Category Archives: Teams

Systematically, Over Time

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“You know, you are right,” I told Gretchen. “Your team, over time, has systematically become incapable of solving problems.”

Gretchen didn’t speak, but began to slowly nod her head.

“How did they get that way? What happened to them?” I asked.

“What do you mean, what happened to them?” Gretchen’s nodding stopped.

“When the people on your team started working here, they were full of questions. They were curious. They experimented. They made mistakes. They learned.”

Gretchen began to nod again.

“But, now, you tell me they act more like zombies. So what happened to them?” I was looking directly at Gretchen, not blinking. Her nod stopped again, so I continued.

“Gretchen, what do managers do to their teams that systematically, over time, disables them from being able to solve even the simplest of problems?” -TF
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They Don’t Care

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“I know you think your solution is better than anything your team might come up,” I agreed. “Do you think that is really the point?”

Gretchen was resisting. “But, I don’t have time to have a meeting, and besides, I don’t think my team wants to be creative. Sometimes they act like dolts.”

“They act like dolts when you solve a problem like this for them?”

“Well, yeah. I can solve problems like this pretty easy. I have been in the business for six years. I have the experience. But when I tell them what to do, they’re like zombies from the Night of the Living Dead. Some of them walk around like they still don’t know what to do, even though I gave them the solution.”

“Why do you think that is?” I asked.

“Like I said, I just don’t think they care,” Gretchen insisted.

“You are right. They don’t care about your solution.”

This caught Gretchen off-guard. She didn’t expect me to agree so easily. “They don’t care about your solution,” I repeated. “So, who’s solution do they care about?”

“Well, I’m the only one who can solve the problem,” Gretchen tersely replied.

“Indeed?” -TF

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Thanks for those who responded to the survey yesterday. It only takes about a minute. We will keep the survey open until October 19. The results will help us finalize an online program we are set to release in the next three weeks. -TF

http://www.managementblog.org/survey-oct2007/

Whose Fault Was That?

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Curtis was very uncomfortable. “You make it sound like I am in big trouble. But isn’t this what management is all about? I mean, aren’t I the one who is supposed to make all the decisions? Aren’t I the one responsible for all the results?”

“You are accountable to your boss for the performance of your team,” I replied. “But between you and your team, it sounds like you are responsible for making up all the plays, calling the plays, taking the snap, throwing the football, catching the football, running for the touchdown. Did you forget to block?”

“Yes, but it’s not that bad.”

“It’s not?” I asked. “Who was here all day last Saturday? How many hours a week have you been putting in?”

“Well, when you put it like that, I was here, 58 hours last week,” Curtis reported.

“And whose fault was that?”

“Well, there was just stuff I couldn’t get done during the week. I have a lot of responsibility.”

“And how much responsibility does your team have?” -TF

No One Follows Your Lead

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From the Ask Tom mailbag:

Question:

I have been a manager for several years, but have just been reassigned to a new division. I feel like a fish out of water. Their processes are slightly different and all of the people are new to me. And I am new to them. In the past, things were easy, no sweat, very routine, no problem. At every turn, I am getting push-back. No one seems to follow my lead or direction. Everything I say is questioned. And I have some very aggressive goals that I have to achieve.

Response:

Are you getting push-back, or are you getting tested to see where you stand as a manager? Either way, you have some work to do, individual work and group work.

Individually, you need to get to know each team member. This sounds simple, but it’s not.

In our classroom training, we call this the Mineral Rights conversation, digging little wells, looking for interests, influences and values. This is a highly structured conversation with a definite purpose. (Tomorrow, I will cover the Mineral Rights conversation in more detail.)

As a team, you need to leverage the dynamic of the group to establish the lead or direction. You are correct in your observation that no one seems to follow your lead. People only follow the lead that is in their best interest. This is a critical topic for discussion with your team.

What is the work that needs to be done? How can we best help each other to do it? What do you need from me? What do we need from each other?

Notice that the questions come from you as the manager. The responses come from the team. -TF

Positive in Public

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From yesterday’s mailbag:

Question:

How do you bring in a new team member to an existing team?

Response:

Kurt pointed out (in a comment to yesterday’s post) that the job of bringing on a new team member begins long before the arrival date.

That being said, I believe the new team member is already on site. Now what?

This rite of passage for the new team member is a group issue. It needs to be dealt with by the group. It is up to the manager to create the environment for a positive discussion. The initial topic will be to introduce the new member. And I mean a proper introduction, at a regular team meeting.

What is the previous work experience, what positive qualities were identified during the recruiting process, what role this new person will play? These are all great questions to answer in the introduction.

Subsequent team meetings should provide discussion on Getting Things Done and focus on skills and talents that each team member brings to the table. Part of the discussion should be on the diversity of skill, talent, attitude and energy that will be required from the team as a whole.

I want to create these positive conversations in public with the team rather than allow private pairing conversations to occur at the water cooler. -TF

Bringing in a New Team Member

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From the Ask Tom mailbag:

Question:

How do you integrate your team’s newest member when she brings a personality that is more intense than everyone else? Let’s say that she strikes you as being, at times, slightly passive aggressive while the other five teammates are typically a very easy going bunch. There is no doubt that she is productive, but so is everyone else.

Might they have trouble working through in a crisis, if she will not buy into their laid back attitude? What obstacles would you watch out for in this situation?

Response:

Bringing a new person into a team is always the beginning of change for that team. The fastest way to change the culture of any team is to bring in a new team member. For better or worse, things will change, and everything that happens will create a precedent for future events, future relationships within the team.

Before we start looking out for things to go wrong, let’s start with how to productively bring in a new team member, especially one that brings energy, enthusiasm, a fast pace and other great attributes.

Let’s open this up for comments. If you have an experience, observation or recommendation, please post your comment. More tomorrow. -TF

How Well You Connect

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Ted was beside himself. “Look, I have the best engineer, I have the best mechanic, I have the best designer, I have the best installer. Then why do we get such mediocre production?”

“I don’t know, what do you think?” I asked.

“We just can’t seem to make our numbers,” Ted started. “It’s like we have all the best talent, but just can’t put it all together.”

“So, it’s the putting together part?”

“Well, yeah.” Ted stopped. “You’re right, it’s not the talent part, it’s the putting together part. They don’t sync up, they are all running in a different gear. They don’t relate.”

“So, you just found your constraint? How well you connect is how well you do as a team. Your production will never be as good as your star player. It doesn’t matter how well your star plays. It only matters how well your team plays together.” -TF

In the Ditch

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Phillip’s team looked at each other, across the table, and for the first time saw something different. No more were they simply co-workers, but now interdependent members of a group whose success depended on those connections.

We were talking about changing habits.

“No one succeeds by themselves,” I said. “At least for anything of significance. Sure you can think you are the Lone Ranger and prance around like you are someone important, but to achieve anything of real significance, you need a team. Each of you will, at some point, stumble, make a mistake, misjudge a situation. Each of you will, at some point, become discouraged, or become a Prima Dona, full of yourself.

“And when that happens, you will not recognize it in yourself, soon enough. You need each other to tell you those things, to make each of you better. Without each other, you will end up in ditch somewhere and no one will notice.” -TF

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Our next Leadership Program begins in Fort Lauderdale on February 26. We have one seat available. For more information, visit www.workingleadership.com.

Exactly What You Designed

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“They just don’t get it,” protested Kyle. “Why are they so stupid?”

“Why are they so stupid? Or why are you so stupid for expecting them to get it?” I asked. Kyle did not expect my response and I could see him stiffen in the chair. He didn’t know how to react to the challenge, so he countered with a question.

“What do you mean?” he said, stalling for time. I was quiet. The seconds ticked by. Kyle finally broke the silence. “Okay, they are not stupid. I just wish they could be more productive, and solve problems better, work smarter.”

“You have exactly the kind of team you have designed,” I said. Kyle’s face lightened a bit.

“You know, you are probably right,” he replied. “So, how do I make it better? How can I improve the design?”

I waited. “It’s not a matter of improving the design. It’s a matter of improving the designer.”

Getting Engaged in Work

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“I am good at planning. I am good at delegating. I am good at making decisions, but I am not good at this warm and fuzzy stuff,” explained Ellen. We had been talking about her new department. The grapevine said some people were nervous and some might quit if they didn’t like her.

“Look, the point of management is not to win a personality contest, but if you want to get people engaged in their work, you have to get engaged with them.” I stopped to see if Ellen had a pulse. I could see by her body language that this was uncomfortable.

“But, I always thought it best not to get too close to my people. It just seems easier to be objective if I don’t really know too much about them, especially their personal lives,” Ellen continued.

“It seems easier to be objective? Or it just seems easier to be insensitive?” I asked. “The point is not be a huggy bear. The point is to gain willing cooperation from your team members, both together and as individuals.

“Does your company have a mission statement?” Ellen nodded.

“And does your department have its own mission statement?”

“Yes,” Ellen replied.

“Do things work better if the team mission statement supports the company mission statement?”

“Well, of course.”

“Ellen, believe it or not, your team members have their own personal mission statements. For most it is just rattling around in their head. Would things work better if their personal mission statement supports the team mission statement?”

“Well, I suppose, but how do I find that out?”

“That’s what engagement is all about. If you want your team to be engaged in their work, you have to be engaged with them. Meet me here tomorrow. We will talk about how to do that with the most powerful tool you have as a manager.” -TF

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Spaces are filling for our Management program (www.workingmanagement.com) which kicks off September 25. I would also like to announce our new Sales program (www.workingsales.com) which kicks off here in Fort Lauderdale on September 27. Find out more by visiting the links.