Collateral Cross-functional relationships occur when team members, with the same manager, are working on the same project, or the same operation. Each team member has their own goals and resources, but may stumble onto problems or decisions where they need the cooperation of the other to solve. Neither team member can direct the other to take any action, but they are required to listen each other, to solve problems and make decisions.

• Collateral
• Coordinative
• Prescriber
• Monitoring
• Audit
• Advisor
• Service Getting

“Denise, Allen, I called the two of you in, today, to talk about the operational workflow in the department. Our biggest customer has just placed a standing order that will eat 30 percent of our production capacity.

“Denise, you are in charge of production, to meet that schedule. Because of this high demand, some of our smaller orders might get bumped, so there may be some difficulty setting priorities.

“Allen, you are our lead salesperson, and those smaller orders that might get bumped, are yours. I need the two of you to cooperate where there are conflicting priorities.

“Denise, I need you to post the production schedule on a rolling seven day plan. Post that schedule in the sales room so Allen and the rest of the sales team can see it. Allen, I need you to check that schedule every morning, looking forward seven days to make sure your best customers are being taken care of. You know what’s important. If it looks like a problem, talk to Denise and explain your circumstance. Make the decision the way I would make it.

“Denise, we can’t let down our biggest customer, but Allen’s customers pay their bills, too. You have the authority to schedule up to 20 hours of overtime per week to make sure all the production is getting done. If you feel you need more resources, see me.

“Allen, you can be as persuasive as you need to be, but you understand the priorities as well as Denise. Use your best judgment. In the end, if you cannot resolve a problem or make a decision, find me, but only after the two of you have had a significant conversation.”
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Our next online program – Hiring Talent is scheduled to kick off August 1, 2011. If you would like to find out more about the program or register, follow this link.

Often, we have project teams working side by side, on different segments of the same project or different projects using the same resources. Coordinating their efforts may be important to deliver a synchronized outcome or to increase efficiency in the resource pool.

• Coordinative
• Collateral
• Prescriber
• Monitoring
• Audit
• Advisor
• Service Getting

“Carmen, I have called you in today to meet Frank. Both of you are Project Leaders on the Baltimore Project. Frank is in charge of Operations on the project, and Carmen, you are in charge of Marketing. Both of you were chosen because of your experience in difficult projects, and a lot is at stake. Timing is everything. There are some statutory guidelines we have to follow which prevents us from normal marketing activities until the merger has been approved, yet, Frank, you have to get operations up and running in the background, so when the approval happens, we can move everything with 72 hours.

“This will require high levels of cooperation from each of your teams, and each of you will be using a pool of shared resources. I will be the last word, but I need the two of you to be in constant contact, meeting and coordinating this project without me. This is one of four projects on my plate right now. Both of you are pros, you have done this before. I am scheduled to be in this office every Tuesday, so if you need me face-to-face, that’s it.

“You will NOT be giving each other things to do, you have your own tasks to complete, but one of you may need to delay the other for some reason. Either of you can call a coordinating meeting with the other, in the conference room, on the phone, it’s up to you. If one of you calls a meeting, I expect the other to be responsive, no excuses. You will share each other’s progress and agree on the best way to meet your teams’ project goals. Where you have a decision that cannot be resolved, pull me in and I will make the decision. I am accountable to the client and I need each of your to do your best.”
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Our next online program – Hiring Talent is scheduled to kick off August 1, 2011. If you would like to find out more about the program or pre-register, follow this link.

Cross-Functional roles define those working relationships between team members, neither of whom, is the other’s manager. This circumstance most often exists in project teams of short duration and where team members participate on more than one project at the same time.

• Prescribe
• Coordinative
• Collateral
• Monitoring
• Audit
• Advisor
• Service Getting

The role of the Prescriber is often associated with the Project Leader and has broad authority to prescribe work to be completed within the scope of the project.

“Gordon, I asked you to this meeting today, with Henry, to talk about your role as Project Leader for the Rising Sun Project that kicks off in three weeks. As the Project Leader, I know you are already deep in the planning phase and looking to get things started.

“To help you in the project, I have borrowed Henry, a team member from our Operations group. Since the project is slated for completion in a three month window, your project team is temporary and Henry still has additional duties outside the scope of this project. I estimate that he will be able to devote approximately 80 percent of his time to you.

“As the Project Leader, you will be assigning tasks for Henry to work on. Because this is your project, you can assign, stop, delay or reschedule any task associated with this project and Henry will do his best to accommodate.

“Regarding the sequence or any process on this project, you have the authority to determine the order or method. If Henry has a question about any of his work, or disagrees with how it should be done, I expect you to sit down and explain the project guidelines. Give it your best shot, but if there is still disagreement, you win. You are the Project Leader and ultimately, it is your accountability.

“Henry, we have assigned you to Rising Sun Project because of the good work you did on your last project. We think you will do well on this project. We expect you to do your best, bringing your talents to this project. Because you have experience in this area, there may be a time when you disagree with a work instruction or sequence. This is Gordon’s project, so I expect you to listen to his explanation and direction with an open mind. At the end of the day, though, this is Gordon’s project, so his decisions stick.

“Henry, you also will remain responsible for some of your operational work. I expect you to devote approximately 20 percent of your time to those tasks. Your Ops Manager is still your manager, for those tasks and any scheduling conflicts. Your Ops Manager will keep Gordon informed on your scheduled priorities two weeks in advance. If Gordon needs more of your time for a specific task, he will talk with your Ops Manager to make arrangements.

“Gordon, if there are any difficulties with this assignment, please work it out with Henry’s manager. Henry’s manager is aware of the priorities in the Rising Sun Project and has agreed to this.”

The Prescriber is given broad authority in this relationship, but the Prescriber is NOT the team member’s manager. The Prescriber is only assigning tasks within the authority of this project.

Should the project become permanent, or where the team becomes permanent, the Cross-Functional relationship may be reconsidered. If the Prescriber has capability one stratum above the team member and the team member is working exclusively under the Prescriber’s direction on a full-time basis, the relationship may be re-defined as a Managerial relationship (rather than a Cross-Functional relationship).
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Our next online program – Hiring Talent is scheduled to kick off August 1, 2011. If you would like to find out more about the program or pre-register, follow this link.

This is next in the series describing Cross-Functional relationships. This is where colleagues work side by side (often on a project basis), neither is the manager of the other. They both may have the same manager or even different managers.

• Monitoring
• Coordinative
• Prescribe
• Collateral
• Audit
• Advisor
• Service Getting

Monitoring Relationship
The Monitoring Relationship is similar to the Audit relationship, except we remove two authorities. The Auditor can delay or stop a project, the Monitor can delay, but cannot stop a project. If there is disagreement, the Monitor can only report to the Manager.

“Robin, we are finally going to start the Brickell Ave Project. As the Project Leader, you know there are some specific guidelines specified by the client that we have to follow in their design. I have assigned Sidney to Monitor those guidelines as an extra pair of eyes for you. Please use Sidney in that capacity.

“Sidney, as the Monitor on this project, it is your responsibility to examine the work as it is being completed to make sure the design guidelines from the client are being followed. If you see something that needs attention, Robin needs to know immediately. You have the authority to delay the work in that vicinity while you are talking to Robin, but Robin makes the decision on whether to proceed or not. If you believe that Robin has made a mistake and you are not able to convince her, Robin’s decision sticks. In that case, I need to know, so I expect an email or a phone call, but Robin’s decision sticks in the field until Robin and I can discuss the situation.”

The Monitor can delay, but cannot stop a project.
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Our next online program – Hiring Talent is scheduled to kick off August 1, 2011. If you would like to find out more about the program or pre-register, follow this link.

The Service Getting Cross-Functional relationship can initiate a limited number of requests. Defining this authority, up-front, removes ambiguity and clarifies accountability.

• Service Getting
• Coordinative
• Monitoring
• Prescribe
• Collateral
• Audit
• Advisor

“Cheryl, we’re meeting today about the XYZ Project. As you know, Phil is the Project Leader and needs accounting support to track the expense budget on this project. Christine is your manager and we hold her accountable for the work you produce. Christine selected you because of your great work on the Phoenix Project last month. We need that same kind of work for the XYZ Project.”

“Phil, as you work through this project, you will need expense budget tracking. Christine’s accounting department has resources that can support your project needs. As the Project Leader, you will decide exactly what support you need from Christine’s department, and Cheryl has been specifically assigned to your project. So, decide what you need and tell Cheryl.

“Cheryl, you have other task assignments, as well, so when Phil tells you he needs something, make sure he gives you a specific deadline or time-frame, so you can work in the priority. If you have a scheduling conflict you cannot resolve, Christine, your Manager, can help you make the appropriate decision.

“Christine, the XYZ Project is important to us, so if Phil is not getting the support he needs from your department, it is up to you to figure out how to get it done. Cheryl may need more help, may have to work overtime. You know your resources and your own budgets, so we are counting on you to give Phil that support.

“And, Phil, if Cheryl is not giving the support needed, I expect you to work with Christine to make sure the Project gets what it needs.”

Specifically, Jaques defined the Service Getting Cross-Functional relationship –

• Phil has the authority to request a service (ask Cheryl to do something)
• If Phil’s request is not met (falls short, misses deadline, requires more support), he has the authority to talk to Cheryl’s manager.
• Cheryl’s manager, Christine, is ultimately accountable for Cheryl’s work output.

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Our next online program – Hiring Talent is scheduled to kick off August 1, 2011. If you would like to find out more about the program or pre-register, follow this link.

Cross-Functional Relationships

• Advisor
• Audit
• Coordinative
• Monitoring
• Prescribe
• Service Getting
• Collateral

The Audit Cross-Functional relationship carries a great deal of authority with it. Defining this authority, up-front, removes ambiguity and clarifies accountability.

“Paul, as the Project Leader, you know this project has to conform to strict standards set, not only by our client, but also by state statute.

“Steve, I am assigning you to this project team in an audit role. You have a background in the technical standards required on this project. Here are your authorities.

“If you observe something that violates any of the standards, you are required to inform Paul so he can stop the activity. If Paul fails to stop the activity, you have the authority to stop the project on your own.

“Paul, if Steve says we need to stop the project, understand I am giving him the authority to do so. He will tell you first, but, if you don’t take action, I expect him to. If there is a disagreement, between the two of you about the standard, we are relying on Steve’s technical background to make the judgment to stop or delay. Steve wins. Once the activity is stopped, we can sort out the next step.

“Steve, I expect that, in the event of a disagreement, as the auditor, you will do your best to present the technical details to Paul and make your case for all the reasons why. You will have access to all the work flow data, including progress reports and any work instructions published by Paul.

“And, Steve, I expect to be fully informed of your observations and findings related to the standards we have to maintain on this project.”
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Our next online program – Hiring Talent is scheduled to kick off August 1, 2011. If you would like to find out more about the program or pre-register, follow this link.

Dotted lines create confusion, not only in the mind of the team member or manager playing a role, but in the minds of all the collateral players. The dotted line is simply short-hand for confusion. It creates ambiguity and kills accountability.

And yet, in the real world, we have cross-functional accountability. Rather than use a dotted line, use a real line and define the accountability. You see, in the real world, we report to people all over the organization, but depending on the cross-functional role, the defined expectations are different.

Elliott Jaques specifically defined seven cross-functional roles and further defined the accountabilities in each. Over the next few days, we will take these roles one-by-one.

Advisor

“Thanks for coming to the meeting today on the ABC project. Paul, Robert, both of you will be working on this project. Paul, you are the Project Leader. The outcome of this project will clearly be your accountability, you, as the manager are accountable for the direct output of your team. This means, all problems that need to be solved, decisions to be made will be on your shoulders.

“Robert, you will be on this team in the role of an advisor. You will bring your technical expertise to the project. You will have access to Paul to explain the technical mechanics of what is happening inside the project.

“Paul, if Robert calls a meeting with you, you can be assured it will contain important data you will need to make some of your decisions.

“Robert, understand, that your role will only be that of an Advisor. All decisions, priorities and the accountability for the project will be on Paul.”

Having an Advisor on a project can be extremely valuable. The role of the Advisor is very clear, as is the role for the Project Leader. No dotted lines, not two people in charge of the same project, but clear accountability.

Tomorrow, we will explore another cross functional relationship from the list.

• Advisor
• Audit
• Coordinative
• Monitoring
• Prescribe
• Service Getting
• Collateral

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Our next online program – Hiring Talent is scheduled to kick off August 1, 2011. If you would like to find out more about the program or pre-register, follow this link.

Sharon was finally proud of someone else. It took three years since her promotion to let go. Tonight, her lead technician walked across the stage to accept the honor that Sharon had coveted for so long, and it was okay.

The VIP Project had been awarded to Sharon’s department two and a half years ago. Everyone realized this would be a landmark project for company. But there were problems.

Six months in, the difficulties began to bottleneck, the discrepancy reports began to pile up on Sharon’s desk. Working twelve hour days, she could not solve all the problems that rose to the surface. With timeline charts turning from green to red, Sharon was called on the carpet at more than one project-oversight meeting.

It was late on a Friday, somewhat depressed, Sharon came to a realization that changed everything. She had placed herself as the pivot point in the project. She had wanted hands-on control, all spokes led to her. Nothing occurred without her approval and involvement. Why?

Sharon wanted the credit. Sharon wanted to walk across the stage. Sharon wanted to be the hero. Sharon was the problem. It was only when she thought about spreading responsibilities to her team that she emerged from her funk. It was only when she imagined, that one of her team would walk across the stage, instead of her, that she became truly effective as a manager.

Tonight was the night.
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Our next online program – Hiring Talent is scheduled to kick off August 1, 2011. If you would like to find out more about the program or pre-register, follow this link.

“The reason we called you in,” Derrick explained, “is that we have a margin problem. We’re just not as profitable as we should be.”

“How do you know?” I asked.

“Easy!” he said. “Revenue is up and profit is down.”

“How do you think that happened?”

Derrick took a moment. “We’re a bit stymied. Every time we figure out the problem, and think we have it fixed, at the end of the month, the numbers tell the same story. Revenues up. Profit down.”

“I tell you what I would like to see. Could you get me a copy of your org chart?”

“Our org chart?” Derrick looked at me like I was from Mars. “I said we have a profit problem, why do you want to see our org chart?”

“Derrick, you’ve looked all over, trying to discover what is wrong. Your problem is not a what. Your problem is a who.”

From the Ask Tom Mailbag:

Question:
Can you describe the difference between a Stratum II Supervisor and a Stratum III Manager related to their roles and accountabilities?

Response:
Every company and every business model is different, so there will be small differences when you look inside your own company. But let’s look at some generalizations which you can adapt to your specific situation.

Quite often, I use a manufacturing model as an illustration, because most people can identify with these descriptions.

Stratum I – Production, using equipment, tools and machines. The direct output in this Stratum is typically what your customer experiences as your product or service.

Stratum II – Makes sure production gets done. This role is highly engaged in coordinating all of the elements required for production. This includes the scheduling of Production personnel, materials required and machine time (equipment availability or other resource allocation). This role begins by translating customer demand or work orders into specific output targets for production, managing the pace of that production and counting the direct output to make sure production gets done.

Stratum II is also typically responsible for meeting the quality specification in the production process. This may include internal inspection, making measurements to confirm the product or service meets the standard specified by the customer. Where tolerances are critical, additional quality inspections may be performed by an external team, but the resolution for any discrepancy will likely include the participation of the Stratum II Supervisor.

Finally, Stratum II is also responsible for the maintenance of all internal systems, including preventive maintenance on machines, care and storage of tools, inventory and handling of raw materials and finished goods. The most important internal system is often the people system. It is the role of Stratum II to maintain productive relationships with each team member to promote communication about production problems, quality issues, pacing issues and to gather data about the efficiency of the production system.

Stratum III – Creates the system. It is the role of Stratum III to map out the production work flow, to analyze the sequence of steps, to monitor the effectiveness of the systems, and most importantly to change the system design to promote efficiency, profitability. This role includes the replacement of capital equipment through life cycles, managing budgets related to production, introduction of new technology and training programs.

The success of the role at Stratum III requires close collaboration with the Stratum II supervisor, to gather data (counting output, counting discrepancies etc) related to the current production system, and to implement changes to the system going forward. Stratum II is often the valuable conduit to collect input from the production team related to the workability of specific processes and sequences.

A critical role of the Stratum III manager is in the hiring process. Stratum III is responsible for creating the specific roles in the production team, evaluating the necessity and requirements of those roles. In the hiring of production personnel at Stratum I, Stratum III plays the role of the Manager Once Removed (MOR). This role promotes rich conversations with the Stratum II Supervisor (the Hiring Manager) related to the hiring strategy, protocol and selection.

This short description can be adapted to other business models, using Time Span to calibrate the roles. In some business models, production may occur as a result of teams playing Stratum II, III or IV roles. This will require an adjustment of those roles required to make sure production gets done and roles required to create the systems in which people work.