Elliott’s Four Absolutes, required for success in a role (any role, no matter the discipline), here is the list.

• Capability (measured in Time Span)
• Skill (technical knowledge and practiced performance)
• Interest, passion (value for the work)
• Required behaviors

Required behaviors, with three strings.

• Contracted behaviors
• Habits
• Culture

Today is about required behaviors and culture.

Culture is that unwritten set of rules that governs our required behaviors in the work that we do together. If the rules were written, that would be our standard operating procedures (SOPs). Culture is typically an unwritten set of rules, often more powerful that our SOPs.

If there is a conflict between our SOPs and our culture, which wins? Culture wins every time.

Culture is that behavior which is tolerated. I know we all think that culture is that lofty set of values like integrity and teamwork, but the baseline is what we tolerate. You stand for what you tolerate.

It is what it is.

Whether interviewing a candidate or coaching a teammate, have you ever hired anyone who had the capability for the role, possessed the skills, had interest and passion for the work, but they did not fit your culture? What happened?

You either fired them, and they left.
Or they quit, and they left.
Or they quit, and they stayed.

“Let’s talk about the truth,” I floated. “Your project manager told your ops manager that everyone on the team thinks he manipulated the schedule. Did the project manager speak on your behalf?”

“Well, he didn’t get my permission, but I sort of agreed with him,” Deana said.

“Tell me what your truth is about this project schedule. Tell me what you personally know happened. And, please, avoid talking on someone else’s behalf. Tell me what you personally know.”

“Well, everyone agrees we are behind schedule even though the schedule shows we are on-time.”

“How do you know that?”

“Everyone said it.” Deana was getting exasperated.

“I asked you to speak only for yourself, what do you personally know about the schedule?”

“I don’t really know anything about the schedule. I mean, I have a copy of the updated schedule, but I don’t know who updates it, or how often. And, I don’t visit the job-site, so I don’t have first-hand knowledge of progress.”

“What do you know, first-hand?” I pressed.

“Okay, I got a call from the client, and they were worried that we were behind schedule. That’s what I know, and I know that first hand,” Deana insisted.

“Now, tell me, as if I am the ops manager in front of everyone else in the meeting, about your phone call with the client. And, speak only for yourself.”

Deana took a breath. “I got a call from the client about the project schedule and we were all wondering…”

“Stop,” I interrupted. “Speak only for yourself. Try it again.”

Deana had to gather her thoughts. She slipped into “we” mode unconsciously. “Okay, I got a call from the client about the project schedule. The client told me she was worried and I am worried, too.”

“Keep going,” I prompted.

“What do you mean?” Deana thought she was finished. Off the hook.

“Tell me what you know, what is your truth about the project schedule. Start over.”

“I got a call from the client about the project schedule. The client told me she was worried and I am worried, too. I got a copy of the updated schedule, but I don’t know how it is updated or how often, so I can’t tell if we are really on schedule or if we are behind.”

“So, what was different about what you said compared to what the project manager said?”

“When the project manager said everyone on the team thought the ops manager manipulated the schedule, it sounded like an accusation. You made me speak for myself, so it sounded more like…” Deana paused to think. “It sounded more like a search for the truth.”

“So, the problem in the team has nothing to do with the schedule. It has to do with the way the team searches for the truth.”

This post was originally published Dec 23, 2005.

As Matthew looked across the manufacturing floor, the machines stood silent, the shipping dock was clear. Outside, the service vans were neatly parked in a row. Though he was the solitary figure, Matthew shouted across the empty space.

“Merry Christmas to all, and to all, a good night.”

He reached for the switch. The mercury vapors went dark. He slid out the door and locked it behind.

We hope you all have a wonderful holiday. As we cross into our 12th year of publishing, we will take a short break. Management Blog will return on January 4, 2016.
____

Watch for the release of our online program – Hiring Talent 2016, scheduled for Jan 15, 2016.