Category Archives: Accountability

Time Management

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“Jerome, by that look on your face, you seem a bit overwhelmed,” I observed.

“Is it that obvious?” he said, then looked around. “I guess you can see by the stacks of stuff on my desk that I am a bit unorganized.”

“That, and the scared look on your face,” I replied.

“I just, I just don’t seem to have enough time to get everything done,” he stammered apologetically. “I guess I need a course in time management.”

“Jerome, time cannot be managed. We can only manage ourselves in relation to time. So, you don’t need a course in time management, you need a course in self management. Look around your desk, at all the stacks, where is your focus, where is your attention?”

“I guess it’s all over the place,” Jerome surmised.

“Don’t guess, be deliberate. You see, you don’t have enough time, because you are all over the place. If you could determine your focus, the best place to focus your attention, you would have all the time to plan, to organize and determine next steps. If you are focused on the right thing, the right purpose, you will know in a nanosecond what needs to be done and what needs to be discarded. If you don’t have a focus, if everything has your attention, then you will probably have to carry around an organizer.”

Attention and Focus

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“What’s got your attention,” I asked.

“I don’t know. Lots of stuff,” Vincent replied.

“I want you to stop, look around, take stock of what is going through your head,” I nodded.

“Well, there is a quality problem out on the floor in one of the work cells. No one can seem to pinpoint the trouble.”

“And, if you are able to solve that, is that the highest return on your attention?”

“Oh, heavens no,” Vincent smiled. “The biggest return is on a new product rollout. We already have advance orders that exceed our capacity to produce.”

“Okay, then where should you be spending your time?”

“But, you asked me what has my attention, not where I should be spending my time,” he protested.

“Yes,” I nodded. “What has your attention will draw your focus. You never ever get what you want, you will only get what you focus on. Be careful what has your attention.”

Of Competence

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“Where do I start?” Melanie asked. “I have things that I will ask my team to do. Each thing has a performance standard that is necessary. If you say the only measure of performance is performance, where do I start?”

“Before you put performance to the test, you must assess, take an inventory of your team. What are the things we examine when we look at performance?” I asked.

“First is competence,” Melanie replied. “If the team, and its members, are not competent, they will fall short.”

“And what is competence?” I pressed.

“Competence is a combination of capability and skill,” she nodded. “Capability is the cognitive ability to see the goal at some time in the future, organize the activity to get there and accommodate all the obstacles that may or not get in the way.”

“And skill?” I said.

“Skill is made of two things,” Melanie thought out loud. “There is always some technical knowledge that must be accounted for, but then practiced performance, over and over until the action is smooth, without friction.”

“So, competence is where you must start,” my turn to nod. “Is your team competent to accomplish the goal you have in mind, as the manager?”

The Measure of Performance

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“I don’t know what happened,” Bella said out loud. “We met, we planned, everyone had their role, we all committed with the best of intentions.”

“And?” I asked.

“And, the project failed,” she replied. “I mean, I have to give the team an A for effort, but at the end of the day, the project fell short, the customer was disappointed and we lost the rest of the contract.”

“So, you learned a valuable lesson,” I nodded.

“Yeah, what’s that?” Bella pushed back.

“That, of all the things we do, all of our planning, all of our training, all of our meetings, the only thing that matters is performance,” I said. “The best measure of performance is not a spectacular plan, or lofty intentions. The only measure of performance is performance.”

But, We Solved It This Way Before

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“We thought we had run into this problem a hundred times,” Robin explained. “It is something we determined about a year ago, a recurrent problem. It took us awhile to figure it out, but we did.”

“And?” I prompted.

“And, now we have a new problem. We looked at it every which way from Sunday, we understand the problem, how it occurred, and thought we had the solution, but the solution doesn’t work.”

“The fatal flaw,” I said. “You understand the problem? You only think you understand the problem. But you understand the problem in the terms of a solution you have already developed. Your solution doesn’t work because you misunderstand the problem.”

The Solution Creates the Next Problem

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“I thought I was so smart,” Bianca said. “We had a problem with an ingenious solution. But, when we executed the solution, we created another problem.”

“As always,” I smiled. “The solutions we employ will always create the next set of problems. Indeed, I can always tell a team that is stuck. They are still working on the same problem from the last time I saw them. I can tell when a team is making progress, because they are always trading up one set of problems for another set.”

The Same Problems Follow the Same People

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“As I look at my team,” Logan began, “the problems I see and the problems individual team members see are sometimes different.”

“When that difference exists, it clearly demonstrates the difference in your aim, your goal, and the goals of the individual team members. The goals you have will dictate the problems you have.”

“You know I have always wondered. There was someone who, during the job interview constantly complained about their former boss. At some point, they came very close to calling him an asshole. I didn’t hire that person. For some reason, I was certain that I would be the next asshole in that person’s life.”

What To Do?

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“I have to name the problem?” Logan asked, knowing the answer to his own question.

“Yes,” I replied. “Your aim will cause you to notice the problem. Those without your aim, your goal, will not see the problem. What catches your attention, your focus, will depend on your aim. Then name it. The problem you solve will be the problem you name. And, the name you give to the problem will determine what you do about it.”

The Source of Trouble

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“Why the long face?” I asked.

Logan’s face tightened. “I’m struggling with a problem,” he finally said.

“Something not going your way?” I wanted to know.

“I’m not as selfish as that,” he replied. “It’s just not going the way I thought it should go.”

“There’s a gap between where you are and where you would like to end up?” I smiled. “And, that’s a problem?”

“Yes,” he nodded, pensively.

“Please understand, Logan, the way you think things ought to be, your goal, will determine the problems you have. And, you will define your problems and struggles in the same way. So, it is really important to examine your goals, the way you think things ought to be. For the way you think will determine the troubles you have.”

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.”