Category Archives: Accountability

Overwhelmed Behaviors

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From the Ask Tom mailbag:

Question:

What happens when you realize you were given a promotion and not able to live up to the capabilities? Do you admit it to your superiors? Do you keep it to yourself and risk failure?

Response:

There are many ways to survive in a position that’s over your head, but in the end, it’s only survival. Not a way to live.

I often ask managers, “How do you know, what behavior do you observe when a person is in over their head? Where the Time Span for the position is longer than the Time Span of the person?”

The descriptions come back.

  • They feel overwhelmed.
  • They cover things up.
  • They cut off communication.
  • Their projects are always late.
  • I can’t ever find them.
  • They always blame someone else.
  • They have all the excuses.
  • They never accept responsibility.

So, the short answer is yes. When you realize you are in over your head, go back to your boss. Explain the difficulties you are having. Ask for help. If it is a matter of capability (Time Span), no amount of training, no amount of hand holding will help. It is possible that you may grow into the position, but it’s more likely a matter of years, not weeks that allows for the required maturity (increase in Time Span).

This doesn’t make you a bad person, it just means you were placed in a position where you cannot be effective. Yet!

Planning, Goals and Objectives

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From the Ask Tom mailbag –

Question:
My role has expanded recently and as a manager, I am expected to participate in our annual goal setting exercise, including setting expectations for my team. How would you suggest I approach this task? I recognize that communicating context is critical.

Response:
Congratulations. Welcome to your new role. Goal setting is actually the second step, not the first in your organizations annual planning exercise. Before you can set goals for yourself and expectations for your team, you have to understand where the organization is going. That always starts at the top of the organization, and, it appears you are now part of that circle.

  • S-V – Business Unit President, goals and objectives, 5-10 years, mission, vision.
  • S-IV – Executive Managers, goals and objectives, 2-5 years, multi-system integration.
  • S-III – Manager, goals and objectives, 1-2 years, single system, single critical path.
  • S-II – Supervisor, goals and objectives, 3-12 months, implementation, execution.
  • S-I – Production, goals and objectives, 1 day-3 months, production.

    • Each layer in the organization should be thinking about, and asking questions related to context at the next level up. It all starts at the top with Mission, Vision. I hold the Business Unit President accountable for leading that discussion, arriving at and defining some conclusions. Then, toward that Mission, Vision, each layer begins to grapple with defining the tasks and activities (the work) including stated targets for each objective.

    The approach, for you, will be to get your arms around the way your company expresses itself in these cascading sets of goals and objectives. Some companies are very formal, some informal, some are loose. Speak directly with your immediate manager.

    • How did the process go last year?
    • How were the results of last year’s process stated, or published?
    • Can you get a copy of last year’s planning output?
    • Is there a schedule for this year’s planning?
    • What preparation do most managers complete prior to the planning process?
    • What data needs to be gathered?
    • Specifically, what formal documentation do you need to produce, as a new manager in your company?
    • Does your planning need to coordinate with anyone else’s plan?
    • Does your plan need to include budget and costs?
    • What has changed during the past 12 months? In your market? In your company? In your department? With your team?
    • What changes in the future do you need to be aware of that might impact your plan?
    • How will the elements of your plan need to be broken down and communicated to your team?
    • When will your plan need to be communicated to your team?
    • What feedback from your team will you need to collect in the preparation of your plan?
    • What milestones will you track (key performance indicators) to make sure your plan stays on track?
    • How often will you review those milestones with your manager?

    That’s probably enough for now.

Meeting Satisfaction

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“As a participant in any meeting, Sheila, have you ever walked out at the end saying, Darn, I wish we had done this at the meeting.”

“Well, yeah. Almost every meeting I go to, is like that. Sometimes, it wouldn’t take much to make a meeting more meaningful,” she replied. “Almost every time, it misses the mark.”

“So, you think a meeting would have been better if it had just included some unspoken element?” I asked.

“Yes.”

“Then, up front at the beginning of the meeting, does it make sense to get those unspoken elements out on the table?”

Sheila tilted her head. “How would you do that?”

“If you are the leader of the meeting, early on, after establishing the purpose for the meeting, simply ask, What is your condition of satisfaction for today’s meeting. What has to happen, by the end of the day, for you to say, this meeting was worthwhile, to say, you are glad you came, you are glad you contributed?

“As the leader of the meeting,” I continued. “You might as well know that up front.”

It’s the Job of a Manager

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“What kind of questions?” asked Ted.

“Look, in your position, as Manager, you often don’t have the technical details necessary to make a decision. As a Manager, that’s not your job. Your job is to bring value to the thinking and work of your team.” I waited for Ted to catch up.

“By asking questions?”

“Most Managers think their team will see them weak if they have difficulty making a decision, even if the Manager doesn’t have the technical details. So, sometimes Managers make a decision because they think it’s their job.

“If you have two engineers, each with a different method of solving a problem, you may not know which method is technically the best way.”

“So, how do you make the decision?”

“You don’t bring value by telling them what to do. You bring value by asking questions.

  • What were the top three criteria on which you based your recommendation?
  • What impact will your recommendation have on the time frame of the project?
  • What two things could go wrong with your recommendation?

“Your job, as Manager, is not telling people what to do. Your job is to bring value to their problem solving and decision making.”

Measuring Output or Effectiveness?

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From the Ask Tom mailbag-

Question:
You describe an evaluation process called the Personal Effectiveness Appraisal. How is that different from a Performance Review?

Response:
The Performance Review, or Annual Performance Appraisal judges the output of the person in the role related to goals or objectives. How close did the team member’s output come to the target? The problem with the Performance Appraisal, it places accountability in the wrong place.

The goal, or the target published in the Performance Appraisal is generally set by the manager. Team members may agree (enthusiastically or reluctantly), but it is the manager that signs off on the target. That target is the manager’s best judgement of what is reasonable based on the manager’s expectation of circumstances. These goals or targets are typically organized into Key Areas, so the role has an array of indicators (KPIs) on which to examine output. Because this method incorporates a series of comparative numbers, it is thought that this Performance Appraisal is “objective” in that the numbers don’t lie. The problem is, the basis for those numbers is still a manager’s judgement. Further, it is the manager that controls all the variables around those numbers, access to resources, number of people committed to the goal, budget allocated, tools, maintenance schedules, overtime permitted, supply chain interruption. It is the manager Elliott holds accountable for output.

The Personal Effectiveness Appraisal is different. Please understand it is still a manager’s judgement, but now the manager is looking at additional criteria. It is not that we put the manager’s targets aside, but the manager must now consider the team member’s effectiveness in the context of the circumstances during the appraisal period. A salesperson, in a fertile market might achieve the target output numbers by simply taking orders. A Performance Appraisal might judge the output as “exceeded expectations,” while an Effectiveness Appraisal might judge the behavior as mediocre.

A salesperson in a difficult market might fall short of the target in spite of extraordinary skill and effort. The Performance Appraisal might judge the output with a failing grade, while an Effectiveness Appraisal might yield a high five, perhaps a hug (if we are still allowed to hug in the workplace). It’s essential to recognize that external factors often influence performance outcomes. Furthermore, seeking advice in the aftermath of unfair job loss can provide valuable insights and support during this difficult time.

Freedom in Limits

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“But, I want my team to feel free to approach problems on their own terms,” Monica insisted.  “I don’t want to stifle their creativity.  But often, my team just wanders in a state of confusion, trying to solve a problem that’s not that difficult.”

“It’s a bit of a paradox, isn’t it?” I replied.  “We think if we set limits, then we stifle the team, when limits can be actually be very productive.  If we set the limits too narrow, then there is little opportunity to discover a new or better method.  Yet, if we set the limits too wide, we promote confusion, disarray, introduce delay.”

“That’s what I see, I think I am promoting creativity by giving free reign, but the outcome often falls short,” Monica nodded.

“The thing is, we live with limits all the time.  Social structures are designed to impose limits on those involved.  Organizational structures are designed to define the limits within which reality lives.  They are not designed to stifle, but designed to release creativity in real productive ways.”

“Like, when I tell the team to contribute ideas where money is no object, when the reality is, there is always a limit to the budget.”

“Yes,” I agreed.  “You may gather ideas with an unlimited budget, but there is always that reality that tempers the ideas.  Brainstorming has its place, but so does problem-solving.”

Setting Context

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“One of my main responsibilities, as a manager, is to set the context for my team? What do you mean?” Paula asked. “I assume this is more than introducing each other.”

“It’s all about the work,” I replied. “Context starts with a clear understanding of the task at hand. What is the quantity, quality standard, necessary resources and the time frame. QQT/R.

“Next, is how that assigned task fits with the larger picture, that you, as a manager are accountable for. This provides the team with an understanding of just how big their role is, in the larger picture.

“Context also includes the work their teammates are doing, work that intersects with their work, work output they may be waiting for, work output they produce that someone else may be waiting for.

“Context answers the questions – How do I fit in? What is the importance of the work I am doing? What do others depend on me for? One of the primary accountabilities for every manager is to set context for the team.”

It’s Just Wrong

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“But, that’s just wrong,” Jeffrey pressed. “I tell my team what’s wrong and then tell them to fix it. It’s up to them how. I am not going to spoon-feed the solution. I want them to figure it out.”

“And, when you tell them something is wrong, what state of mind have you left them in?” I asked.

“I hope the state of mind is urgency. When they screw up, they need to fix it and fix it fast,” he replied.

“Exactly. And, how does that state of mind contribute to the quality of the solution?”

Jeffrey chuckled. “You’re right. Most of the time, the team acts like a deer in headlights, frozen, unable to move, no alternatives, no solutions.”

“Does the way you state a problem have an impact on the way people approach a solution? Is there a more productive state of mind you could leave with the team other than something is wrong, someone is to blame and there will be a price to pay.”

“But, I want them to know that mistakes are serious,” Jeffrey pushed back.

“And, does that get you closer to a solution or does it stop solution-finding in its tracks? In what way could we restate the problem, to be accurate in our observations, without laying blame, promoting a sense of teamwork, generating alternatives and selecting the best solution?”

Stumped

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“I have a quality problem,” Francis explained. “My team was falling short on unit output, so I put a spiff out there, some restaurant cards if we met our weekly output targets.”

“And, the unintended consequences of this little spiff?” I asked.

“We met the weekly output target, but my reject rate went up. My team began to cut corners, so I had to double-down on my inspection samples. For parts that passed inspection, our output was actually lower than before.”

“So, you were expecting an incentive to replace something you should have done?” I asked.

“What do you mean?” Francis objected. “I expected them to work harder, pay more attention. Didn’t turn out that way.”

“Let’s pretend, for a moment, that your team was already working as hard as they could, with focused attention. And that, to reach the target, you, as the manager had to make a change. What change would that be?”

Francis hesitated, looking to abandon responsibility for output. “You mean, I can’t give out restaurant cards?”

“No, what could you have done differently, as the manager? Remember, you control the variables in which your team works. What could you have done, as the manager?”

“I’m stumped,” Francis replied, eyebrows lifted.

“If you are stumped, then who could you ask for ideas?”

Francis grimaced, “You are thinking my team, aren’t you?”

I nodded. “In what way could we increase our production output, while maintaining the same quality standard? Sounds like a reasonable question for any manager to ask of the team. My guess, the response will have little to do with restaurant cards.”

Not a Communication Problem

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“I think I have a communication problem with my team,” Jordan explained. “It seems like I have to constantly explain, interpret, assign and reassign, clarify, all to come back and do it over again. I think my team needs a communication seminar.”

“And, what would you hope the outcome of this seminar to be?” I asked.

“That the team understands,” Jordan simply put.

“And, what if I told you I don’t think you have a communication problem?”

“What do you mean? It sounds like a communication problem to me.”

“My telephone rings for two reasons,” I replied. “Most people call to tell me they are in the midst of a communication crisis, or have an unresolvable personality conflict on their team.”

“Like me, a communication problem.”

“In my experience, in the throes of explaining and clarifying, you fail to establish two things. I don’t think you have a communication problem, I think you have an accountability and authority issue. You failed to establish, in the task, in the working relationship, what is the accountability, meaning, what is the output? The second thing missing, in the pursuit of that output, who has the authority to make decisions and solve problems?”

“So, I need my warehouse crew to move material, according to a list, from the warehouse to a staging area for a project. I explain what needs to be done, give them the checklist and then they get stuck.”

“Stuck on what?” I asked.

“The material to move is blocked by other material, the forklift aisle isn’t wide enough for the material, or the forklift is down for maintenance,” Jordan shook his head, “so I have to come back and solve those problems before the team can do their work.”

“Not a communication problem. It’s an accountability and authority problem. What is the accountability (output)? And who has the authority to shift materials, find an alternate forklift aisle or fix the forklift?”