Category Archives: Leadership

Getting Your Juice

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“What is the hardest part about delegation?” I asked. Matthew winced. The more we talked about delegation, the more he hated it.

“Giving it up,” he said. “I was the best technician in the field. I could handle two more stops than any of the other service trucks. At the end of the day, I put my numbers on the wall, and they were almost always at the top.”

After a moment, he continued, “Now, I have to wait. It is really tough to know whether or not what I do, as a Manager, is really having an impact. Numbers will be down for a service tech and I wonder if it is my fault or is he just having a bad day.”

“You are pretty results-oriented, aren’t you?” I asked.

“I guess so,” Matthew replied.

“It’s more than a guess, Matthew. That is why you really liked being a technician. You got results (your juice) on a daily basis. You could stick your results on the wall and look at them. If you wanted, you could even pull your results off the wall, take them home to show your wife. You are in a different game now. The results are not so tangible. You don’t get your juice every day. The results have to do with growth and development of your team. Welcome to management.”

The Game Changes Over Time

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Howard didn’t like the list. The top three tasks I asked him to delegate were three that he enjoyed the most. He defended, saying these tasks kept his technical skills sharp, kept him in the game.

“Look, Howard, you are a Manager. You are now the coach who cannot step on to the field without getting a penalty flag. Five years ago, it was important for you to keep your skills sharp, to be the expert, to be faster. Your role has changed. The most important thing you can do now is to develop your team, make them faster, sharper. They are your new technical experts. Five years ago, it was important for you to be successful. Now, it is important for you to make your team members successful. If you fail at that, you fail as a Manager.”

Life is Wonderful, or Miserable

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“I am a bit overwhelmed,” Nancy announced. “Since my promotion to manager, there is more to do and people are pulling me in too many directions. I am having trouble keeping up.”

“Do you think this situation will get better or worse?” I asked.

“It seems to get worse, day by day. I get in around 7:30 in the morning, been trying to leave for home each day by 6:30p. Too much to do.”

“So, stop doing,” I said. Nancy looked at me sideways. “The most important thing you can do is stop doing.”

“Then, what will happen with all the work?”

“If you don’t do the work, who will?”

Nancy searched for the answer. “If I don’t do the work, then my team will have to do the work. But, I don’t think they are capable of doing the work, that’s why I am the manager.”

“There is certainly managerial work for you to do, but most of the work that needs to be done should be done by your team. You will only find out if they are capable by testing them. With project work. And, if it turns out a team member does not have the capability, what should you do?”

“I either have to re-assign the work or do it myself,” Nancy replied.

“The most important job for every manager is to build the team. Do this well, and your life as a manager will be wonderful. Do this poorly, your life as a manager will be miserable and for a very long time.”

Huddle Meeting, Most Important Meal of the Day

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“What’s the major benefit of a huddle meeting first thing in the morning?” I asked. The team looked around at each other to see who might jump in first.

“To share the plan for the day,” said Shirley.

“To make certain assignments,” chimed in Fernando.

“To schedule lunch,” smiled Paul. Everybody stifled a brief laugh.

“Lunch is important,” I said. “Now, most of you are too young to remember Woody Allen, but he said that 80 per cent of success is just showing up. One of the major benefits of a huddle meeting first thing in the morning is to firmly establish the starting point for the team.

“Lots of time can get wasted as people trickle in, fritter around, sharpen pencils (who uses pencils anymore?). But, if you have eight people on your team and you lose fifteen minutes, that’s two hours of production.

“A huddle meeting can start the day. Sharp and crisp. Five minutes. Let’s go. Hit it hard.”

Need a Heads Up

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Frieda was frustrated. “I sit in a department managers meeting and get called on the carpet for an assignment that I knew nothing about. One of the other managers pulled an end-around and took a project directly to one of my staff members. I am not a mind-reader, how am I supposed to follow-up on a project I know nothing about. I told everyone in the staff meeting that if they want work done in my department, they have to work through me.” Frieda stopped. Calmed a bit. “That didn’t go over real well. Now everyone thinks I am a prima donna.”

“Do you think the other department managers are being malicious?” I asked.

“No, things are just busy. I think they just wanted to get their project done.”

“So, in busy companies, this kind of thing happens. We simply need to get work done and sometimes you may be out of pocket and one of your team members becomes convenient for the project. Don’t take it personally. The question for you is –How can you, as the manager, find out about these projects so you can schedule them appropriately?

“Do you have a weekly staff meeting in your department?”

“Of course, that is when we sit down and take a look at all the projects in-house, get a status report and talk about production issues.” Frieda was firm in her response.

“So, I want you to add an agenda item. –What are the projects that have been assigned that we don’t know about? This is actually pretty easy. These would be projects that your team is working on that are not on the project list. The purpose is to capture the project information so your team can respond appropriately. You get back in control and your fellow department managers see you as cooperative and helpful. AND, with your fellow managers, you can ask for an email heads up about the project, so you can make sure appropriate resources are deployed and that the due date has been effectively communicated and on your master schedule.”

Smartest Person?

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“I’m not trying to show off,” defended Alex. “I have the answer, it’s quicker, it solves the problem. I know it looks like I am a just being a glory hog, but I call it a touchdown!”

I waited. Alex was in no mood to listen, not even to himself. So, I waited some more. Finally, I spoke.

“Alex, three months ago, as our best technician, did we expect you to have the answers to the biggest decisions on your projects?”

“Absolutely, that’s why I got the promotion.”

“Yes, three months ago, we expected you to be the best, the smartest person in the room. That’s why we promoted you to manager. Do you think this is a different game now?”

“I suppose it is or I wouldn’t be sitting here in front of you.”

“Alex, the game is different. Before, we expected you to have all the answers. Now you are a manager. We expect you to have all the questions. Instead of being the smartest person, you may have to be the dumbest person. I want you to ask,

What if? By when? Why did that happen? When do we expect to finish? What could we do differently? How come that happened? What is stopping us?

“Just a few simple, dumb questions. It’s a different role you are playing, now.”

What If You Never Came Back?

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“I called my office to see how the meeting went, and found out, just because I was out of town, they decided not to have the meeting. There were important items on the agenda, but they cancelled the meeting.” Bob had just returned from three days on the West Coast.

“What if you never came back?” I asked.

“What do you mean, if I never came back?” Bob replied.

“What if you decided to move to Montana and manufacture dental floss? What would your team do without you? How would they have their meeting?”

“Well, I guess, they would pick someone to lead the meeting and carry on.”

“Look, this is a regular meeting, right? Happens every week? Agenda very similar from one week to the next? It’s an important meeting, but the structure doesn’t change much.”

“You are right,” confirmed Bob.

“Pick your next strongest person, tell them to prepare the agenda for next week. Tell them they are going to lead the next meeting.”

“But, I will be at the next meeting.”

“Exactly, but you will become a participant. If you want your meetings to occur while you are out of town, you have to start identifying the leadership while you are in town. Each week, pick a new person to lead. Publish a rotation schedule. You will still be there to prompt and assist, AND you will test their leadership in a safe environment.”

Waiting For Your Ship to Come In?

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“What’s new?” I asked.

“Just waiting for my ship to come in,” explained Raphael.

“How long have you been waiting?”

“Long time.”

“How do you know your ship will, indeed, come in?”

Raphael looked puzzled.

“Did you send any out?” I asked.

“What do you mean?” Raphael replied.

“For your ship to come in, first, you have to send some out.”

Who Do You Hang Around With?

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Jessica was talking about her boss, Matthew. Matthew is one of those special people who, in the midst of a problem always seems to see a solution. In a meeting, where an idea may be shot down, Matthew reverses the energy. He says, “I know it is impossible, but if it weren’t impossible, how would we do it?”

What she finds interesting about Matthew is that when he walks in the room, she feels an uncanny ability to conquer any difficulties in her current project.

Stay away from naysayers, and surround yourself with people who are pathologically positive. Find the energy to make things happen, to solve the problems around you. Find that person who gives you the energy and the uncanny ability to conquer difficulty.

If We Lie Down with Dogs

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If we lie down with dogs, the saying goes, we get up with fleas.

We become like those people we hang out with. We are programmed with mirror neurons to imitate those around us. Human learning is based on imitation. We connect with those around us because we imitate them, their mannerisms, their language, their behavior. One person yawns, contagious. Our mirror neurons cannot resist.

In paleolithic times, this was survival. Walking down the path, confronted with our friend, we can see the terror in his face. Our mirror neurons kick in and contort our face identical. That contortion stimulates hormones in our body so we feel the same fear, the same panic to turn around and run. We do not have to see the dinosaur to feel the fear, we only have to see our friend’s face. The good news is that we do not have to outrun the dinosaur, we only have to outrun our friend.

We are programmed to be like those around us. Beware who you hang out with. You will become like them.

Be intentional about who you hang out with. You will become like them.