Category Archives: Accountability

Practice Makes Perfect

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“That was a tough one,” Cooper breathed a sigh of relief.

“How so?” I asked.

“The team was struggling with this nasty defect in a critical area of production,” he started. “It took them a while just to collect the data on what was going on, where the failure point was. Then, what to do? That’s when they pulled me in.”

“And?”

“And, I figured it out. Some of their data was defective, which threw them off the trail. Then, I had the insight that solved the dilemma.”

“So, what did you just train them to do?” I was curious.

“I showed them how to solve the problem,” Cooper said.

“No, you showed them that whenever they have a hard problem, they should collect some data, even defective data and then bring the problem to you. That somehow, you will have a brilliant insight that saves the day, and they are off the hook. Not only have you crippled the team from solving their own problems, you have taught them to practice bringing problems to you.”

Incentives

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“I’m stumped,” Sarah explained. “I am trying to get my team to do things, to do them my way, and they seem to just go off and do something else. Somehow, some way, I need to focus on motivation. I need to figure out what I can put out there, as some sort of an incentive to get them to perform better.”

“Do you want to be a psychologist, or do you want to be a leader?” I asked.

“I don’t get it,” she replied.

“Psychologists are always convinced they can figure out a way to motivate people. Don’t get me wrong, they didn’t start with people, they started with rats. First they starved them, then put them in a maze and were astounded when the rats desperately searched and found the food. Amazing, isn’t it, that starving rats would go in search of food.”

“What’s that got to do with people?” Sarah wanted to know.

“That’s a good question for the psychologists,” I replied. “They took their findings of rats and generalized them to people. Except people are more complicated than starving rats. Even the rats, once they found and ate the food, stopped searching. Motivation is elusive. We can find short term external motivators that give us the illusion that we are in control, but that’s not the way people work. External motivation is really manipulation, and only works for a short time and usually only when the manager is around. The only motivation that works long term is something inside the person that causes them to behave in a certain way. You have difficulty causing yourself to work in a different way. Why do you think you have the power to cause someone else to work differently?”

Thinking, Talking, Doing

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“I’m a little disappointed with my team,” Jesse nodded, looking down.

“And?” I asked.

“We were in the meeting, talking about a new method in one step of our production. It’s way faster and prevents the defects we were seeing during that step. I know it seemed strange to the team, but they said they would trust me and do it the new way.”

“And?” I repeated.

“It was like we didn’t even have the meeting. They talk a good game, but what they say and what they do are different. I wish I knew what they were thinking.”

“Does it really matter what they were thinking. My guess is they were thinking you had a new way. They were thinking it seemed strange. But, they were thinking they trusted your new way. Thinking, even talking is no assurance of behavior. If you want insight into someone’s behavior, watch what they do.”

People Problems

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“People problems,” Sebastian shook his head. “It’s always people problems.”

I smiled. “Yes, you can think people create all your problems, AND they are also the only ones who can create your solutions.”

“So, I can have it both ways?” he chuckled.

I continued to smile. “The way you see your people will determine the problems that land in your lap, and whether those problems arrive with solutions attached. If people are only the source of your frustration, you will find only more problems. If people are also the source of your solutions, you will find inspiration and joy. You get to decide how you see your team.”

The Fix

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“I understand our biggest machine has been off-line for a day and a half?” I asked.

“Two days,” Camila replied. “It was down first thing yesterday morning, but we didn’t report it down until lunchtime.”

“And?”

“It’s fixed now,” she explained. “Someone made a mistake on the machine setup for a specific tool and over-torqued the main drive. The drive can handle the pressure, but the tool came apart and destroyed a bunch of stuff inside the cabinet, including the safety partition. No injuries.”

“And, the fix? What’s the corrective action?” I wanted to know.

“Yeah, we have to make sure the setting doesn’t exceed the tool tolerance,” Camila was quick to respond, hoping the conversation would be over, soon.

“The problem wasn’t a machine setting? The problem was that someone wasn’t paying attention, didn’t doublecheck, wasn’t thinking, wasn’t trained or didn’t have the capability. That’s what you have to fix first.”

Controlling the Future

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“We have the forecast,” Samuel said. “All on a spreadsheet. We know what we need to sell by the end of this quarter.”

I looked up, smiled. “Do you mean, you know what you hope for? Do you mean, based on your explanation for the shortfall last quarter? Or is this just a guess?”

“Well, none of those. It’s just what we believe the CEO would be happy with,” Samuel explained.

“It’s nice to have an agreed upon target,” I surmised, “but do you think it will just happen from the number on the sheet or are you going to make it happen? Do you think you have the power to intervene on what will happen?”

“We are going to try,” Samuel looked determined.

“What will happen, will happen,” I replied. “Are you prepared to intervene in what will happen?”

“I told you, we will put in our best effort.”

“And, what if your current best effort isn’t good enough? Are you prepared? Look, your forecast is a target, not a predictor. We don’t know what is going to happen, nor do we control it. We don’t control what customers do. We don’t control what our competitors do. We don’t control how our supply chain performs. The only thing we can do is to prepare for whatever may happen. So, when it does, and it will, we are prepared. What does that preparation look like?”

You Are Part of the Problem

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“You make it sound like the project failed, because it was our fault,” Roland pressed back. “The customer was being unreasonable.”

I held up my hand. “Stop,” I said. “Your customer came to you with a project. Projects are full of problems. They came to you for solutions. The first rule in being part of the solution is not to be part of the problem. Your explanation sounds eloquent, even reasonable, but your customer did not come to you for an explanation. Your explanation tells me more about you than it does about the project.”

Roland’s face turned glum. “So, we learned about the difficulty of the project, the time pressure of the deadlines, the negative demeanor of the customer. You said we missed something in our post-mortem.”

“What you missed,” I continued, “was your own contribution to the problem. You knew the complexity in the project, but mis-estimated your team’s capability to deal with the complexity. You knew the time pressure, but did not know your team would mis-fire in the face of that pressure. You knew the customer was prone to anger, but did not prepare to manage expectations. These are the lessons your mistakes were trying to teach you. Until you face those lessons, your next project will see a similar outcome.”

Learning From Mistakes

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“We got it,” Roland said. “This was very painful, to examine the sequence of events that caused our last project to fail. It cost us a lot of money, wasted energy and almost got us sued. But, I think we know how it happened. Expensive lesson.”

“So, you are trying to learn from your mistakes?” I replied with a question.

Roland nodded in agreement. “I think it is important, part of our debrief, a post-mortem.”

“It’s valuable to look at your mistakes,” my nod matched Roland’s nod. “What did you miss?”

“It’s a very tough client. They had an unreasonable timeline, very demanding, put us under a lot of pressure,” he replied, as if his team had been tortured.

“I assume you knew this client?” I stared. “I assume you looked at the project schedule, and agreed to it. You knew what the stakes were. These are NOT things you missed. What did you miss?”

“I was just trying to tell you why it was such a difficult project for us,” Roland pushed back. “Final analysis, I don’t think we missed anything.”

“People always tell me they learn from their mistakes. Mistakes are rarely that instructive. The reason we don’t learn from our mistakes is that we fail to examine our own contribution to the problem. You are going to have difficult customers, with unreasonable demands inside a high pressure project with tight deadlines. All of that was known before you signed the contract. What you missed, your failure in the project was not due to the project. The failure was your assessment of your internal capability, or lack of capability. Your contribution was that you ran out of talent.”

The Value of Advice

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“So, I have to know where I want to go, before I get advice?” Sebastian clarified.

“You are going to get advice all the time from everyone around you,” I said. “Whose advice do you listen to? You have to make a judgement about the guidance you receive, whether that guidance will create the outcomes in line with your pursuit.”

Sebastian was silent. Not stony, but reflective.

“Is what people tell you important to your pursuits, or their pursuits?” I continued.  “Is their guidance based on an objective reality, or their interpretation of reality? Hint, objective reality is hard to come by. It is important to inquire of other interpretations, but ultimately, you have to decide your own interpretation. It is only you with a precise understanding of your journey and its destination.”

Certainty or Readiness

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“But, I want my plan to be realistic,” Tyler protested. “I want to think about the most likely scenario, and set in place the steps to meet our objectives.”

“Yes, but the most likely scenario rarely happens,” I replied. “Planning is all about readiness. Your realistic plan may be wrong, and the steps you set in place may lead you down a path of futility.”

“But I still have to have a plan, don’t I?”

“Yes, a plan that considers a number of scenarios, with contingencies and alternate paths to the goal. A plan is less about certainty and more about readiness.”