Category Archives: Accountability

Technical Contributors as Managers

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“When did you notice the slowdown in throughput?” Catherine asked. The response from the client was consistent and overwhelming.

“Right after we promoted Duncan to manager.”

“And what was Duncan doing before he was promoted to manager?” she wanted to know.

“Duncan is an engineer. He was doing engineering. Best engineer we have, so we promoted him to Engineering Manager.”

Catherine knew engineers and the worst decision was to make an engineer a manager. She interviewed the team and documented her observations. Her initial report was so precise, so descriptive that it climbed the ladder to the client’s executive team, in charge of engineering integration with every other function in the company. She did not expect the email, but there it was in front of her. “We know we had a small budget for this project, but we want to expand deployment across all teams. What could we expect?”

Vision and Mission

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Calhoun managed by proximity. He preferred to have his people close, to overhear, to intervene when necessary. He described the publication’s editorial philosophy with genuine conviction.

“We cover the new economy,” he said, “which means we cover people who are building things that have not been built before, where the rules are written as the game is played. That produces a specific kind of story, the founder ahead of the regulation, the protocol ahead of the infrastructure, the valuation ahead of the revenue.”

He leaned back in his chair. “Our job is to find those gaps and report them accurately. We have to gain access to the people inside, which means they have to trust that we will treat them fairly.” He paused. “And we will treat them fairly. Fairly does not mean gently. It means accurately.”

Premeditated Culture is now available on Amazon.

Hiring Talent

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Renata Voss was the firm’s head of recruitment and in her fourteen years conducted, by her own estimate, somewhere between four and five hundred candidate interviews. She sat in a small, dedicated conference room on the interior of the suite, no window, one door, designed to make the candidate feel the conversation was the only thing happening in the building. She developed, over fourteen years, a very precise model of who she was looking for, and a precise intolerance for candidates who did not fit the mold.

Her conversation with Gus opened with standard behavioral questions. “Tell me about a time when a project got stuck? What was the external obstacle? Resolution to the problem?”

Then, she watched him do something novel, not seen in five hundred interviews. Before answering, he leaned forward slightly. “Before I tell you this story, I need to make sure our conversation is confidential. I won’t reveal the names of anyone involved. But it’s important that you don’t share what I’m about to tell you.”

Renata put her pen down. Gus was about to say something that would require her to end the interview.

Premeditated Culture is now available on Amazon.

The Baton Pass

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Pruitt glanced at the other two shareholders with the brief eye contact of a shared understanding. “Documentation discipline,” he said. “Every document is right the first time. Every classification is accurate. Every valuation is current. The customs brokers we use on both sides know our paperwork before it arrives.” He paused. “You’ll want to get to know Carlos. He is our customs broker out of Nogales. He has an office on the US side. It’s his relationship that makes the clearance rate possible. Whatever he needs, he gets it.”

Everyone but Jarrad stood to leave the room. The clock on the wall showed 8:38. Jarrad stood and met their grip like a baton at a relay race. The handshakes were warm, but with a visceral quality of relief, an apology that none of them made explicit. Each finished their segment, it was Jarrad’s turn to be the runner. They escaped what all shareholders escape when they exit. They escaped the routine, the pressure, the obligations. The visible obligations and the hidden obligations now belonged to Jarrad.

Premeditated Culture is now available on Amazon.

When You Allow It

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“David,” she said, “you are one of the most capable people in this program. Your work is genuinely good. Your analysis is rigorous when you allow it to be.” She paused. “You don’t allow it to be, often enough, because allowing it means staking a position that someone might disagree with. And you learned, this program taught you, very effectively, that the risk of being wrong in public is greater than the cost of being right in private. So, you seek consensus. You look for permission. You ask people like me what you should do so that when it goes wrong you can escape accountability.”

Premeditated Culture, now available on Amazon.

What We Tolerate

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“But I want this place to feel like a family. I want people to feel warm inside when they think about our company. That’s the kind of culture I want to create,” Tracy explained.

“First, I can’t see what someone thinks,” I replied. “I can only see behavior. Culture may impact the way we feel, but culture drives behaviors. Culture starts with beliefs, but even beliefs are invisible. Tell me what people do, and it will give you insight into what they believe.”

“I should look at behaviors?” she wanted to know.

I nodded. “For example, let’s say we want to focus on safety, we want to create a safety culture. This is not your warm and fuzzy culture feeling, but a belief that every team member goes home each and every day with ten fingers and ten toes. If that is what we believe, what behaviors does that drive?”

“That they wear safety glasses, steel toed shoes,” she said. “That they watch for unsafe work practices. They watch perimeters, safety walk equipment, pay attention to balanced loads. Most important, watch out for each other.”

“So, you have a whole series of behaviors connected to ten fingers, ten toes,” I smiled. “What if your best technician shows up in tennis shoes? You see, behaviors get tested by reality. You don’t stand for the aspiration, you stand for what you tolerate.”

“Our best technician does not get a pass,” Tracy was firm. “He goes home, gets the right work boots.”

“And those behaviors that survive the test of reality become our customs and rituals. Daily safety huddles, site specific safety exposure meetings, maintained safety equipment, those become rituals. And those rituals reinforce what we believe – ten fingers, ten toes.”

Premeditated Culture – Consequences of What We Tolerate is now available on Amazon.

Which Truth?

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“It’s like they fight all the time,” Sheldon explained. “Each manager thinks they know how to run the whole company, if I would just step out of the way.”

“What’s happening, explain the friction?” I asked.

“Once again, the project was late and when it was delivered to the client, it didn’t work. Pretty simple explanation. It’s the fix that’s complicated. When we only did one project at a time, everything seemed to work well. On time, on budget, never missed a beat. Then we got two projects, three. We now have seven projects in-house and they all have problems, missed deadlines, cost overruns and quality issues.”

“And?”

“The project manager is ripping his hair out. The response he is getting from all the other managers is a mix of blame and excuses,” Sheldon shrugged.

“What do they say?” I prompted.

“Want a list?” Sheldon chuckled.

  • The Sales Manager says he asked Engineering for timetable before he promised a delivery date.
  • The Engineering Manager says there were too many changes in the scope of work.
  • The Ops Manager says the timetable from Engineering was unrealistic.
  • The Accounting Manager says the budget didn’t allow for any profit.
  • The Marketing Manager says that if he had known the priority of the client, he would have put more people into the product rollout.

“So, who is right?” I smiled.

“That’s the problem. They are all right. Every word is true.”

Band Aids and Systems

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“We’ve grown,” Edgar explained. “We developed systems to make sure our product is consistently made, but we keep having delivery problems, running behind, backorders, line shutdowns. There always seems to be a problem.”

“Which one person has that responsibility?” I asked.

“Well, that should be the manager,” Edgar replied. “But I wonder sometimes. Have you ever seen someone in the weeds?”

“What do you mean?”

“In the weeds. Like in a restaurant, where the waiter has too many tables. He can go as fast as he wants, but never catches up and every customer stays upset.”

“So, what do you expect from the manager?”

Edgar paused, “He’s in charge of everything that goes on out there. It’s quite a big job. We have several assembly lines, lots of machines, each a little different. We have raw material inventory and finished goods inventory.”

“Where do you see the breakdown?” I pressed.

“There are two kinds of problems I see my manager facing. Sometimes he seems to fix the same problem over and over, one band-aid after the another. Other times, he can tweak our system to fix the problem once and prevent it from happening again. I call it a system fix.”

“And?”

“Sometimes, there is too much going on and he can’t study a problem long enough to make a system fix, so he is back to band-aids. And that’s when we get behind.”

Trust or Frustration

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“What about personalities?” Melanie asked.

“Why do you think personalities are so important?” I replied with a question.

“But, isn’t my team just a collection of personalities?” she said.

“We look at an organization and instinctively think that we must pay attention to the personalities as that will be the way the team gets along. Far more important is the structure, the way we organize the work and define the working relationships,” I nodded.

“How so?” Melanie said, trying to be practical.

“Think about the simple relationship between a manager and a team member,” I continued. “That relationship will spell trust, fairness and deep satisfaction, OR, it will spell frustration, manipulation and despair. The organization gets to choose how it defines that working relationship. Further, those emotionally charged responses of trust or frustration will spill over into the way people see the rest of the world. On the shoulders of the organization is the tone for other social relationships.”

In Sync

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“I truly want to make my team happy,” Melanie wished out loud.

“Please don’t focus on making team members happy,” I replied. “Being happy may be a byproduct, but what we want is engagement. What does it take to keep team members engaged in the work that we do?  As managers, we do things instinctively to get the work done, without thinking about the longer term impact of engagement. Getting the work done is short term, to meet the weekly metrics.” I paused. “We need to think about getting the work done well for the next five years. We do that best with a team we can keep together, working in sync with each other.”

“We almost always meet our metrics,” she said. “But, it feels forced, overtime, uneven effort from some team members. I mean, we get there, but sometimes, it’s not pretty.”

“So, even if the team meets their metrics, but isn’t working in sync, where are you, as a manager?” I asked.

“That’s the word,” Melanie smiled. “Working in sync? I can force the team, but it requires me to be dominant, create pressure, in short, get the team to be compliant to the metrics. I am exhausted at the end of the day.”

“That is why, in building an organization,” I continued my thought, “it is not enough to have the right people in the right seats, we have to think about how the seats work together.”

“That sounds nice for an orchestra,” she chuckled, “but what about here, where we have to get some work done?”

I smiled back. “In every working relationship that we design, we have to think critically. In this working relationship, what are the accountabilities we expect? And, in this working relationship, who has the authority? Authority to make decisions and solve problems the way we would have them solved? It is the design of the structure that creates team member engagement. It is the design of the structure that creates flow, everyone working in sync.”