France. Some readers may find a new appreciation for the sport. Even without Lance Armstrong.

There will be new names, just like new names in your own company when a star player leaves. Of course, they are not really new, just faces you never paid attention to before.

There will be favorites this year. On the stage with Lance in 2005 were Ivan Basso and Jan Ullrich. But there are a host of other players you will meet over the next few weeks.

My interest in this sport is the quiet teamwork required to post a win. It is not entirely visible. You might think the winner would emerge only from individual effort and the tactic would be to just “go fast.” Not the case.

My fascination is in the management lessons. Coaching, teamwork, tactics, communication, support, fitness, self-talk, discipline. We’ll have some fun over the next few weeks. The Prologue starts on Saturday, July 1. -TF

Delegation When the Risk is High

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Janet was not convinced. “But, if I know they will make a mistake, what if I can’t afford the screw-up? Perhaps, I forgot to tell you that we work in a nuclear facility and this delegation has to do with moving a dollop of plutonium from one reactor to the next.”

I smiled, knowing the most hazardous waste in the place was some scrap stainless steel. “You are correct,” I acknowledged. “Picking the right person for a delegation does have everything to do with risk management. If the stakes are too high, then you may have to forego a learning experience to get the job done. But if this dollop of plutonium turns out to be a dollop of vanilla ice cream, then the risk is low. The lower the risk, the more I can allow for mistakes and learning.”

“So, picking the person depends on managing the risk. That makes more sense,” Janet surmised.

“Think about how we allow people to learn to fly commercial aircraft. They have to make mistakes to learn, yet the risk is very high. We can’t have people crashing multi-million dollar aircraft.”

Janet smiled. “Enter the simulator?”

“Exactly. People learn best from their mistakes.” -TF

Learning from Mistakes

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“I was surprised,” said Janet. “Barry is my best guy. I just assigned him a task and he said he was too busy, told me to go find someone else. He always does such a great job. I thought he would be the perfect person.”

“Who else could you delegate to?” I asked.

“Well, there is Simon and Rachel. But what if they screw it up?” Janet scrunched her nose. She didn’t like the idea.

“Janet, what is the purpose for your delegation? Are you looking to save yourself some time or are you looking to develop some of your team members?”

Janet knew it was a loaded question. “Okay, so I am trying to develop some of my team members. I know it’s a learning process.” It was the kind of unenthusiastic, politically correct response I knew I would get.

“Good answer. You must have attended the seminar,” I chided. “Look, Janet, of course they are going to screw it up. Tell me. Do people learn more from doing something perfectly or making a mistake?”

Janet wasn’t sure where I was going with this. “I suppose people learn more from making a mistake.”

“Exactly. If delegation is your most powerful people development tool, then part of delegation is people making mistakes. Count on it. Plan for it. Budget your time for it. But remember that it’s still worth it. That’s what learning is all about.” -TF

The Delegation Trap

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Crystal looked across the table with a grimace on her face. She had a project to delegate and just returned from a circle of the office looking for a candidate.

“As I walked around, everyone looked so busy,” she said.

I smiled. “And you let that fool you?”

“What?”

“The fact that everyone looked so busy was a trap you set for yourself.”

“A trap?” Crystal was curious, but she wasn’t sure she would like the answer.

“As you walked around looking to hand this project out, what was your purpose?”

“Well, it’s a project I have been doing over and over for the past two years. It would save me a couple of hours a week if I could find someone to do it for me,” she replied.

“So, your primary motivation was to save yourself some time?” I didn’t wait for the answer. “So, tell me, what’s the major benefit for the person you would delegate this to?”

Crystal hadn’t thought about this, but she responded quickly. “Well, they would gain a new skill.”

“And what else?” Over the next few minutes, Crystal made a list of 12 benefits to the team member. The list included:

  • A sense of accomplishment.
  • Feeling a greater part of the team.
  • Feeling more valuable to the team.
  • A sense of contribution.

“Crystal, do any of these things have to do with saving you time?” I asked.

“No. Most of these things have to do with challenge and development.”

“So, get out of your time trap. I want you to make the circle again, but this time, think about the person who would see this as a positive step in their professional development.”

Crystal didn’t move. “You know, I don’t have to make the circle. I already know who needs this project. You’re right, she is busy, but this would be important to her.”

Time Span and Complexity

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“I’m not sure that I understand time span,” Morgan said. “It’s not that I am resisting the idea, I’m just not sure how it works.”

“Let’s say I have a task that I want to delegate,” I explained, rolling up my sleeves. “I call you in and we discuss it. I lay out the delegation, talk about the performance standards. You have questions, we create an action plan. The meeting is over.

“From that moment, you begin to work ahead without my direction. You use your own independent discretionary judgment and finally complete the task.

“You arrive back in my office and say, ‘Okay, I’m all done!’ You clap your hands together and say, ‘What’s next?’

“You have just established the time span for that task and now need my direction on what to do next. Perhaps it was three days, maybe a week, whatever it took.

“Morgan, whenever I look at a position in the company, I always look at the time span for the various tasks that have to be completed. Time span indicates the complexity of the task. The longer the time span, the more complex is the task.

“Most companies underestimate the complexity of most roles in the organization and then are surprised when people fail to perform. By using time span as the measuring stick, we can be much more precise about the level of complexity.” -TF

A Supervisor’s Time Horizon

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Morgan was complaining. “You have been talking about checklists and schedules as the core tools for Project Managers and Supervisors. It just doesn’t seem that hard. Why don’t my PMs get it?”

“Morgan, it’s not just a matter of training. Supervising and Project Management are clearly Strata II roles. The role is different and the people are different.” I could see Morgan was struggling with this.

“But, if I take my lead technician, why can’t he seem to put a schedule together?” Morgan was pushing back.

“Morgan, I want you to think of these two roles in terms of time span. The time span required for a technician may be as short as one day. A person doing the work may only have to think about the work that needs to be done today.

“But the time span required for a supervisor is longer. And the story doesn’t end with just scheduling. Scheduling responsibilities may only require a two or three week time horizon, but there’s more. Supervisors must also think about building bench strength, recruiting technicians, training technicians, testing technical competence, cross-training. For a supervisor to be successful, I usually look for a minimum three month time horizon. The supervisor needs to be able to work into the future, without direction, using their own discretionary judgment, on tasks that may take as long as three months to complete.” -TF