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.

Thou Shalt Not Kid Thyself

In his book, the Effective Executive, Peter Drucker talks about the most basic principle of Time Management, the principle of Awareness. Knowing how you spend your time is where it all starts. In my management class, I assign each participant the exercise of tracking their working time over a one week period. When Drucker makes this assignment, he recommends hiring someone to follow you around to make more accurate notes of your wanderings during the week. The recommendation has less to do with accuracy and more to do with capturing the truth. I know full well that my class participants are not going to engage an assistant to follow them around. They laugh about the high cost of such a simple task and that no one would approve the budget item to be followed around.

So when I send my students off to make this accurate record, I know they will not heed Drucker’s advice, so my admonishment is, “Remember the 11th commandment. Thou shalt not kid thyself.”

A week later, the results are always interesting. The recordkeeping for the week fits on a single side of an 8-1/2 x 11 sheet. Down the side are the time increments, across the top are the days of the week. In each time increment (of 15 minutes), I ask them to record their activity. Activities lasting more than 15 minutes simply occupy more blocks on the page. With their weekly log in hand, at the top, I have them identify 5-6 of their important Key Result Areas and armed with highlight pens of different colors, I ask them to color code all of their activities.

The patterns of color yield a very quick analysis. A dominant color would indicate a high priority in that Key Result Area. The coaching question is, “Does the real priority of the Key Result Area match the color dominance on the weekly Time Awareness Chart?”

A missing color would indicate that one of the identified Key Result Areas was ignored during that week. The coaching question is, “Did you forget about activity in that Key Result Area, or did you omit the activity on purpose?” On purpose is actually a better response than realizing the ball got dropped through forgetfulness.

But, what about the areas where there is no color at all? The time block indicates activity, but no color seems to match the activity. First blush might indicate that time is being wasted. My contention is that most managers do NOT waste time. Most Managers I know are most always engaged in important activity. The absence of color simply indicates the important activity is not connected with any Key Result Areas of the Manager. Likely, it was connected to a Key Result Area of someone else who cleverly involved the Manager.

The first principle of Time Management is awareness. If you think this exercise might benefit you, remember, “Thou shalt not kid thyself.” —TF

Visible Teamwork

We were running north with a hint of a tailwind. Glancing at the bike computer, we were running an easy 23 mph. Six cyclists in a pace line. The lead cyclist was creating the forward wind tunnel, expanding larger as each team member passed through. Even with a 5 mph tail, at 23, we still had 18 mph of head wind. The efficiency of the pace line allowed the team to run quicker than a single cyclist alone. The leader on the nose can put maximum effort into the wind, with the rest of the pack safely tucked in behind. The pace line rotates its leader to keep fresh legs up front.

In the dark, the approaching car was easy to see, its headlights piercing out from a hidden driveway. The halogen beams continued to brighten the road in front. We could see the car, the car couldn’t see us.

“Car right! Car right!” echoed off the passing buildings. The pace line, which had been a steady snake for the past 7 minutes suddenly began to bunch, alternating riders cheated left and right. “Slowing!” yelled the lead. Each rider focused simultaneously on bike separation, an escape path and the intersecting car. What would happen next? The riders were bunched, speed had dropped to 18, the efficient wind tunnel disappeared, each bike now flaring its own path into the resistant air.

The headlights stopped. The lead rider made eye contact with the driver and held up a stopping hand. The driver clicked to high beam and back to low.

The lead rider came out of his saddle and pressed hard into the wind, pushing back to 20. The second rider came back from the left and tucked in behind the lead 24 inches off the wheel. Each successive rider adjusted position, pressing into the forming tunnel.

If I could just catch Henrik’s wheel. The last rider hooks on and yells, “I’m on.” Rider 4 yells, “We’re on,” and the lead hammers back to 23. In the short space of 8 seconds, the pace line approached danger, lost its effectiveness, then regrouped into a highly interdependent efficient team.

How does your team run its pace line? When circumstances throw it off course, how quickly does it react to protect itself? How does your team re-establish its operating groove? What is communication like? How quickly does the wind tunnel return? Does your team practice this drill? –TF

Home Field Advantage

  • Familiar Turf
  • Cheering Crowd

Why do sports teams statistically have better records for home games than road games? In their championship series, why do sports teams jockey for playoff positions that award home-field advantage ? What impact does home-field advantage have on Motivation?

The locker room for the home team has individual accomodations, with names on each locker. Each player sleeps in their own bed the night before, life routines are simply routine. If a problem arises, any team member (including coaches and administrative staff) can tap into readily available tools, or hit the supply cabinet (readily stocked).

The visiting team is in unfamiliar surroundings, life routines are interrupted. Accomodations are adequate but anonymous. If a problem arises, the team member might have to improvise or “do without.” No hugs from family here, just the cold hard reality of a rival field of play.

Though there may be occasional fans supporting the road team, the majority of the cheering crowd is firmly in support of the home team. What is the impact of an engaged stadium full of “positive noise?”

What are the lessons in home-field advantage for the working manager?

  • Identity
  • Comfortable familiar environment
  • Problem solving systems
  • Available resources
  • The right tools
  • Ample supplies
  • Hugs (Support from the extended team)

The challenge for the manager, in the supervision of a team is to create an environment of home-field advantage in the workplace.

The Face of Fear

Eight managers and a senior VP sit around the table, this table of Eager Beavers, Vacationers and Hostages. What will prevent them from participating? What will drive them to contribute with enthusiasm?

“Houston, we have a problem!!” booms the senior VP. Enter FEAR stage right. The VP has just raised the spectre of fear. Here’s the question, “Does the way you state the problem have anything to do with the way people approach the solution?”

I could see the Face of Fear as I looked around the room. The silent responses were predictable. The darting eyes spoke volumes. Beneath the whisper level, emotions pounded.

  • It wasn’t my fault, (was it?)
  • It couldn’t have been my fault, (could it?)
  • It was supposed to happen that way, (wasn’t it?)
  • Since it wasn’t my fault, it must have been Tim’s fault (right?)
  • I didn’t approve that, (did I?)

Multiply those responses by the eight managers and then calculate what has been accomplished so far. What headway has been made toward solving the problem in Houston? Worse yet, if no headway has been made, what direction is everyone looking?

Does the way you state the problem have anything to do with the way people approach the solution? The mindset around the table is looking for blame, a scapegoat, something, anything to deflect responsibility for the problem in Houston. Everyone is checking out, the quicker the better, last one standing holds the bag. Disengage, no eye contact, pass the buck, Chuck.

As the Manager, you don’t know who has the idea that is going to save the day. You cannot afford to have a single person disengage from the meeting. You need full engagement from everyone in the room for the entire meeting. One idea, one phrase, one twisted word may trigger the solution.

Does the way you state the problem have anything to do with the way people approach the solution? Take the problem and create a positive question that points toward the solution.

HCW?… HCW?… How Can We?… How Can We increase sales in our Houston territory? Take the problem and create a positive question that points toward the solution. Now, look around the room. You will find positive engagement. It is impossible not to. (Sorry, for the double negative.)

A bit of science. The human mind cannot “not answer” a question. (Another double negative.) The way the human brain is wired, when presented with a question, it is impossible for the mind to do anything other than search for the answer. If you want to engage the mind, ask it a question. If you want to engage a team, ask them a question. If you want to engage a team to solve a problem, state the problem as a postive question that points toward the solution. HCW? How Can We…? —TF

Who’s Bright Idea is it Anyway?

I looked around the room at the management team. It was a ragtag team, like most companies I work with, no starched white shirts here. The meeting had been convened to solve a nagging problem out on the plant floor. For the past two weeks, an elusive product defect had been showing up, but only detected right prior to shipping. This team of eight included representatives from all the major production areas as well as the VP of Operations. As I surveyed this motley crew, I couldn’t help but wonder, “Which person would have the insight, the brilliant idea that would save the day?”

This group was not unlike most classes I teach, where predictably, there are three types of participants. The first type of person always shows up early, helps to arrange the classroom, sits on the edge of their chair and whenever I ask a question, raises their hand, waving frantically for my attention. This is the person I call the Eager Beaver.

The second type of person is never early, but never late. I call this person the vacationer. They are very happy to be in class, because after all, they are not back in their cubicle at work. Responding to a discussion, sometimes they will participate, sometimes they won’t, doesn’t really matter to them, because, after all, they are on vacation.

The third type of person is precisely punctual, sits in the back of the room with their arms folded, daring any person around to engage them in anything, as if to say, “Just try to teach me something!!” This is the person I call the hostage.

Which one of these three is going to have the insight, the brilliant idea that is going to save the day?

It might be the Eager Beaver, perhaps the vacationer, might it be the hostage? For the manager, here is the dilemma. You don’t know. You don’t know which one is going to save the day. This is the reason no manager can afford to have a single team member disengaged. We need maximum participation from every team member. No coasting in my meetings. Everybody plays.

How often do we sit in meetings, watching people check out? They surreptitiously check e-mail on their Blackberry when they think no one is looking. They have one ear open to the meeting, one eyed glancing at a report they were supposed to review yesterday. One brazen team member even has their laptop open on the table, supposedly taking notes of the meeting. A sideways glance shows they are downloading e-mail and checking their horoscope.

Who is responsible for creating a different atmosphere, a different context? Who is responsible for creating the crucible in which a problem can be explored, alternatives generated and a solution selected? Who is responsible for creating the kind of meeting where each team member is engaged from beginning to end? Who indeed?

If that’s you in the mirror, the next question is “how?” How can you create maximum participation from every person in the room? How can you create full engagement? —TF

Motivation vs Manipulation

My kid is in the back seat on the way home from school. I want him to put on his seatbelt. “Son, I tell you what, you put your seatbelt on and we’ll stop at McDonalds so you can have vanilla shake.”

Motivation or manipulation?

Okay, it’s positive reinforcement, but is it motivation or manipulation? Positive manipulation?

“Son, I tell you what, you put your seatbelt on or else, when we get home, there will be no computer access for the night.”

Motivation or manipulation? So, this is more clear cut. Negative manipulation. So, whichever carrot or stick I use, my kid puts his seatbelt on, what do I care? When, as a manager, you want your team members to do something, and they do it, what do you care how you got them to do it?

“Red Team, I know it’s Friday and it’s 5:00pm and most of you are ready to go home, but if we could all stay another half hour, we got pizza coming. If everyone stays, we can get this project finished in the next 30 minutes.” Motivation or manipulation? If everyone stays, what do you care?

Don’t get me wrong. Manipulation is not necessarily a bad thing. I have always said the manager carrying a well-maintained sidearm is a force to be reckoned with… But here is the critical difference for managers.

Manipulation gets short term compliance as long as the Manager is present. And sometimes, that’s enough. The critical criteria are:

  • Duration of the behavior
  • Compliance
  • Presence of the Manager

Motivation gets longer term commitment and the presence of the Manager may not be required. The same criteria exist:

  • Duration of the behavior
  • Commitment
  • Presence of the Manager

Before the Manager makes a decision about the current ploy to gain cooperation from team members, these are the questions to ask:

  • How long do I need the behavior to last?
  • Do I need commitment, or will compliance be good enough?
  • As the Manager, will I be present, or do I want to be present for the duration of the behavior?

Understanding these three differences between Motivation & Manipulation will help you decide which approach you want to use. Motivation takes time to figure out, but the impact lasts a lot longer. —TF

Throughput of a Team

The first realization of a new rider is the impact of the team. A team of slower riders will always sustain a longer faster throughput than a single faster rider. Four slower riders can travel further faster than a single faster rider.

We have all heard the acronyms, like TEAM (Together Everyone Achieves More)…(gag me with a spoon). In cycling it is really true. When Lance Armstrong talks about his team in winning the Tour de France, he is not just blowing smoke up somebody’s skirt. He is dead serious. Without the team, Lance Armstrong is just one single fast rider. With a team, he can win the Tour de France.

The single biggest factor impacting speed on a bike is wind resistance. New riders think they have to buy a lighter bicycle with a composite frame to go faster, but the simple fact is, if you want to go faster, build a team. The key to speed is wind resistance. As a rider travels, a short wind tunnel is created behind. The faster the speed, the longer the wind tunnel, as much as 24-36 inches off the back of the rider. A second rider, who can maintain a position in that short wind tunnel, only has to work 80% effort to keep the same speed as the lead rider. In cycling, that’s huge.

After a few minutes on the nose (into the wind), the lead rider will tire and no longer be able to maintain the pace. That’s where teamwork plays in. As the lead rider feels the pace slip, movement to the left is initiated and a quick hand signal confirms that it is time for the second rider to pull into the lead. It’s like a handoff without a baton. The second rider moves from 80% to 100% effort and takes the lead, thanking the lead rider for the “pull,” then hammering down to set the pace. The leader, now off the nose, allows the pace line to move up, then initiates right into a position at the rear. With four riders in a pace line, the ex-leader now enjoys a number of successive wind tunnels in front and will enjoy the same speed with 75% effort.

In 1-3 minutes, the new leader will tire and pull to the left allowing the pace line to move, always maintaining maximum speed. The leader working 100%, the rest of the pace line reserving energy for their turn on the nose. This simple cooperation will move a team of slower cyclists past a single rider every time. Every time.

How do your teams work? Do they truly understand their leverage? Do they truly understand their sustained throughput as a team? Do they understand how small bits of cooperative effort gain advantage over smaller, weaker teams? Something to think about at the next team meeting.

Henrik’s Wheel

If I can just catch Henrik’s wheel. Another two feet and I can tuck in behind the protection of the pace line. Press harder, rotate faster. 95, 98, 101. The gap closes, 4 feet, 3 feet, 2 feet. I am in the draft. The wind becomes quiet. I made it to Henrik’s wheel.

I tell my friends I took up the sport of cycling, but that description doesn’t tell the story. This is no casual ride on a bicycle.

The group assembles at 5:00am. In a few minutes, this group will become a team. As a team, they can go faster and further than the fastest single rider. They will cooperate, communicate and take turns as the leader. Each rider brings a tuned machine and a tuned body. As a team member, they are responsible to the group for focused concentration, each responsible for the safety of the team, for pulling, closing gaps and calling hazards.

This is the story of a team. This may be a story about your team. This is the story of Henrik’s wheel.

Mineral Rights Conversation

In her book, Fierce Conversations, Susan Scott talks about deepening our conversations, taking our conversations closer to reality, having our conversations enrich our relationships. This holiday time is perfect for practicing the skill of the Mineral Rights Conversation.

Mineral Rights is a multi-level conversation which cycles through surface issues, toward deeper insights, understanding and learning. Mineral Rights is the kind of conversation we often avoid, yet long to have. Yes, it deals with issues of the heart, beliefs and values. I am often asked when I teach this skill, “Isn’t that kind of personal?” Well, yes. “Doesn’t it make people uncomfortable to talk about that?” Well, no.

People like to talk about themselves. In fact, most people are actually waiting for someone to come along so they can talk about things close to the heart, what they believe, things important. They have been waiting all their lives for someone like you to listen.

Tomorrow is Thanksgiving. You will be spending time with family and friends. Take your conversations to a new place. Listen for what is important. You will find your relationships will be enriched by these conversations. In fact, you will find the conversation is the relationship.

Happy Thanksgiving. —TF

Why Do People Bring Their Personal Lives to Work?

As we approach the intensive holiday part of the year, I am always asked about company policies relative to holiday time off, skeleton crews and differential pay for holiday work. It seems there is a growing tension during this time between the needs of the company for productive work and the needs of the team member for family time.

I am often asked, “Why do people always seem to bring their personal lives to work?” The answer is very simple. People bring their personal lives to work because they have personal lives. All of this talk about separating personal lives and work lives, striking a balance between work life and home life is mildly amusing. I never ask how I can keep them separate. I always ask, “How can our lives, at work, support our individual needs for family, religious observance and recreation (re-creation)?” and “How can our personal lives, our family life, our ethics, our re-creation support our lives at work?”

Stop the schizophrenia. We are all whole people, with needs for important contribution at work and needs for family and individuality.

As we roll into this holiday season, I hope you get lots of presents under your Turkey. —TF