I spent three days last week with Don Schmincke, author of High Altitude Leadership. Don is deliberately irreverent, intent on shaking the boots of commonly held, but misguided managerial practices. “And for their flawed advice, the consultants kept their fee,” he railed.

We spend time, as managers, crafting our plans, working our processes, attempting to achieve the Holy Grail, results. It is our sword in the stone. We fall into the trap, thinking that, through ERP or JIT or MBO, we will magically create those results, only to find that, in the end, we are working with humans.

It is only through behaviors that results get created. We can monitor those behaviors, try to time those behaviors, put a carrot in front of those behaviors, but it is only beliefs that drive behaviors.

It is not information, but our belief about the information that determines our response. It is not the goal, but our belief about the goal that determines our response. What we think we know about managerial leadership practices often leads us down a rabbit trail into the briar patch.

And since I am in the business of learning, specifically, managerial leadership practices, Don forced me, with a smile, to examine my own curriculum.

Working Leadership Online, as a learning curriculum, has little to do with memorizing anything. It is not a collection of supplanted wisdom which must be carefully studied. Instead, it is about behavior, specifically changing behavior. It is about our beliefs.

I used to worry if my planning model had five steps or six. I found out that it didn’t matter. The only thing that mattered was what you believed about planning. If you believed that planning was a waste of time, it didn’t matter if the model contained five steps or six. If you believed that planning was helpful in getting a team on the same page, it didn’t matter if the model contained five steps or six.

What you believe determines your behavior. Your behavior produces the results. And that is why Working Leadership Online is different. When we talk about delegation, it doesn’t matter that the model contains five steps or six. It matters what you believe about delegation. Do you believe, if you want it done right, you have to do it yourself, or do you believe you can gain 10x leverage over your time through delegation. What you believe will determine your behavior.

On September 7, we kick off the next Subject Area in Working Leadership Online. Coaching Underperformance. It’s a dangerous Subject Area. It’s all about changing behavior. It’s all about changing beliefs.

As is our custom, we are opening 50 slots for a free Introductory Membership to Working Leadership Online. Let me know if you are interested.

Michael Cardus has a new URL to his Team Building site. Yesterday, he was curious and posed the following question.

Question:
Is Time Span capability something you are born with? Or is it learned? Can it be taught?

Response:
Nature or Nurture. The short answer is nature. We are born with our innate capability curve, which can be measured in Time Span.

The longer answer is that we can only see a person’s Applied Capability. Applied Capability, what a person demonstrates, at work, at home can be dramatically affected by education, skill development and training. I may have the capability to perform a function at work, but without the proper skills training, you will never see it.

The hat trick for every manager, working with a team member, is to discover that potential, so we can see it.

From the Ask Tom mailbag:

Question:
It appears easier to identify training and skill development for Strata I, II and III in the organization. What training and development do you recommend for Strata IV and V?

Response:
Training and skill development is the typical playground for corporate training departments. Understanding Time Span helps us add another dimension directed to the development of personal effectiveness.

Skill development has two sides to it. Side one is a piece of technical knowledge. If the skill is to effectively throw a ball, there is some technical knowledge that must be acquired. What shape is the ball? Round or oblong? What is the size of the ball? Does the ball have seams? Is the ball thrown overhand or underhand? What sport is the ball used in?

But side one requires side two. I can tell you all about the ball, I can even show you how to throw the ball, but if you want to get good at ball throwing, you have to practice.

Training and skill development earns its butter on side one and two, technical knowledge and practice. Yet, as we grow up the layers in the organization, especially for Strata IV and V, traditional training and skill development begins to disappear. Development needs center more on circumstance and often the prescription is to “read a book about (you name the managerial dilemma).”

When I look at training and development, I start by looking at the role. What is the superior purpose for that role and what are the tools used to accomplish that role?

Stratum I – the role is typically a production role of some sort. This leads to traditional training contexts using the tools of production, which turn out to be “real” tools, machines, equipment, fork lifts, trucks. If the role is clerical, the tool is likely a computer.

Stratum II – this role is typically one of coordination, making sure production gets done. The primary tools in Stratum II are schedules, checklists and meetings. While the technical knowledge of compiling daily, weekly and monthly schedules may be straightforward, even with computerized scheduling systems, it is the practice that emerges important. How to schedule and how to change the schedule, coordinating materials, people and equipment in concert to produce the product or service on time at a specific quality standard.

Stratum III – this is the systems role, creating systems, monitoring systems and improving systems. The tools are flow charts, sequencing, time and motion, planning. Root cause analysis can be used to solve problems. These activities go way beyond “best practices.”

And so now we arrive at Stratum IV – this role is engaged in system integration. As organizations grow, so do their systems, and at some point, those systems begin to compete for resources, budget, priority. For the organization to move forward, these competitive pressures must be resolved. Where Stratum III solves problems through root cause analysis, Stratum IV must engage in systems analysis. I encourage managers at Stratum IV to pay attention to Peter Senge (Fifth Discipline), looking at reinforcing systems and balancing systems.

These conversations are rare inside most organizations because there aren’t that many Stratum IV thinkers in the general population. One in two hundred (age 21-50). Professional development in Stratum IV can benefit from participation in facilitated peer groups. They need exposure to other managers at this level to help each other grapple with these systems issues.

Stratum V conversations are even rarer. The frequency of Stratum V thinkers in the general population is seven in 10,000 (age 21-50). Professional development for Stratum V (Business Unit President) also benefits from facilitated peer groups created for discussion of business issues where longer Time Span elements can be considered.

If you have more specific concerns for professional development at any level in the organization, follow the link to Ask Tom.

Resource: https://practicepath.com/2024/02/26/practicepath-expands-business-intelligence-solutions-to-unlock-next-level-mid-to-enterprise-medical-practice-performance/

From the Ask Tom mailbag:

Question:
One of my biggest frustrations, as a manager, is the expectation from the people that report to me that I ‘spoon feed‘ them answers to all of the problems and challenges that they face. Do I have the wrong people? How can I get out of this trap?

Response:
Your solution is in your question. You are spoon feeding them the wrong stuff. When you provide answers to your team, you are creating a co-dependent relationship that you turns you into Radio Shack (you’ve got questions, we’ve got answers). You are actually training them NOT to solve their problems, but to bring them to you for solutions.

So, STOP it.

Every team member is entitled to have a competent manager, with the Time Span capability to bring value to their problem solving and decision making.

As a manager, you do NOT bring value by spoon feeding answers. Learning happens through questions, not answers. As a manager, your greatest value is in the questions you ask your team members. And if you are not getting the response you want, then you are asking the wrong questions.

A quick heads-up about our Working Leadership Online program. Our next Subject Area – Team Problem Solving starts Monday. Here is what we will cover.

• Five reasons to get your team involved in problem solving.
• Three things that keep you from involving your team.
• Why no one on your team should get a free ride.
• How to create active disagreement to shake out the best solution.

Once again, we are offering scholarships to the first ten people who send me an email. ($250 value). I look forward to seeing you online.

Coming up July 6, we begin our coaching series. Here is our schedule for the rest of the year. You can sign up for one subject, three subjects or our annual subscription (best value). Visit Working Leadership Online.

Jun 8 – Team Problem Solving – Power of Team
Jun 29 – Summer Break
Jul 6 – Coaching – Two Powerful Models
Jul 27 – Coaching – Underperformance and Misbehavior
Aug 17 – Coaching – People to Their Maximum Level
Sep 7 – Fall Break
Sep 14 – Managerial Authorities – Managerial Accountability
Oct 5 – Employee Entitlement – Yes, there is one.
Oct 26 – Performance Effectiveness Appraisal
Nov 23 – Break (Thanksgiving – USA)
Nov 30 – Bringing Out the Best in People
Dec 21 – Jan 10, 2010 – Winter Break

A couple of days ago, for the first time, we published the schedule for our Working Leadership Online program. A number of people have asked about it.

Working Leadership Online covers 15 subject areas over the space of one year, but we set it up so you can try out one subject, sign up for three in a row, or subscribe for the year. We also have an audit track for companies with two or more people in the program. (If you are in HR, ask me about this).

Our next subject area starts Monday, Control Systems and Feedback Loops. Accountability is the focus. Most managers drop the ball on follow-up.

We have had several inquiries from HR departments, so, here is the calendar for the next 12 months.

2009
Apr 27 – Accountability – Control Systems and Feedback Loops
May 18 – Managing Time – Managing Yourself
Jun 8 – Team Problem Solving – Power of Team
Jun 29 – Summer Break
Jul 6 – Coaching – Two Powerful Models
Jul 27 – Coaching – Underperformance and Misbehavior
Aug 17 – Coaching – People to Their Maximum Level
Sep 7 – Fall Break
Sep 14 – Managerial Authorities – Managerial Accountability
Oct 5 – Employee Entitlement – Yes, there is one.
Oct 26 – Performance Effectiveness Appraisal
Nov 23 – Break (Thanksgiving – USA)
Nov 30 – Bringing Out the Best in People
Dec 21 – Jan 10, 2010 – Winter Break

2010
Jan 11 – Planning – Your 2010 Business Plan
Feb 1 – Goal Setting – The Essence of Time Span
Feb 22 – Decision Making – Facts and Intuition
Mar 15 – Managing Time – Managing Yourself
Apr 5 – Spring Break
Apr 12 – Communication – Mineral Rights Conversation
May 3 – Delegation – Ultimate Leverage

Sign up here.

“It’s a lot of change,” Denise concluded. “I know I have to be calm and make my decisions with both my head and my heart.”

“Denise, this is not all sad,” I replied. “I know this is difficult to let go of things we have built, but those are things of the past. Yes, it’s change, but some change is necessary.”

Denise looked up, taking a fresh breath, slowly exhaling.

“Look,” I continued. “I expect massive innovation, and not just in technology. I expect innovation in methods and processes. I expect innovation in business models. You are correct, this will not be business as usual, but business as usual got us into this mess. The thinking that got us here will not be the thinking that takes us to a new place.” -TF
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Working Leadership Online Schedule
January 26 – Orientation
February 2 – Goal Setting and Time
February 16 – Decision Making
March 2 – Planning
March 16 – Delegation

To find out more about this program and to pre-register, visit www.workingleadership.com.

Question:
I signed up for your program, but I have a concern, related to working with teams within my own company. I don’t anticipate that anyone here will participate with me on any of these projects. I hate to sound negative, but lip service around here is alive and well, and I always wind up being the only one putting a priority on things like planning and budgeting. I hope this course will help me to gain buy-in from my coworkers, but I don’t know if anyone will be willing to participate on my team. If they don’t or won’t, will I be able to complete the program on my own?

Response:
Your question is not about our program. Your question is about you and your role in your company.

And you are not alone.

Many managers face your issue. Last month, you were a team member, maybe even the team leader that everyone looked up to. Then you got promoted to manager and everyone hates you. Or resents you. Or even if the relationship is still positive, it is certainly different.

Working Leadership Online focuses first on you, building your skill set. The interaction with your team is where you apply the skills we talk about. The purpose of this program is to help managers gain the willing cooperation of their team. The short answer to your question is, yes, you will be able to complete the program. The long answer depends on you.

You are right to feel a little uncomfortable about this. It is in the crucible of discomfort that we make the most effective changes in ourselves. -TF
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Working Leadership Online Schedule
January 26 – Orientation
February 2 – Goal Setting and Time
February 16 – Decision Making
March 2 – Planning
March 16 – Delegation

To find out more about this program and to pre-register, visit www.workingleadership.com.

I want to step out from behind the story for a couple of days here.

We have been preparing for this recession for the past two years. You knew this in your head, but now the pain is real. This pain can turn a room full of reasonably intelligent people into a group of blithering idiots, watching television, shaking their heads, and wondering what to do next.

We can react, like pulling away from a hot stove. Or we can imagine a sequence of cause and effect. Some right moves are completely counter-intuitive.

If you can keep your wits about you while all others are losing theirs, and blaming you. . . . The world will be yours and everything in it. –Kipling.

We have been working hard to create a learning platform to help managers keep their wits about them. This online program begins in earnest February 2, 2009.

We will explain more over the next couple of days. If you want to know more now, or if you would like to pre-register, you can visit www.workingleadership.com.