“Well, if you are going to hold me accountable, as Ryan’s manager, for his success or failure in this new promotion, then I am not so sure. My hunch is strong, but it is just a hunch,” Cheryl explained.

“Now, that you are more clear where the accountability lies for this decision to promote Ryan,” I pressed, “what is the risk, if your hunch is wrong?”

“We will either have to fire him or demote him. I don’t like either.”

“In what way can we create evidence that this is the RIGHT decision,” I asked, “without giving him a raise, a promotion or the corner office?”

Cheryl paused, her eyes thinking. “I suppose, I could give him a project.”

“And how complex will that project be?”

“It would have to be similar to the projects in the his new role,” she concluded.

“So, if the project was successful, you would have your evidence. And if the project failed?”

“If the project failed, then I would have a failed project, but I would still have Ryan.”

“I am afraid,” Susan spoke. “My company is growing, but we are not as profitable as we could be. Don’t get me wrong, we are still profitable, but the percentage is shrinking as our revenues grow.”

“What do you think is happening?” I asked.

“We have always been good at getting the work out the door. If there is ever a problem, we are like a bulldog, whatever it takes, to complete the order. Problem is, we have to be bulldogs more often, which means we dip into overtime, eat the freight, expedite production, which all erodes our profit.”

“When did you notice this?”

Susan had to stop and run images through her mind. “We’ve been on a roll the past three months. I mean, in the past, we have had occasional spikes, and we could always push our way through, but now, the push is constant and we are paying the price.”

“So, it’s more than making sure all the work gets done, we have to get the work done – efficiently, and profitably. Efficiency and profitability doesn’t come by pushing with tenacity. It comes from a system. It’s a different way of looking at the work.”

From the Ask Tom mailbag:

Question
I have a team member who has always been the “go to” person on his team for as long as I can remember. Anytime anyone needs help, they call on him. He is an expert on how our machines run. He is always cheery, enthusiastic. So I promoted him to supervisor. That means, now, he is in charge of scheduling, making sure each day’s production is complete, checking raw materials for the next day. It doesn’t seem like a lot of responsibility, but I think the promotion was a mistake.

Response
It doesn’t seem like a lot to you, because those responsibilities are well within your Time Span capability. You have a team member with a high interest in machines and how they run. He can probably listen from across the room and tell if something is wrong with a machine.

In his new role, listening to a machine doesn’t go far. You are asking him to use a new set of tools – schedules and checklists. Machines work in real time. Schedules work into the future. He may not be interested in the work of a supervisor and you may be asking him to play a Time Span role beyond his capability.

There is one simple way to find out. Ask him.

From the Ask Tom Mailbag –

Question:
How freely do you explain Time Span (based on the research of Elliott Jaques) throughout the organization?

Response:
Time Span is as natural as behavior.

All behavior is goal directed. The goal may be to pursue a dream, or to relieve boredom, but all behavior is goal directed.

If we can understand a goal in its simplest form, a “what, by when,” we can see Time Span as a natural part of all behavior, and a natural part of every discussion about behavior.

“I am going to the store.”

“What time do you plan to return?”

So, I am curious. Why the question? Is there some part of Time Span that you feel uncomfortable talking about? Ah, there’s the rub. There IS something that makes you uncomfortable.

It has to do with labels.

There are many judgments that are within our authority, as managers, to make. As a manager, is it within your authority –

• to determine what tasks need to be completed?
• to determine a reasonable amount of time for the task to be completed?
• to assess the effectiveness of the team member in completing the task?

The answer is, yes.

But, it is NOT within your authority to tell Jim (or Fred or Julie) that you have judged their maximum capability to be Stratum I. There are several reasons (in no particular order) –

• You might be wrong.
• Your incorrect assumption might become a destructive permanent label.
• As a manager, you have no method to collect the data, to do the analysis, to make that judgment.

Elliott was very careful and specific in his language. As a manager, it is within your authority to assess the effectiveness of the team member in completing the task. Assessing effectiveness in completing a task is much different than judging the maximum capability of an individual.

Elliott made a clear distinction between maximum capability and applied capability. As managers, we are not equipped to judge maximum capability. Yet, as managers, we can observe applied capability. The reason we can see applied capability is, there is evidence of the work product. As managers, we can know the intention of the goal, the circumstances of the work environment, and the behavior of the team member engaged in the task. We can see applied capability.

And applied capability may be far different from maximum capability. I may have the capability to complete the task, but not the skill. I may have the capability and the skill, but not the interest. If I am not interested, you will never see my maximum capability.

On the positive side, as my manager, it is incumbent on you to help me discover my potential (the difference between maximum capability and applied capability), to discover those elements, like training, education and placing me in a role where I value the work. When those elements line up, I will be more effective in the role I play. And you will see job satisfaction go up, with no need for a motivational speaker.

Yes, Time Span is a natural part of every conversation about goals.

“A leader is someone who gets things done,” Stephanie responded. “At my church, whenever there is a project that needs to get done, people scatter. They all have excuses. They don’t have enough time. They are too busy. They don’t know how. So, the same one or two people eventually get asked to run the project.

“But when I look at those people, they are busier than anyone else. They always have more on their plate than the next person, yet somehow, they always get the job done. And they seem to get it done with little effort, even though they probably have less time to devote to the project than anyone else.”

“So, what do you think is the difference?” I asked.

“I don’t know. I mean everyone seems to want to help out, but some people just do it. There is a big difference between wanting to get something done, and actually doing it.”

“My question is still on the table,” I said. “What is the difference? What are the factors that make it so?”

“I don’t understand,” Roger shook his head. “If Brad would just start earlier on these longer projects, things would be under control, and he wouldn’t be cutting unnecessary corners which compromise project quality.”

“Why do you think he procrastinates until the end?” I asked.

Roger shook his head. “Because, he cannot see the end until he is two months away. On a project with a nine month deadline, Brad cannot see the end. It is too far in the future. There is so much uncertainty between now and nine months from now, that he cannot see it.”

“So he takes no action?” I pressed.

“Of course, the pressure of the project builds, because now things are getting late, but even that, is not what finally kicks Brad into action. With sixty days to go, Brad can now see the end. And when Brad can see the end, he starts to act. It is frustrating for us, because we saw this nine months ago.

“Everyone has a story. And every story has a beginning, middle and an end. When you listen to someone’s story, you will hear the Time Span of their story. They cannot take action in their story until they see the end of their story.”

“So, how did the audit project get delayed for your ISO re-certification?” I asked.

“I don’t know. You spoke with Olivia, one of our supervisors. Her manager, Brad, is really in charge of that project. And we have had more troubles than just the audit with Brad.”

“Procrastination?” I guessed.

His eyes grew wide and his head began to nod in agreement. Eyebrows furrowed. “Yes. And I have talked to Brad about getting a jump on these longer term projects. He is okay with projects at about 60 days, but anything longer, and he really gets in the weeds. At the end of most projects, you see him power through, working overtime and weekends. When he started here, he looked really dedicated, but as time goes on, I don’t see that, as effective manager behavior.”

“What length project is Brad good at?”

“Two months.”

“And how much time is left before the audit?”

“Two months.”

“What connection can you make from that?”

“Your new supervisor?” I asked.

“Yes,” Stella explained. “Everyone on the interview team agreed this was the best candidate, but it’s been two months now, plenty of time for adjustment and it’s just not working out.”

“And this candidate had worked at this level before?”

“Well, not really, but he said he was ready for it. That’s why he was leaving his old job, not enough challenge in it.”

“This is a supervisor role, what’s the time span of the goals in this role?”

“Nine months,” Stella replied.

“Tell me, what is the longest task?” I pulled out a piece of paper to make some notes.

“It’s scheduling,” she continued. “Some of our equipment is very expensive, difficult to get and difficult to move from one job to the next. It can cost us $15,000 just for the riggers to relocate some of the pieces. So we schedule our logistics about nine months in advance. And when we schedule it, we stick to plan. Too expensive to do otherwise.”

“And your candidate provided evidence of nine month time span work in the past?”

“Evidence? No, but he assured us he was up to the task.”