How to Calibrate the Time Span of a Task

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Joel laid the list on the table. “It’s weird,” he started, “there were some obvious things, but there were some other things that were more interesting.”

I had asked Joel to make a list of tasks that he had performed as a supervisor and to identify the time span of each task.

“For example,” he continued, “I ran a rolling production schedule out for six weeks. So at any one time, I was working six weeks into the future. But there were some other tasks that were longer than I thought.

“I was in charge of raw materials. We would get in shipments of plastic parts that had to be inspected. There was a time when a whole boatload of parts was defective. In the short term, I had to really move around the production schedule to keep things moving. But in the long term, I had to work with the vendor on getting replacement parts. I had to figure out what we needed to keep in production, then to build back our raw goods inventory.

“Finally, I had to spend time figuring out what the problem was with the parts, working with the vendor to solve the problem. Turns out, there was a bad batch of resin from another supplier. Because of the problem, the resin supplier actually went out of business and our vendor had to find a new source. I know it was his problem, but I had to work with him, trying out and finally certifying a new resin supplier so our parts would hold up. That whole process took five months and my manager expected me to handle it without a lot of direction from her.”

“So the time span for that project was about five months?” I asked.

“Yes, you could call it five months.  Most of the time it is easy, averages out to be fairly short in time frame.  But, when it’s hard, I have to look out further.  Even when it’s hard, it’s still part of my job.”

“So, now in your new job, as a manager, what are some of the tasks that you will be responsible for and what is the time span? Take a look at your job description and meet me back here tomorrow.”

Time Span of Tasks of a Supervisor vs. a Manager

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“Tell me, Joel, in making your transition from supervisor to manager, why do you think things slowed down for you?” I asked.

“The biggest difference,” he replied, “is that I am not dealing with things so much as I am dealing with people. When I was a supervisor, I just made sure material got received, stocked, staged and moved around, that machines worked, and that everybody was at their workstation. Sure, things shifted around and we changed the schedule all the time, but it was easy compared to this. As a manager, things have slowed down, but it’s a lot harder to get things done. It’s more complicated. I have to think further into the future.”

“How far into the future did you have to think as a supervisor?” I pondered.

Joel thought for a minute. He had never considered how far into the future he to think. “Well, as a supervisor, I guess it was only a few months out.  I mean, we had some long lead time items, and sometimes we had to reject materials that were out of specification, meaning the lead time doubled, but even with that, four to five months.  And with people, I just scheduled from the list of people of the team.  Now, I have to look out and see if we have enough people on the list.  I have to decide who is on the team.”

“Tell you what, Joel. The next time we meet, I want you to list out the longest tasks you had as a supervisor. I want to go over that list with you to see if we can make some sense moving forward as a manager.”

What It Takes to Move from Supervisor to Manager

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Joel was not shaking, but he was certainly shaken.

“I just don’t know,” he said. “Since I was promoted from being a supervisor to a manager, things are different. It is certainly not as easy as I thought, a bit out of control.”

“Being new to management is tough. No one prepared you for this, they just promoted you and expected you to figure it out,” I replied.

“And what if I don’t figure it out?” Joel asked.

“Oh, you will figure it out. But that is no insurance that you will succeed. There are a number of reasons that managers don’t make the grade. The first reason is commitment. This is harder than you thought it would be. Being a manager requires interest and passion for being a manager. Being a manager is a lot different than being a supervisor.”

“You are right about that. Being a supervisor was fun, fast paced, things were always changing and I had to respond quickly. Being a manager, things move slower. I have to think about things. And the worst part, most everything I do is accomplished through other people. Other people are hard to control. They don’t always show up the way I want them to.”

“So, you are facing the first challenge of a being a manager. Do you really want to be a manager? Do you have a passion for it? Just saying yes doesn’t make it so. Why do you have a passion for it?”

The Big Question No One Ever Asks

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“So, what do you think made the difference?” I asked.  Julia was debriefing her meeting with the team.

“The team is really a good team,” Julia began, “but they were allowed to create an environment where they had no personal responsibility in the outcomes of their department.  Ultimately, I am accountable for the output of the team, but I cannot do the work alone.  My effectiveness, as a manager, is judged by my ability to get the team working together, solving problems and making decisions.”

“But, what made the difference?” I repeated.

“The difference was shifting the environment where they could confront the real issues facing the team.  Their previous manager had allowed them to blame machines and circumstances.  Like co-dependents, the manager fed the team and the team fed the manager.  I had to interrupt the cycle.  I had to give them permission to ask and answer the big question that no one ever asks.”

“And, that question would be?”

“How have I contributed to the problem?” she replied.

How to Create Individual Accountability

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One by one, each team member volunteered some specific action where they had contributed to an overall slowdown in throughput on the floor. Julia listened well. Ed wrote the ideas on the board.

The group had come full circle to Ralph, the remaining hold-out. “Well, I still don’t think I contributed to the problem. But if I did contribute, the only thing I can think of, is that, about a year and a half ago, I stopped filling out the weekly production schedule. Things had become so routine, I didn’t think we needed it. I am not sure that we need it now, but, anyway, that’s my idea.”

“Thank you, Ralph,” Julia said softly. “Ed, write that up on the board.” She looked around the room. They had added eleven more ideas to the original sixteen. But these were different.

“I want to thank you all for taking this first step. We have 27 things we need to look at, but more importantly, you, as a team, are now in position to make something happen. Until this morning, you all thought the problem was with a machine or a batch of bad materials. Only in the past few minutes, you each talked about how you, individually, were responsible for the way we work.

“It is only when you understand that you are responsible for the problem, that you can take responsibility for fixing the problem. I can’t fix it, only you can fix it. As a team, we are ready to take the next steps. Let’s take a break. See you back here in ten minutes.”

How to Find Unproductive Behavior

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The team worked for another 40 minutes. They had sixteen ideas on the board, but Julia wasn’t satisfied. “These ideas are good,” she said, “but not sufficient. Let’s take a different approach. I want you to think about yourself. How have you individually, contributed to the lack of throughput around here?”

Ralph was quick out of the gate. “It’s not my fault!” he proclaimed loudly.

Julia smiled. “Ralph. I know, but I still want you to think about it. It’s not your fault, but if it was your fault, how have you contributed.”

Ralph was a little surprised. No one ever dared asked him to consider that he might be the problem.

“I’ll go first,” said Max, letting Ralph off the hook. “When I am bringing materials into the warehouse off the truck, I just start stacking them up in the receiving area. But, we have so much stuff coming in, I stack it too close to the first staging area. Before they can set up the first staging, they have to move everything I just stacked up in the way.

“I had thought about saying something, but I was too pre-occupied with getting the truck unloaded.” Max had just laid it out there. Again, there was silence. Julia let it build.

“Ed, write that up on the board,” she said.

“Who has the next idea?”

How to Get a Team to Grapple with the Real Issue

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Ralph began to fidget. By all counts, things should be better than ever. Volume in the department was up, but profitability was sinking. Julia, the new department manager had put the issue on the table. “How do we get the red line to turn up?”

She had warned me earlier that there would be friction. “Things get uncomfortable. Your stomach turns upside down. But you know you are dealing with real issues when your stomach is upside down.

“We can go one of two ways. We can avoid the issue so our stomachs feel better. Or we can work through the issue and make real improvements.”

Ralph spoke up first. “Well, I think we need a new machine on the line. We were promised a new machine by our last manager, but he got fired before we got it. I think our problems would be solved if we just got the new machine.”

In my briefing before the meeting, Julia told me they would blame the problem on one of the older machines. Truth be told, she said, that old machine had more uptime than any of the other equipment on the floor. There were never any materials stacked in front of it waiting. The old machine was definitely not the bottleneck, it was just an excuse covering up the problem somewhere else.

“Ed, write that on the board,” said Julia.

“Write what?” said Ed. “You mean the machine. I don’t think the machine is the problem.”

“Doesn’t matter. Ralph thinks it might be the problem. We are going to look at it, so write it up on the board. Alright, who has the next idea? How do we get the red line to turn up?”

How to Confront Reality with Your Team

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Julia invited me to sit in the back of the room. I love to be a fly on the wall.

“I have had a couple of team meetings, already,” she explained, “but, for the most part, they were steeped in pretense. They weren’t very productive, but we did get all the nicey, nice stuff out of the way. Today, there will be friction.”

At 9:00am, Julia locked the door. Ralph and two others had yet to arrive, but Julia started anyway. Thirty seconds later, there was a soft tap, tap at the door. Julia motioned for Michael to attend to the late arrivals. As Ralph and one other entered the room, she directed them to chairs up front, next to her. As they were sitting, the last remaining person burst into the room, the team was now complete.

At each place, was the 3×5 card that Julia told me about. She had prepared these in her 1-1 conversations with each team member. They had each seen these cards before and now they would be the basis for a brand new conversation.

“Today, the subject is purpose. In front of you is a 3×5 card that we prepared together during this past week. These are your words describing an accomplishment on an important project.”

Julia paired them up to trade their stories of purpose past. Two minutes later, each pair was recording their work on a flip chart, one writing, one telling the story to the group.

Twenty-five minutes later, they had a written record of significant accomplishments during the past two years.

“Where do we go from here?” Julia asked.

“We just do more of the same,” Ralph chimed in.

Julia’s eyes met with each team member around the table. Without looking down, she pulled out a large chart with two lines on it. One line was moving up, colored green. One line was moving down, colored red.

Julia explained that the green line was the incoming work. It was a good thing. The red line going down was the department’s profit. That was a bad thing.

“How do we get the red line to turn up?” Julia asked the group.

All eyes turned to Ralph. “Just do more of the same?” he repeated, but this time it was a question.

“I know you can do it,” said Julia. “Since the meeting started, we have talked very seriously about how well we work. But something has changed. Something in our process is slipping, or missing, or we may be doing something wrong. Together, we need to find out what it is.” She stopped. The room was silent. For what seemed like ten minutes, she let silence do the heavy lifting. In reality, it was only twenty seconds.

“The question is still on the table,” she said. “How do we get the red line to turn up?”

How to Establish Purpose Across a Team

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Julia was working quickly, but there were times when it seemed she was going oh, so, slow.

“Sometimes, you have to go slow so you can go fast,” she explained. As a new manager, working with a veteran crew, she had some significant hurdles to overcome. And the team had some significant changes to make. Though the volume in their department was growing, their profitability was sinking to barely break-even. This whole service line was in trouble.

“We have to make some changes and we have to make them fast. But first, I have to build a platform to make those changes.” Julia was firm in her belief about the steps she was taking.

“So, tell me about the slow part?” I asked.

“Instead of arguing about the way we do things, I have to establish discussions of purpose. I started with Ralph, then two other guys who have been around a while, then the rest of the team. All the conversations were different, but they all ended up in the same place. I got every team member to talk about a significant project and why it was important. In each conversation, I wrote the essence of the story on a 3×5 index card. Tomorrow, I am going to use that as leverage.”

How to Build Team Momentum Quickly

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“Why was it so important that you moved Ralph to a conversation about purpose?” I asked. As a new manager getting pushback from a veteran crew, Julia was working quickly.

“As their manager, I have goals and objectives that I have to reach. I have purpose in my role just like they do. The sooner I can engage the team leaders in a discussion about purpose, the sooner we can find an intersection and get started to someplace new.”

Julia stopped. She knew she had made her point, but there was something else even more important.

“You know, I told you that Ralph seemed proud that the team ran off their last manager in three months? Here’s the thing. I don’t have three months to fail. I have three days to get this turned around and three weeks to show positive results.

“I can’t afford to wait and see. That is why these conversations are so important. And conversations about purpose are the quickest way I know to get there.”