“Do you, as the Manager, sit with your team and talk about the decisions they have to make as they collect this data?” I asked.

“Well, we go over how to fill out the information on the form. We have training every month on changes to the form or changes in the way it is processed,” Arlene replied.

“Have you ever had a team member follow all the instructions, complete every box on the form, but at the end of the day, there were problems?”

Arlene started laughing, nodding her head. “Oh, yes!” she blurted. “We had this one guy, we had to let him go, finally. And it was difficult, because he did everything he was supposed to, but he was such a mess, disorganized. It was all last minute with him. I mean, he would get the filings in just under the wire, but the underwriter, who had to approve the paperwork was always kicking it back. In the end, the customer would not be approved and they would be mad at us. But remember, all we do is the paperwork, we don’t approve the underwriting.”

“That’s not true,” I countered. “You could tell the difference between poor performance and good performance with this guy. As his manager, when did you know you had a problem?”

“Oh, it was the first week. You could just tell,” Arlene explained.

“And, how long did it take before your company terminated him?”

Arlene hesitated, “Eighteen months. But we had to give him a chance. We had to make sure he had the proper training and that he didn’t just get a batch of problem customers.”

“He didn’t fail because of the training,” I replied. “And customers are always problem customers, so that’s not it. And he did not fail because you didn’t tell him what to do, the prescribed duties. He failed in the discretionary part, the decisions he had to make as he approached the work. These are the decisions that managers never talk about with their team. And it is these decisions that make the difference between success or failure.” -TF

The past couple of weeks, we have been looking at teams and accountability, some great comments.

Don writes:

Team responsibility is a nonsensical theory developed by academics that have never functioned in the work place. No one is ever responsible for the ultimate outcome of the group or the damage done to the company. Every major crash in American business can be tracked to every level of management claiming they were never informed of a problem by their “team”. Group rule equals wasted time in the form of unproductive meetings, unrealistic goal setting and the pushing of responsibility to the lowest level. If American businesses doesn’t wake up, this team business format will be called the predecessor to economic depression.

Colleen writes:

I work for an internet marketing company with team members all around the U.S. We’ve never even met in person, know very little about each other, but somehow we accomplish a lot together. I guess it’s about the quarterbacking, huh. Just a matter of doing the task you’re assigned and letting the quarterback do the coordinating.

The essence of accountability. The manager is to be held accountable for the performance of the team. This simple concept is a game changer. -TF

“At first, this group dynamics stuff looked interesting, you know, everyone together under a team incentive bonus. It sounded exciting in the seminar, but in real life, this is painful,” Naomi explained. “The worst part, is we’re not getting any work done.”

“So, who is accountable?” I asked.

“I think everyone has to take a small part of the responsibility for the team not cooperating,” Naomi replied.

“No, I don’t mean who is responsible for the mess. I mean, who is accountable for the goal?” I insisted.

“The goal? We’re not even talking about the goal. We are just talking about cooperating better together, as a team.”

“Perhaps, that’s the problem,” I suggested. “You are spending so much time trying to cooperate as a group, that you forgot, we are trying to get some work done around here.

“Is it possible,” I continued, “that you have been misdirected to think more about shared fate and group dynamics than you have about your team. A team is not a group. A group may be bound together by shared fate, but a team is bound together by a goal. Stop thinking about group dynamics and start thinking about the goal. That’s why we are here in the first place.” -TF

“Well, the bonus was designed to promote teamwork. At the end of the year, if they made their team goal, everyone would get the same amount of incentive from the pool,” Naomi explained.

“And?” I prompted.

“And, it turns out that some team members feel like they are doing all the work and that other team members are not contributing at the same level. A little resentment. And it goes both ways, the others say they are doing their best, but circumstances are preventing the team from reaching their goal.”

“And, what is your role, as the manager?”

“My role? I am trying to stay out of it. The consultant said to let the team work it out. This group dynamics stuff, you know.”

“And how is that approach working for you, as a manager?” -TF