“That fixes accountability between you and your team, but who will I hold accountable for the Goal?”

Gordon nodded and smiled. “Me,” he said quietly.

“Even if the reason we didn’t achieve the Goal was a defect in the team’s Action Plan?”

Gordon was catching on. “Yes, as the Manager, even though the team comes up with the Action Plan, I have to approve it. And, as the manager, if there is a defect in the Plan, a missing step or an overlooked contingency, it is my responsibility to challenge the team until the Plan is one that will work.”

“This takes time, and often, we have go slow now, so we can go fast later.”

“Something else important happens, when your team creates the Action Plan,” I continued.

Gordon was listening.

“You set the Performance Standards. But if you also create the Action Plan, and the Plan fails, between you and the team, who is accountable? The team comes back and says, -Yes, boss, we did exactly what you said and your Action Plan failed. Not our fault.”

Gordon was still listening.

“Or, you set the Performance Standards. And the team creates the Action Plan. And, now, if the Action Plan fails, between you and the team, who is accountable?”

“You have a team meeting,” I describe. “Someone has to talk and it’s not you, because no one listens to you. So, who talks?”

“My team?” Gordon answered slowly.

“Yes,” I nodded. “You describe the essence of the Vision and the Performance Standards. The team sets out the Action Plan.”

“But my team may not know what steps to take and besides, it will take too long to get them all to agree,” Gordon protested.

I nodded and smiled. “I didn’t say that your team would get there quickly. Sometimes you have to go slow now, so you can go fast later. You need your team, involved, engaged, thinking, solving problems and making decisions. You are not going to get there by telling them what to do.”

Gordon was skeptical, “But, what if I am not getting what I want?”

“If you are not getting what you want, then you are asking the wrong questions.” -TF

“Okay, here is what I want to happen,” Gordon explained. His description was thorough. He painted a good picture.

“I can see your vision,” I replied. “How do your people see this?”

“That’s the problem. I think I explained it well, in the memo I sent out, but they don’t seem to get it. For some of my team, I don’t even think they read it, and I get a little heartburn from that.”

“So, you haven’t figured it out, yet?” I asked.

“Figured what out?” Gordon’s head tilted.

“As interesting as I think I am, I finally figured it out. Nobody listens to me. As interesting as you think you are, nobody listens to you.”

“But, I’m the boss! They have to listen to me.”

“Gordon, you have a kid at home, right? Do you, as the parent, have the authority, at dinner, to demand that broccoli be eaten?”

Gordon sat up. “Well, yes I do.”

“But your kid has the power to determine whether broccoli will, in fact, be eaten.”
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There’s a lot of valuable information in this course that isn’t easily available elsewhere, and the coaching from Tom in addition to accountability for actually carrying out the assignments makes for a solid learning experience. Keep up the good work. The online format makes the course accessible, and makes it easy to put into practice directly in a work environment. -Erik LaBianca

Working Leadership Online, register now.
Mar 16 – Planning – Creating the Future
Apr 6 – Delegation – Ultimate Leverage
Apr 27 – Control Systems and Feedback Loops

From Working Leadership Online:

Question:
You said the first step in planning is NOT goal setting. But when we plan, we sit around the table and set goals. What did we miss?

Response:
The biggest problem in planning is the “shoot from the hip” goal setting exercise. Setting goals are important, and there are two critical steps that come first.

In my younger days, my alarm would go off at 3:30a. In a groggy stupor, I would sit up and reach for the clock. Something kept me from sailing it across the room. Something kept me moving, out of bed, lacing my shoes for a 15 mile run to the beach and back. It was NOT the goal of running 15 miles. In fact, the thought of running 15 miles at 3:30a was about as negative as I could think.

I was training for a marathon. And the one thing that moved me forward was NOT the goal of 15 miles for the day, not even the goal of completing the marathon. The only thing that moved me forward was the vision of me, crossing the finish line.

The first step in the planning process is to create a clear and compelling vision. It is the only tool, for the manager, to paint a picture of the future, to create enthusiasm and excitement in the team to go forward.

Yes, I was quite dapper, hair in the wind, tape across my chest, crowd cheering me on, slim in my running togs. Shoes laced, out the door, training for a marathon. The first step in planning is to create a clear and compelling vision. -TF
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Working Leadership Online, register now.
Mar 16 – Planning – Creating the Future
Apr 6 – Delegation – Ultimate Leverage
Apr 27 – Control Systems and Feedback Loops

Early this year, we kicked off our Working Leadership Online series. We have 15 people working their way through specific Field Work, spending time with their teams, and making progress on issues they face as managers. Here is a preview of the upcoming Subject Areas in this program.

Mar 16 – Planning – Creating the Future
Often, managers jump in and just start setting goals. When that happens, they miss two critical steps in the planning process. Have you ever wondered why you are the only person excited about your plan going forward? Planning – Creating the Future will explore the elements and proper sequence using a powerful planning model. In the Field Work assignment, participants will create and a publish a plan specific to their own situation.

Apr 6 – Delegation – Ultimate Leverage
Apr 27 – Control Systems and Feedback Loops
May 18 – Managing Time – Managing Yourself
Jun 8 – Team Problem Solving – Power of Team

To find out more about Working Leadership Online, just follow the link.

“I know we are supposed to come up with a plan for this year,” Denise explained, “but things are so uncertain, I am having trouble.”

“So, there are questions you don’t have answers for?” I asked.

Denise nodded. “I can’t imagine what things will be like a year from now.”

“Okay, so there are things we don’t know. What things do we know?”

“Well, we’re not like GM or Chrysler, those guys are really in trouble. Our company is solid, doesn’t have a lot of debt, it’s just that our business is really tough right now.”

“So, a year from now, your doors will be open and you will be doing some level of business. And you know your business volume in 2008?”

“Yes, and based on what we know from our customers, we think our volume will be down another 20 percent in 2009,” Denise replied.

“I know it’s difficult to think that business could be down another 20 percent, but that is where you have to start. You have to be prepared. It’s not the plan you want. But remember, your company cannot be bigger than the market. Plans never survive a train wreck with reality.
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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 truly think we could multiply this business five times over,” Synthia described. “If someone bought our company, now, with the right investment, things would take off.”

“In this economy?” I asked.

“Yes, in this economy. Some sectors are taking it on the chin, but we made a decision to stick in this part of the market,” she replied.

“If that is what you think, why don’t you do it?”

“Well, we don’t, I mean, there is risk, after all,” Synthia backed off.

“When I ask, why don’t you do it? it’s not a dare. I am really looking for the reasons. Let’s say there are six reasons why you don’t want to take the risk. I will bet a dollar, three of the reasons are real and three of the reasons are head trash. I am here to help you identify the head trash, so we can get down to the real reasons to go forward or hold back. When we get the head trash out of the way, we can begin to make progress on stuff that is real.” -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 know how to say NO to new things coming up, but most of our troubles are from decisions we have already made,” Byron confided.

“Each year, don’t you review your decisions about what you will and will not do, including the cost structure for each of those decisions?” I asked.

“You mean, our budget?”

I nodded. “Yes, your budget. When you look at each budget item, whether it is a direct cost or an indirect cost, you have to ask this question.

“Is this absolutely necessary?

“If the answer is NO, get rid of it, dismantle it, idle it.

“If the answer is YES, move to the next question. What is the absolute minimum necessary to perform this function to our spec.?” -TF
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This conversation with Byron is essential. By this time next year, the US will be in the thick of a downturn. There is still time to adequately plan your company’s scenario to adjust.

Note that if your industry is connected to residential housing, you are already in the thick of it.