Category Archives: Timespan

Who Has the Accountability?

Paula, one of the team members from administration, raised her hand. “It seems to me that no one can make a decision around here. Russ has his engineering agenda, and it’s important, but if we don’t get the project done on time, that’s a problem, too.”

“Paula, do you think Russ should fight less hard for project specifications that he believes in?” Alicia asked.

Paula shook her head, “No.”

“And do you think Russ should fight less hard to keep the project on track?”

Paula continued to move her head from side to side.

“So, who should make the decision?” Alicia looked at each team member, around the table, settling on herself. She looked down, then back up to the team.

Identifying Timespan

From the Ask Tom mailbag –

Sometimes, identifying level of work seems elusive. I try to look at the timespan of the task, but sometimes, my intuition just seems off.

The biggest mistake most companies make is underestimating the timespan associated with a role. In addition to timespan, there are other clues that can help us with level of work.

Examine the task. The first clue to level of work is the timespan of the task. Here are the two questions. When does it start? When does it end? When we imagine a task, sometimes we focus on the middle without truly defining the start and end of the task.

While a craft trade (S-I) might look at a task as a one-day project, the supervisor (S-II) may be concerned about the permit inspection in two weeks. The manager (S-III) may be concerned with the system in which the project was completed, accountable for a one-year warranty that accompanies the work product. The VP of Quality Control (S-IV) may be accountable beyond the warranty to multi-year statutes related to defects. For the role, when does the project start, when does the project end?

Examine the tools. A craft trade (S-I) generally uses real tools, machinery, equipment. The supervisor (S-II) will use schedules, checklists and meetings. The manager (S-III) will use flowcharts, sequence and planning. The VP (S-IV) will use multi-project Gant charts.

Examine the problem solving. A craft trade (S-I) may make good use of trial and error problem solving. The supervisor (S-II) may rely on documented experience like SOPs and best practices. The manager (S-III) may employ root cause analysis. The VP (S-IV) has to look at multiple systems simultaneously, systems analysis.

All of these are clues. With the work defined, the next question, is the team member effective in the work?

Get It Off Your To-Do List

“I’m struggling with my to-do list,” Sarah sighed. “Very depressing.”

I nodded. “And?”

“Two days ago, I had ten things on my list,” she started. “At the end of the day, I had twelve things on my list. The next morning, yesterday, two more things were added overnight. I finished three items during the day, but that was replaced by three more. I never seem to make headway and it is getting me down.”

“How do things get off your list? As a manager, you have a lot on your plate and we can’t have depressed managers walking around infecting everyone else.”

“I just work really hard. I come in early, I stay late, take work home with me over the weekend, but, my list stays full. I have trouble knowing what’s important, what to do next, if I am going to miss a deadline. There is no rhyme or reason to my priorities.”

“When you look at your list, how do you decide what to work on next?” I asked.

“Whatever I think I can get accomplished. It feels really good to get something off my plate that day, but all the other things on my list pile up, distract me, make me anxious.”

“Would it feel good to get some things off your list? Not get them all done, but get them off your list?”

“I can’t just cross stuff off the list. It ALL has to get done, eventually,” Sarah complained.

“There are three ways to get things off your list,” I explained. “You are only using one, that is the do-it-now strategy, which works but leaves you depressed. Here are two other strategies to get things off your to-do list. Schedule the task on your calendar. Commit the necessary amount of time in the future, before the deadline to get it done. Cross it off your list.”

Sarah thought and finally replied. “If I do that, I can see my priorities clearer. My deadlines show up, but are under control because I know I have committed time to complete. But, what if my calendar gets full? I have more tasks to complete, but no more committed time.”

“Yes, and you said it ALL has to get done. If you have no available time to commit, and it ALL has to get done, you have no choice but to delegate some of the tasks out to other people on your team. This is management, it all has to get done, but you have to use the other two strategies –

  • Do it now, get it done, myself.
  • Schedule it on my calendar, with committed time, before the deadline.
  • Delegate it.

“Now, when you delegate, it doesn’t mean it’s done. You still have to check on it, but don’t put the check-in on your to-do list. Where do you put the check-in?”

Sarah smiled, looking way less depressed. “I put it on my calendar.”

Three Questions

“Team members have three questions,” Pablo continued, “and they all have a bearing on retention.”

  • What is expected of me?
  • How am I doing?
  • Who do I go to for help?

“The third question is the key,” I replied, “and, we can use that key to help us with the first two questions. It is a question of WHO?”

  • Who helps me set expectations in my role, to which I agree?
  • Who helps me understand how I am doing?
  • Who do I go to for help?

Pablo nodded. “How does the saying go? People join companies. People quit managers. People will work (for a while) with substandard pay, substandard benefits, as long as they have a great relationship with their manager. But, even with competitive pay and superior benefits, people will quit if they have a lousy manager.”

“So, it’s not just the role, its the working relationship with their manager,” I said.

“And, working relationships is how we define organizational structure,” Pablo stepped on my line. “Organizational structure is the way we define the working relationships (accountability and authority) between people. Organizational structure is the context in which people work. It is the context in which people engage in work or engage in non-work. Change the context, behavior follows.”**
**Famous quotation from Gustavo Grodnitzky, Culture Trumps Everything

Leveraging External Systems

“I am sick and tired of the government putting things in the way of our growth,” Rory said. “We’ve got a good business, but all the regulations are killing us.”

“Indeed. I see that,” I replied. “So, why did you decide that this was the business to be in?”

“Because we are good at it,” Rory beamed trying not to show too much pride.

“May I use some exaggeration?” I asked, then continued without waiting for a response. “If you were good at manufacturing music CDs with the highest quality, at an operating cost lower than any of your competitors, would you choose that as a business model?”

“Your example is absurd,” Rory smirked. “An operating cost lower that any competitor is ridiculous, there would be no competitors.”

“And, why is that?”

“Because nobody buys CDs anymore,” he explained. Then stopped. “I wouldn’t be in that business, it would be a poor choice.”

“Rory, the most strategic decision you make is to decide what business to be in. Your market, market demand is an external system in which you have little control. Government regulation is an external system over which you have little control. You are fighting the headwinds of your market, fighting the headwinds of regulation. Pick (or adapt) your business model that doesn’t fight these external systems, but takes advantage of them.”

Rolling Forward

Seventeen year’s ago, (Nov 2004) we began this writing sojourn. I want to thank you for taking a precious minute out of your day to observe those events around you, reflect on your impact and think about the next move you make.

Management Blog will be back next Monday. Don’t eat too much turkey. -Tom

What’s the Level of Work Required?

From the Ask Tom mailbag –

You say that management initiatives (like communication, efficiency, goal setting and teamwork) will flounder if laid on the wrong structure. How do you get your structure right?

Determine the number of layers (only minimum necessary).
Determine the functions required.
Inside each function, determine the level of work required.

You are the captain of your business model, you get to decide the level of work that is necessary. Think about core functions and support functions. Some functions will require more intensity than others, and some functions not at all.

  • Marketing – If your business model only requires a brochure type website that gets updated from time to time, you will likely outsource that project, and need only skeleton support in marketing. If your business model requires a sophisticated website that attracts customers who roll over into an online order, you may need Marketing at S-III.
  • Sales – If your business model is a telephone center receiving product orders from consumers, likely 2-4 minutes on the phone, you may only require order takers at S-I. If your sales cycle is longer, 3-4 months, you may need S-II account executives. If your sales cycle is longer than a year, you may need S-III.
  • Account Management or Project Management – The level of work you need will likely depend on the length of your project. Two to three weeks with very few moving parts may only require Hi-S-I. If your projects are 2-3 years in scope, you may need S-IV project management.
  • Operations – the level of work you need in Ops will need to consider the length of time the project is in direct service delivery or production, but must also account for the lead time on resources, mechanical maintenance, or special technical elements.
  • Quality Assurance or Quality Control – may require timespan consideration through the production cycle, but may also need to consider the length of warranty periods or product lifecycles.
  • Research and Development – in new product development cycles, level of work may easily require system work and root cause analysis at S-III. Sustaining engineering may only require S-II.
  • Logistics – may be just in time loading dock work at S-I, but may also include long term contracts with carriers at S-III.
  • Human Resources – level of work depends if you only need clerical filing of required forms, active recruiting from your labor system, or strategic recruiting in specialized technical fields.
  • Accounting and Finance – level of work will depend on the sophistication of your accounting requirements, simple bookkeeping to project costing, to credit facilities.

You get to decide the level of work required.

Define Your Functions

From the Ask Tom mailbag –

You say that management initiatives (like communication, efficiency, goal setting and teamwork) will flounder if laid on the wrong structure. How do you get your structure right?

Determine the number of layers (only minimum necessary).
Determine the functions required, and the level of work required in each function.

You are the captain of your business model, you get to decide. Think about core functions and support functions. Some functions will require more intensity than others, and some functions not at all. Quicklist –

  • Marketing
  • Sales
  • Account Management or Project Management
  • Operations
  • Quality Assurance or Quality Control
  • Research and Development
  • Logistics
  • Human Resources
  • Accounting and Finance

Your business model will determine the functions you need and the level of work in each function. Often, your core functions are related to operations, and carry more robust levels of work. Your support functions are there to support the core – business development, marketing, human resources, finance and may not require a full complement of levels of work.

What is Accountability?

From the Ask Tom mailbag –

You talked about structure being the way we define working relationships related to accountability and authority. What is accountability? measuring expectations or consequences that can come with results?

Accountability is an agreed upon output for which we are held to account. It contains four parts –

  • Quantity of something, could be a quantity of one or quantity of many.
  • Quality standard, must meet some qualitative standard or measurement.
  • Time, either a specific deadline or a specified evaluation period.
  • Resources, within a set of limited resources or constraints.

The output must be agreed upon. I like formal agreement on important accountabilities, even signatures on a contract. For which we are held to account. Not for which we are held accountable, because I cannot hold anyone accountable for anything. But I can hold someone to account, meaning the person holds themselves accountable for the agreed upon output. I like the accounting part to be held in a regularly scheduled 1-1 meeting with the person’s manager.

Here is what it sounds like in a role description’s key area.

Prior to the end of (period), a report will be published counting all of the finished goods that meet our quality standards, including the quantity of rejected goods, within the constraints of our assembly line. That report will be reviewed monthly in a regularly scheduled 1-1 meeting with (role’s) manager.

Prior to the end of the project timeline, a report will be compiled and published of each of the project’s components related to the standards specified by the architect and its inspection (sign off) by the building inspector. That project report will be reviewed three times during the project, after mobilization, midway (50 percent) and post punch-list in a regularly scheduled project review meeting with the (role’s) manager.

Competitive Recon

“I can’t believe they matched our pricing,” Sarah said. “We have taken great pains to reduce our cost structure, so we can offer a low price without cutting our margins. I know our competitor isn’t willing to make the changes we have made, so they must be trying to buy the business. They probably don’t even know they are losing money.”

“Why don’t you call and tell them,” I asked.

Sarah laughed. “If they are losing money, why should we tell them?”

“And what if they are not losing money? What if, while you were cutting your costs in one way, they were cutting costs in a different way? So, you both show up at the same price point?”

“Impossible,” she replied.

“Two questions,” I said. “How are you going to find out? And, when you do find out, what are you going to do about it?”