What’s Stopping Us Now?

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Ask these two questions.

1. Where do we want to go?
2. What’s stopping us?

That second step is very interesting. What is stopping us? When you examine the list of what is stopping us, you discover it to be a list of beliefs. They sound like reasons, sometimes excuses, but on closer examination, beliefs.

  • We don’t have enough time.
  • The person doesn’t have the right skill.
  • We don’t trust the person to do it.

Are these reasons, excuses or beliefs? As the list grows longer, it reveals the truth. Most reasons why we don’t take action has to do with the beliefs we hold as managers. To really make headway, we have to look at our beliefs, understand that the reason is ONLY a belief, and that the belief can be changed.

We don’t have time. (You haven’t made this a priority.)
The person doesn’t have the right skill. (They will learn the skill through this delegation.)
We don’t trust the person to do it. (You haven’t set up a feedback system to monitor positive progress.)

It is just a belief. Change it. -TF

No Drill Sergeants in the Jungle

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Drill sergeants yell and scream and get results. Why can’t a manager?

Most of us have either worked underneath or know a manager who behaves like a drill sergeant. The descriptions come easy. He runs a tight ship. He manages like his haircut.

But, it occurred to me, there are no drill sergeants in the jungle. Let’s say a squad is on patrol in hostile territory and one team member falls behind, cannot keep the pace. There is no drill sergeant around to demand 50 pushups. There is no yelling in the jungle. Communication may be whispered or signaled, but there is no “I can’t hear yooouuu!”

Drill sergeants work in an artificial environment called training. Their purpose is to instill discipline to exact trained behaviors. Managers work in the jungle. It’s real in the jungle. Production is real. Quality is real. Customer satisfaction is real.

As a manager, the next time you have an urge to yell like a drill sergeant, you might find a whisper more effective. -TF

Game Breaker Machine

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It had taken six months to make the decision to spend $65,000 on a new machine. It was replacing another older machine that was finally being retired. There had been a committee conducting research on the new on-board technology. Access all the excitement effortlessly with www.UFABET.com ลิ้งเข้าระบบ24 เข้าอย่างง่ายๆ. Another team of two had been shopping between leasing arrangements and term equipment loans. The transition team was hard at work to determine how work-in-process would be diverted during the installation and burn-in period. The training department was coordinating a technician training program with the manufacturer. This equipment purchase was going to be a real game breaker.

What I was most interested in was the last Project Manager that had been hired into the company. The salary was about the same, $65,000. Three people had been involved in the interview process, but when I looked at the documentation from those interviews, it was mostly subjective statements:

I think he has a good personality and will fit in well with our culture.
In the next five years, he wants to excel in project management. That’s what we need him for.
Demonstrated a great attitude the during the interview.

The job description was a photocopy of a similar position with some notes scratched on the bottom. The training program consisted of shadowing another project manager for two days. So there is no wonder that the new Project Manager was not going to be a real game breaker.

Perhaps we should create a process that takes recruiting as serious as buying a piece of equipment. We would do well to treat our people as well as we do our machines. -TF

Take That Beer Keg Somewhere Else

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I suggest two hours of uninterrupted time, each day. The pushback from the class is strong.
The discussion is about time management. I am encouraging the use of uninterrupted time.

I start by suggesting one hour of uninterrupted time per week. The group softens up. I suggest two hours uninterrupted time per week. The class is still with me, but there are raised eyebrows. I know the next suggestion of uninterrupted time each and every day will be hard to swallow. I say it anyway. I can tell Juan, sitting in the back of the class, thinks I am nuts, totally out of touch with reality.

“How many of you, in school, had a final exam to take, you remember, report to the cafeteria at 7:00am with two number 2 sharpened pencils?” Everyone raises their hand. “How many of you began studying for this exam the Monday before?” There are snickers in the classroom. I smile, because I know that nobody studied for that exam until about 8:00pm Thursday, the night before.

But then, that very night, you engaged in tactics you can employ today to get uninterrupted time at work. You unplugged the phone, turned off the tv, closed your door, went to the library, communicated with those around you to take the beer keg down to the other end of the hallway, because you had to study.

At work, you can close your door, put your phone on DND, communicate with those around you that you are in a meeting (with yourself), reposition to another office (where no one would think to look). What kind of impact could you have on your Key Result Areas if you could get just one hour of uninterrupted time every week? Two hours? Two hours a day? -TF

Into the Abyss

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They just could not see it. Plain as day to Michelle, the team was having difficulty. She had pointed to the mountain top, but the team was having trouble seeing through the clouds. Hell, they weren’t even looking up. They were looking straight down at the cliff before their feet, straight down into certain failure.

“No, no!!! Look up. Don’t you see it?” cried Michelle.

“No, Michelle, look down. You want us to step off this cliff into the dark abyss. Other Managers have tried this on us before and it always turned out bad. Go ahead, look up at the mountain, but the reality is much worse down here, before we even get to the foothills of that mountain you are looking at.”

Of course, the top of the mountain looks great to the Manager. The Manager can see past all the near term trouble it will take to get there. The Manager can see the long term reward in climbing to the top. The team, however, has a shorter time horizon. They cannot see that far into the future, all they see is that near term trouble. They know they will fail and get blamed for the failure.

That’s why we have to front load rewards on long term projects. Sometimes, those front load incentives seem out of whack with the minimal progress in the first few moments, but it may take that, to gain compliance from the team. They have to suffer through operational changes, learning new skills, short term failure. It stinks. So, front load the incentives to get through it. They will eventually get to the top and understand the longer term reward.

Then, you can point to the next mountain. -TF

End of the World

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It seemed like the end of the world to Raymond’s team. The beta tests were clean, but this was the first customer run with the prototype. As hard as the team had pushed, this project was still going south. As bad as the product was being punished, the thing suffering the most was team morale.

Raymond’s company was not in a mission critical industry. When his product broke, no one died. It was certainly inconvenient, but not the end of the world. It just seemed like it. Looking around the room, he could see the dejection on everyone’s face. They had worked hard, but this project wasn’t budging.

“What is the worst thing that could happen?” he asked. There was silence forever, but forever only lasted thirty seconds.

“Our reputation will be ruined. – The customers will sue us. – We will have to lay off people in our department. – It will probably bankrupt the company. – And our families, too.”

“Okay,” Raymond replied, “anyone else?” Gazing around the table, it was a sad lot. “Look, we have a long history with the two customers who have this product. They know this is the first round out of beta-testing. They have not staked the future of their company on this project. They are not going to sue us. The worst that could happen is that we would have to refund all the money, including the deposits and extend a sincere apology. That’s it. Refunding the money will not bankrupt the company and no one is going to lose their job. Okay? Now, if that is the worst that can happen, how can we improve on that position?”

The purpose of the speech was not to solve the problem, that would come later. The purpose was to move the morale of a beaten team to a position where they could dig in and move forward. When things look grim, determine the worst thing that could happen and improve on that position. -TF

The Name on the Locker

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“They get their name on their locker.”

I was working with a team of branch managers and I had posed the question, “What’s the difference between the home team and the visiting team?” We were discussing impact on performance. Why do teams statistically perform better at home than on the road? Why do teams covet Home Field Advantage in the playoffs?

For Managers looking for superior performance, this is more than an analogy. And someone said, “They get their name on their locker.”

When the visiting team arrives in their locker room, it is adequate for storing equipment and changing into uniforms, but it is anonymous. There are no names on the lockers, no posters on the wall. When the visiting team member opens that locker, it is empty.

What kind of locker room does your team have? In some cases, it is a truck or a cubicle farm. Do your team members have their name on their locker? When you open their locker, is it empty? This is no small thing for a Manager looking for superior performance. -TF

Drama of Ideas

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The scissors and glue were stacked on top of the poster board, the furtive glances around the table showed an attitude of disbelief. Sitting in coats and ties, proper business attire, the assignment seemed curiously odd.

“Working in teams of three, you have two months to prepare a visual display and make a five minute presentation of what this company will look like in the marketplace five years from now. You are encouraged to lift articles from magazines, the internet, draw diagrams, take pictures, and create graphs. Those who use music in their presentation will be eligible for extra credit.”

During the past two annual planning meetings, we had struggled to extend our discussions beyond a 12 month time frame. There had always been lip service to the future, but no grit to the conversation.

Two months later, three stand-up poster board presentations were made that explored the probabilities of the industry, trends occurring with competitors and the influence of world economies. This was just the start of the dialogue, but we had managed over the hump of time travel and truly made it into the future. The leverage point was dramatizing the ideas.

Does your team get stuck in their own logic, unable to break out? Dramatize your ideas. It may be the turning point. -TF

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Next Agenda

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Curtis looks over my shoulder, glancing at my notes. “Can I get a copy of that, when the meeting breaks up?” I worked my way through college selling copies of my lecture notes to other classmates. In most meetings today, I could make beer money doing the same thing.

My notes are not to help remember what happened today, but notes to help create the future. My notes are my Next Agenda.

As the discussion unfurls, decisions occur and assignments are made. My Next Agenda records the assignment and the person responsible. I use my Next Agenda as a real-time delegation tool. Here is the leverage point. The most important decision on my Next Agenda is NOT “how” the assignment will be completed, but “who” is going to complete the assignment.

Managers continually get wrapped around the axle trying to figure out “how” to get things done. The most important role of the Manager is to decide “who.” Take a look at the notes from your last meeting. Do they meet the Next Agenda “who” criteria? -TF

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Sharon’s Funk

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Sharon was finally proud of somebody else. It had taken three years since her promotion to let go. Tonight, her lead technician walked across the stage to accept the honor that Sharon had coveted for so long, and it was okay.

The VIP Project had been awarded to Sharon’s department two and a half years ago. Everyone realized this would be a landmark project for company. But there were problems.

Six months in, the difficulties began to bottleneck, the discrepancy reports began to pile up on Sharon’s desk. Working twelve hour days, she could not solve all the problems that rose to the surface. With timeline charts turning from green to red, Sharon was called on the carpet at more than one project-oversight meeting.

It was late on a Friday, somewhat depressed, Sharon came to a realization that changed everything. She had placed herself as the pivot point in the project. She had wanted hands-on control of every aspect, all spokes led to her. Nothing occurred without her approval and involvement. Why?

Sharon wanted the credit. Sharon wanted to walk across the stage. Sharon wanted to be the hero. Sharon was the problem. It was only when she thought about spreading responsibilities to her team that she emerged from her funk. It was only when she imagined that one of her team would walk across the stage instead of her that she became truly effective as a manager.

Tonight was the night. -TF

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