From the Ask Tom mailbag:

Question:

I am a new manager in this company, but I have 6 years experience in my field, so, technically, I am qualified and have the drive to be good at anything I do. I have 2 employees that work directly under me and consistent problems with one. I feel like she resents me because she was overlooked for my position several times because she is a female. I sympathized at first, but after 4 months, it is very clear that her attitude and lack of drive to go the extra has been her problem. After one month in my new position without making any significant changes, I sat down with each of them and created in writing what I expect from them. They both signed, agreeing that the terms were fair.

Yet, even after our talk, she has been resistant to anything I have asked her to do and continues to argue with me about the way we do things.

I have verbally warned her that this behavior is unacceptable, but I feel like I need to write her up so it is on record that she has been warned. She wants more money (not the opportunity to make more, but to be GIVEN more) but I am ready to get rid of her. I am a very tolerant guy, but I feel that her resentment is causing her to not be able to change her attitude. I want to give her the benefit of the doubt, but I am exhausted. I want to praise her for doing a great job, but I can hardly get her to just do what I expect, much less exceed expectations…I NEED HELP!!!

Response:

I will hold my response until Monday. I am curious what my readers think. Has anyone ever had this person work for you? What were the symptoms? How did you handle it?

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Our next Leadership program begins January 22, 2007. Visit www.workingmanagement.com.

From Wednesday’s Ask Tom mailbag:

Elaine, a manager, has a supervisor who now reports to her. This supervisor has been with the company since the beginning, but doesn’t follow all the company guidelines, avoids “extra” duties like training. There is resentment building among the other supervisors about everyone carrying their load. So, this issue is more than individual accountability, there is an impact to the group dynamic.

We had great comments posted from Jeff, Kurt and John.

This issue will not be solved overnight.

Step One. Start with a one on one conversation. As a manager, this is a listening exercise, using questions. The subject areas should begin with history, then job satisfaction, teamwork, team member assessments, productivity and training. The purpose of this conversation is to make the supervisor’s thoughts visible, nothing more. It is likely that what is said by the supervisor more closely conforms to company policy than the behavior you have witnessed.

Step Two. Use the team dynamic to have a supervisor’s meeting to discuss those same subject areas. Again, this exercise is one of asking questions and listening. The purpose of this conversation is to make the team’s thoughts visible. And this is the first of several on-going meetings. The time spent in this meeting should not exceed thirty minutes. Do not try to solve the world’s problems, but make their thoughts visible, thank them and adjourn the meeting.

Step Three. Continue with these meetings on a scheduled basis, perhaps once a week and make progress toward problem solving especially in those areas where you have noticed a breakdown in collaboration. The purpose of these meetings is to have the supervisors define and take responsibility for making progress. Your supervisor in question will either play, or not.

So, Elaine, keep us updated on YOUR progress. -TF
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Our next Sales Program starts January 8, 2007 www.workingsales.com.
Our next Management Program starts January 22, 2007 www.workingmanagement.com.

From the Ask Tom mailbag:

Question:

I am at wits end. I have a weekly management meeting, but it seems I do all the talking, especially when it comes to accountability. And when it comes to accountability, all the ears in the room go deaf. Whenever there is underperformance, it is like the team cowers under the table until the shouting is over. I am tired of shouting. Besides, it doesn’t seem to do any good.

Response:

Most Managers are not aware of and do not leverage team accountability. Managers assume the role of the bad guy and essentially let the team off the hook when it comes to holding each other accountable for performance.

Turn the tables. In your next meeting, when a team member reports non-performance or underperformance, stop the agenda. Ask each team member to take a piece of paper and write down how this underperformance is impacting their part of the project. Go around the table and ask each person to make a statement. Then ask the team to create an expectation of how the underperformance should be corrected. Go around the table again. Finally, ask the underperformer to respond to the team and make a public commitment to action.

Team accountability is a very powerful dynamic. -TF

“So, if morale suddenly improved as the speed of the line improved, what do you think changed? What changed inside their heads?” I asked. Emily and I were talking about her production line’s sudden improvement in both speed and attitude. She mulled the question over.

“Remember, before, we were talking about competence and incompetence,” she was thinking out loud. “I didn’t believe you when you said the problem was incompetence. But now, I see such an improvement, I think you were right.”

“So, what changed inside their heads?” I asked again.

“Before, they didn’t know the daily target number. That single number became a tool for them to get better. They became more competent.”

“They are on their way to mastery,” I said. That word mastery hung out there like a full moon. Inescapable.

“I never thought of it that way.”

“Put the two together.”

“Competence and mastery,” she said.

“Why do people perform at a high level?” I asked.

“Because they can,” she replied. “Give them the tools to become competent and you will see progress.” Emily smiled. It was beginning to sink in.

“At least, that is half the story,” I announced.

“There’s more?” Emily asked.

—
Our next Management Program is scheduled to begin October 30 in Fort Lauderdale.
Session 1 – October 30, 2006 – 3:00-6:30p
Session 2 – November 2, 2006 – 3:00-6:30p
Session 3 – November 6, 2006 – 3:00-6:30p
Session 4 – November 13, 2006 – 3:00-6:30p
Thanksgiving Break
Session 5 – November 27, 2006 – 3:00-6:30p
Session 6 – December 4, 2006 – 3:00-6:30p
Visit www.workingmanagement.com

“So, how did it go?” I asked. Phyllis had her conversation with Ben late yesterday about the cycle count mess.

“It was a little strange,” Phyllis started. “At first he was headed toward being defensive, but my question was not what he expected. He thought I was going to ask him how it happened, but I didn’t. Instead, I asked him how he was going to fix it.”

“And?” My brow furrowed in anticipation.

“And he just sat there. So, I waited. You said I would have to outlast the silence, and I did,” smiled Phyllis.

“And?”

“And, then, it all came gushing out, all the problems, difficulties and excuses,” Phyllis was still smiling. “So, I just asked him again, how was he going to fix the problem?

“It was great,” she continued. “This afternoon, he is supposed to have a one page written timeline to get inventory back under control. Now, I know it will be an awful plan, and that I will have to work with him, but the accountability will still be in his court.”

Phyllis continued to beam as she made her way down the hall, waving a quick salute. -TF