So, Nathan survived his next meeting. No one walked out. It was a productive ten minutes. Maybe his team was going to give him a chance.

“Now what?” he asked.

“Prime Directive,” I stated flatly.

“Prime Directive?”

“Bring value to the thinking and work of each of your team members.”

Nathan’s face became a jigsaw puzzle. “What does that mean?” he asked.

“Look, Nathan, there are a number of things that are required of an effective manager. Some things you do will work against you. Some things will work for you. Remember the Prime Directive.”

I detected a glimmer of understanding in Nathan’s eyes.

“You are a new Manager. You have been a successful supervisor, but your focus needs to be different, now. Over the next 24 hours, I want you to make a list of what you think your role is, related to the Prime Directive. We will meet tomorrow.” -TF

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“But most of the time, I don’t think about what I am thinking about,” Nathan defended.

“You are right,” I responded. “Most people are not aware of their thoughts. Most people are unconscious.” Nathan was with me so far.

“Nathan, have you ever noticed people talking around the water cooler?”

“Well, yeah. It’s a popular gathering place.”

“And what do they talk about, around the water cooler?”

Nathan was quick to reply, “Oh, boy, usually it’s the juicy stuff. Fastest grapevine in the west.”

“Positive stuff, or negative stuff?” I asked.

Nathan chuckled, “Oh, negative, for sure.”

“It’s negative and it’s unconscious,” I explained. “People don’t do it on purpose, negative talk is unconscious. That is why it is so important to become conscious about your thoughts. Positive thoughts require conscious effort.

“It’s time for you to start thinking on purpose.” -TF

“You’re serious,” said Nathan.

“As serious as a heart attack,” I replied.

“You want me to actually try to think about Mr. Johnston watching me whenever I have a big decision to make?”

“It’s better than allowing your worst boss into your head.”

“It’s funny,” said Nathan. “It kind of makes sense. I just don’t know why. It’s almost weird.”

“Here’s the thing, Nathan. You are what you think about. Only you have control over what you think about. You can think positive thoughts or you can think negative thoughts. But whichever thoughts you think will be the thoughts that influence your decisions, your behavior. Those thoughts will ultimately define who you are.

“Being a manager, this is where it starts.” -TF

“So, when things get tough, in your new role as a manager, the face of your old boss appears.” I repeated, confirming what Nathan had described. Nathan nodded, so I continued.

“Management skills are often passed down that way, for better or worse. Experience teaches, our parents teach, old bosses teach. It’s just that sometimes the lessons learned are not the right lessons. A dog teaches a boy fidelity, perseverance and to turn around three times before lying down. (Credit to humorist Robert Benchley).

“So, what are the right lessons?” Nathan inquired.

“Well, we have the example of your worst boss. So, who was your best boss?”

Nathan had to think for quite a bit. I could see he was struggling. “Yes, I remember. I don’t know why I didn’t think of him. Mr. Johnston, that was his name.”

“And what were the qualities that made him such a good boss?”

“It’s funny, he never yelled, he never got upset, he was always calm. If I made a mistake, he helped me correct it. When I was about to do something stupid, he would stop me and make me think it over.”

“So, here is where we start,” I said. “We start by replacing your worst boss with Mr. Johnston. When you are faced with a management issue, and you begin to hear your worst boss in your mind, I want you to turn your head and think about Mr. Johnston watching you.”

Nathan smiled and nodded. “You mean, I need to kind of fake myself out.”

“Not at all. You already fake yourself out when you listen to your worst boss. I want you to listen to Mr. Johnston.” -TF

My mood was upbeat, but this conversation with Nathan was not lifting his spirits. His team was not on a mutiny, but they weren’t paying much attention to him.

“So, you have had a bit of difficulty getting out of the gate with your team. As you think about yourself, as a manager, who comes to mind, from your past? Who is that person sitting on your shoulder, whispering in your ear, giving you advice?”

Nathan looked stunned. “That’s weird,” he said. “As I go through my day, I have this silent conversation in my head with an old boss of mine. Whenever I have a decision to make, he pops into my head. It’s like he is watching me and I still have to do it his way. That was years ago, but he still influences me.”

“Was he a good boss?” I asked.

“No, everybody hated him. That is why it’s so weird. I think he was the worst boss I ever had and I am acting just like he did.”

“So, why do you think he has such an influence on you, today?”

“I don’t know,” Nathan said slowly.

“Would you like to be a different manager than your old boss?”

Finally, Nathan smiled. “Yes, absolutely,” he replied.

“Well, that is where we start.” -TF

“So, how long could they keep that up?” I repeated. “As long as nothing changed, how long could your team simply repeat what they did the day before?”

“Well, forever,” Nathan exclaimed. “But things do change.”

“Bingo!” I said. “Things do change and that is what management is all about. Customers change, technology changes, raw materials change, processes change, even our people change. Management is all about change. Change is your guarantee of a never-ending employment opportunity as a manager.”

I smiled, but Nathan didn’t appreciate my jovial attitude.

“I think I am tuned in with that. So, why am I having so much trouble with my team. They don’t listen to anything I have to say.” Nathan’s head swirled as if his thoughts were making him dizzy and he was trying to stabilize.

“Here is the problem,” I replied, waiting until Nathan’s eyes were settled. “Everyone talks about managing change, as if it is the prime directive. We manage this and we manage that. Here is the clue. People don’t want to be managed. People want to be led. Oh, there is still plenty to manage, processes, systems and technology. But try to manage people and it will be a bit like herding cats.” -TF

“You’re a new manager, here. How many days on the job?” I started.

Nathan didn’t have to think on this one. “Six weeks,” he said.

“So, tell me. What do you think a manager does?”

Nathan took his time on this response, now less sure what he should say instead of what he really thought. “Keep people in line. Tell people what to do. Make sure things don’t get out of hand. You know, keep control.”

“Nathan, we have been in here for fifteen minutes. Right now, your team is working productively without you. Do you think they are getting out of line without you?”

“Well, no, but it has only been fifteen minutes,” Nathan replied, clearly uncomfortable.

“And what if I kept you in here the rest of the day? How would they know what to do?”

“Well, I guess pretty much, they would do more of the same thing they did the day before.”

“Yes, they would. And how long could they keep that up, and what does the company really need a manager for?” -TF

“Where did you learn that?” I asked. Nathan, a new manager, had been sidelined by his team.

“I don’t know. I was giving orders for the day and a couple of the guys wandered off and before you know it, I was in the room by myself.”

“What do you think happened?” I continued.

“Well, Troy had been on my case since I was first made manager. Seems he thought he was in line for the job. But the company picked me.”

“So, now, what do you think your challenge is?”

Nathan was quiet, then finally spoke, “Somehow, I have to get them to trust me.”

“Nathan, it’s a long road, to get your team to trust you, even if they have known you for a long time. Where do you think you will start?”

Nathan was still quiet. I poked my head out the door. His team hadn’t abandoned him. They were all at their workstations, doing their work, but it didn’t seem like Nathan was having his way.

“Nathan, I think your team will work okay for the rest of the day. The schedules that were posted yesterday haven’t changed that much. Let’s take a hike down to the coffee shop and talk about a new strategy. It’s tough being the new boss.” -TF

Joel was not shaking, but he was certainly shaken.

“I just don’t know,” he said. “Since I was promoted from being a supervisor to a manager, things are different. It is certainly not as easy as I thought, a bit out of control.”

“Being new to management is tough. No one prepared you for this, they just promoted you and expected you to figure it out,” I replied.

“And what if I don’t figure it out?” Joel asked.

“Oh, you will figure it out. But that is no insurance that you will succeed. There are a number of reasons that managers don’t make the grade. The first reason is commitment. This is harder than you thought it would be. Being a manager requires a passion for being a manager. Being a manager is a lot different than being a supervisor.”

“You are right about that. Being a supervisor was fun, fast paced, things were always changing and I had to respond quickly. Being a manager, things move slower. I have to think about things. And the worst part, most everything I do is accomplished through other people. Other people are hard to control. They don’t always show up the way I want them to.”

“So, you are facing the first challenge of a being a manager. Do you really want to be a manager? Do you have a passion for it? Just saying yes doesn’t make it so. Why do you have a passion for it?” -TF