From Time Span 101 (in final beta test).

Question:
Can a person move from one Stratum to another Stratum?

Response:
Instead of defining all the words necessary to understand the answer to this question, let me rephrase the question. Takes some of the mystery out of all this.

Can people, as they grow and mature through their lifetime, also grow to handle tasks of increasing complexity?

The re-stated question is easier to answer. Yes, as people grow and mature through their lifetime, they also grow in their capability to handle tasks of increasing complexity.

The Time Span of a task can be used to measure its complexity. In the workplace, the Time Span of a task can last from brief minutes to several years. Stratum is used to describe a range of Time Spans.

• Stratum I – ranges from 1 day to 3 months
• Stratum II – ranges from 3 months to 12 months
• Stratum III – ranges from 12 months to 24 months

Stratum is a way to measure. So, let’s restate the question again.

Can we measure the growth of a person’s capability to handle increasingly complex tasks through their lifetime?

Yes, we can measure that growth using Time Span as a measuring stick.

From Time Span 101 (scheduled for release in about a week).

Question:
I’m not all the way through the sessions yet, but I’m wondering how small businesses (less than 30) fill the roles of Stratum III and Stratum IV managers? I can see they have Stratum I and Stratum II but can the role of Stratum III and IV be filled by the same person? Can a person have two different time span roles depending on the “hat” they need to wear?

Response:
Sometimes, through necessity, one person can “fill in” by playing a role with shorter Time Span goals. Even in longer Time Span roles, we have many short Time Span goals, so the shift is not difficult, in terms of capability.

Beware, however, the shift may prove difficult in terms of interest. If all I ever get is short Time Span goals, with no challenge, you may find my interest begin to lag.

In small business, it is likely the entrepreneur will fill the role at Stratum III. And in a small business with less than 30 people, it is unlikely there is a need for the Stratum IV Integrator role. There isn’t anything to integrate. The business isn’t big enough to have those problems (yet).

There are many successful Stratum II companies (with less than 30 people). In their competitive environment, all they have to do is follow consistent processes. This would be typical of a fleet based service company (like plumbing or carpet cleaning).

Most of the time, the discussion here is about the practice part of management. And, for the past several years, I have trucked around the US and Canada, doing a workshop called Management Myths and Time Span, an introduction to the research of Elliott Jaques. That’s the theory part.

Now, an online version.
Management Myths and Time Span has generated so much interest, that we created an online version of the workshop, scheduled for release in a couple of weeks.

I need 20 people.
Right now, I need 20 people to test drive the program, kick the tires and give us some feedback. The test group will receive a free login to the program.

If you are interested, please [reply] to this email and I will put you on the list.

Details, for those who sign up.
The online version will go faster than the original workshop, but, it’s in-depth with tantalizing detail, so I don’t want you to think you can skim this in 6-7 minutes. The menu navigation organizes the program so you can pick it up and put it down.

You will most likely be interested if you have

• attended one of our workshops
• tried to explain it to someone else
• tried to read Requisite Organization

If you have any questions, please let me know. Looking forward to seeing you online. -TF

From Working Leadership Online:

Question:
You talked about capability as one of the factors in underperformance. How can I measure that, so I can make better decisions about assignments?

Response:
As a Manager, you may think you have only a feeling about someone’s capability, but, in fact, that feeling can be objectively measured. This measurement was documented in statistically valid research studies by Dr. Elliott Jaques as early as 1952 and continuously validated in studies until his death in 2003.

The metric is Time Span. Time Span is the length of time a person can work into the future, without direction, using their own discretionary judgment.

As a Manager, think about any task assignment for any of your team members. Some will complete the immediate parts of the task and then get stuck, come back to you for more direction or just check out. Those Time Spans are relatively short.

Others can take a complex task assignment and carry it forward to its completion. These Time Spans may last for a few days, weeks or months. Time Span is the length of time a person can work into the future, without direction, using their own discretionary judgment.

Once a manager understands this simple concept, the intuitive feeling about a person’s capability can be objectively measured and better decisions can be made about task assignments. -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

From Working Leadership Online:

Question:
Why do we constantly have to correct workers? Why don’t they just do the task lists given? Where is the balance between constant harping at employees and merely checking their work?

Aside from the fact that supervision is the job, I am, many times, at a loss to define why some Stratum I workers need constant correction. I realize it could be in the supervisor’s methods or it could be in the systems.

Response:
Whenever I observe an underperforming team member. I always ask myself these first questions. “Are they doing their best?” and if they are, then, “Is their best, good enough?”

If they are not doing their best, meaning, they could do better if something changed, I then follow these questions:

• Do I, as their manager, think they have the capability to achieve the goals I have assigned to them?
• Is their underperformance due to a lack of skill, which leads to some training and practice?
• Is their underperformance due to a lack of interest? Are they simply not interested in this kind of work?

As the manager, you should be able to answer these questions.

“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,” I continued, “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 away. There is so much uncertainty between now and nine months from now, that he cannot see it.

“So he takes no action.

“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.”

I managed to get two steps up the food chain, talking with the boss of Olivia’s boss, a senior vice president in the company.

“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, it’s a Stratum III role, and we have had more troubles than just the audit with Brad.”

“Procrastination?” I suggested.

His eyes grew wide and his head began to nod in agreement. Eyebrows furrowed. “Yes. And I have talked to him about getting a jump on these longer term projects. Brad is okay with projects of about 60 days, but anything longer than that and he really gets in the weeds. In the end, you start to see him power through, working overtime and weekends. When he started working 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?” -TF

From Working Leadership Online on Setting Goals and Time Span

Question:
In reading the posts so far, it seems that long term goals are hard to articulate. In setting long term goals, would you agree that they are by nature more ambiguous? Should we worry less about being precise?

Response:
A long term goal, by its nature?

Five years ago, a one year goal was a five year goal. What has changed in the four years between?

The goal has taken shape, become clearer, better defined, more concrete. It has also taken turns and twists, met with contingency and unexpected, yes unintended consequences. It is now more certain, less left to chance.

It is the Time Span of intention, the most important judgment for a Manager, to determine those things necessary in the future.

Ambiguous?

Precise? -TF

Join us at Working Leadership Online. Our next Subject Area is Decision Making – Facts and Intuition.