From the Ask Tom Mailbag:

Question:
I have an IT person, very skilled in technology, but seemingly unable to look beyond next week. He is brilliant at solving network issues, working around this problem and solving that issue. But his backlog of projects is growing. It appears he is unable to prioritize or track progress on any project longer than one or two days. We have temporarily assigned him to report to one of our senior managers, she’s very organized, to try to keep him focused. Together, they have created tracking spreadsheets, and meet once a week to update the status on projects. But the more time goes by, the more out of control things get. The value we deliver to our clients depends on our technology, so this truly has my attention.

Response:
If this role was simply to keep your computer network afloat, wouldn’t be a big deal, but you describe this as mission critical. You describe requirements for two distinct roles. One role is technical, directly performing task assignments (direct output), and one role making decisions about priorities, sequence and allocation of resources. You might find both in the same person (if you had the budget), but that is not the case. You have two individuals, which you describe as competent.

Here’s the rub. Who is the manager of the IT person. Like many companies, computers and their networks are so mystical that IT personnel are allowed to roam free, with only vague accountability. The evidence of vague accountability, is that they often have no appropriate manager.

You described that you have a senior manager available, AND you will have to determine their interest in being the manager of the IT person, but here is the difference. Your move is to shift accountability to this senior manager. It is not a matter of the IT person reporting to this senior manager, but this senior manager being accountable for the direct output of the IT person.

This subtle shift in accountability makes all the difference. You see, I don’t know if they need to meet once a week or twice a day. That’s not my decision. That is a decision for the senior manager. And the senior manager will only make the right decision with the understanding that she is accountable for the output of the IT person. This is a game changer.

“Everyone says they have integrity, but I have to tell you, when Roger told me how he managed to skip out on the maintenance fee in that contract, I got a queasy feeling.” Alice was having difficulty, even talking about this.

“I know it was only a $130, but he was so proud that he was able to beat the vendor out of his money. I don’t know, it was just weird.”

“Weird?” I asked.

“Yes. Every agreement you make with other people, you ultimately make with yourself. When you cheat other people, you ultimately cheat yourself. When you break a promise to yourself, you teach your brain to distrust your intentions. You sow the seeds of self doubt. You undermine your strength and integrity.”

I sat silent. Alice was on a roll.

“Every agreement you make with other people, you ultimately make with yourself,” she continued. “When you keep your agreements with other people, you teach your brain to trust your intentions and behavior. Agreements you keep with yourself, that are invisible to others, are the most powerful because they are pure. They sow the seeds of self confidence. You build on your strengths with a foundation of integrity.”

“Unbelievable,” Rudy exclaimed. “From his resume, you would have thought this candidate ran a big company like General Motors. Strategic meetings, board of advisors, five year plans, management team, culture, all the buzz words.”

“What happened?” I pressed.

“Turns out, this guy just read a bunch of trade journals about our industry, seemed to know all the players, really did his homework.”

“So, what was the problem?”

“He never actually did any of the things he talked about, he was just in the room.” Rudy calmed down. “I had this sinking feeling, like he was one of those experts on CNN, giving plausible sound-bites, but when you really dug down, the detail evaporated.”

Rudy looked down at his desk before he continued. “Problem is, a year ago, we would have made the hire, all with hope and inspiration.”

“What’s different now?”

“We ask better questions.”
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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.

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.