Source of Laziness

“I know you can tell that I’m upset,” Justin admitted. “It’s just that I am flabbergasted with my team.”

“You are right,” I replied. “Easy to tell you’re a bit off-center. Details?”

“They think they can get together and vote on policy all by themselves. They decided on a quality standard different than what we promised the customer. They decided our quality standards are too strict.”

“And?”

“So, now, our customer is our quality control department, not a good thing,” Justin shook his head. “I think they’re just a bunch of lazy guys trying to get away with sub-standard work. It’s a lousy personality trait that has infected the whole team.”

“So, you really think it’s personality, that they all have the same personality traits?” I asked.

Justin stopped. “I knew you were going to side with the team. You’re right, it is an overgeneralization that they all have the same personality.”

“And, you think personality has the ultimate impact on the way a person behaves?”

“If I were a psychologist, I would say yes.”

“But you’re not a psychologist, you are a manager. Think. If it is not personality, what could influence an entire team of people to act the same way?”

“I guess, because they all believe the same thing is true about the work,” Justin was searching for that factor common to the team.

“What is the same about the team, is that they all work in the same environment, an environment that you created, as the manager. If you want to change behavior, change the context.”

A Goal Sits Inside

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We think success is in reaching our goals, that our goals will change us and the world around us. Deconstructing the every-year process of setting goals, we may find something more important.

What is the context in which your goals reside?

It’s not the goal that changes you, it’s the context. Context is the crucible which holds the shape of you and your success. A crucible with a defect may lead your goal astray, or allow you to accept a goal that will lead you astray. Think long about the context in which you live. Change the context, behavior follows.

For an individual, context is mindset. For an organization, context is culture.

Timespan of Intention

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It’s January, with resolutions, goal setting, annual planning.

Most of our intentions are short-sighted. We focus on the what, not the by-when. Perhaps this year we examine the timespan of our intention as closely as the intention itself?

Instead of how many pounds can I lost by the end of Feb (when most resolutions are abandoned), we might ask what lifestyle changes we can make to add ten years to our life. What is the timespan of your intention?

Sometimes, the most important impact is not a major initiative. Sometimes, the major impact is shifting a small habit that is insidiously killing you. Or a small habit shift that will pay off in spades five years from now.

Think about your habits that support your success, habits that detract. What is the timespan of your intention?

And To All

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Originally published Dec 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 and the lights went dark. He slid out the door and locked it behind.
—
We hope you all have a wonderful holiday. Management Blog will return on January 3, 2022.

Merry Christmas and Happy Holidays. -Tom Foster

Almost Time

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At some point during the next few days, life will turn from frenetic holiday chaos to moments of family, friends and reflection.

Take a deep breath and exhale completely. The stress will melt away.

It is almost time to rest and renew.

Gather those around you and wish them well. Smile at yourself for you have accomplished much this year.

It’s the Hug

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It’s not the thought that counts. It’s the hug, the squeezed hand, the warm smile, sharing a cup of coffee, dropping by, saying hello, listening.

It’s the card from a friend with a special note, calling to talk about things more important than the weather.

It’s sitting with a family member through a tough time, standing up for someone in their proudest moment.

Sometimes it’s just showing up and being fully present.

Management Work

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Ruben was stumped. “You are right. Just because we give Edmund a new title, doesn’t mean he is going to change his ways.”

“Edmund will always be Edmund, and we have to redefine his role. It’s not a matter of giving him new rules not to do this or not to do that. You have already tried that in his role as supervisor. As Lead Technician, what will be his new goals? How will you re-direct him?”

“It sounds obvious,” Ruben replied. “It starts with his job description.”

I nodded affirmative. “This is critical fundamental stuff. It’s the stuff you ignore because it sounds so simple. It’s the stuff you ignore that gets you in trouble. Stuff like goals and objectives, performance standards and holding people to account for performance.”

“I think I have a job description around here that might work,” Ruben hoped.

“Why don’t you start from scratch. As the manager, you have time span goals of approximately one year. Your annual plan has stuff in it that you are held accountable to deliver this year, and next year. If you had a supervisor, which Edmund isn’t, you would drive some of those goals down to that level, in time span appropriate chunks. For the time being, you are going to have to step into that role, review those supervisor outputs and determine the time span appropriate chunks (goals) for your new Lead Technician.”

Ruben was quiet.

“Look, do you want to lose Edmund?” I asked.

“No way,” Ruben replied. “He’s a great technician.”

“Then you have some management work to do.”

Cannot Continue This Way

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“Our system creates predictability,” Ruben explained. “It creates predictability without stress. It allows us to do our maintenance at the best times, allows us to properly inspect our raw materials, test our setups accurately. Everything runs.”

“What are you going to do with Edmund?” I asked.

“He should never have been promoted to supervisor. He is a great technician, a great operator, our go-to guy. We don’t want to lose Edmund, but he cannot continue as supervisor.”

“What are you going to do with Edmund?” I repeated.

“I am going to assign him to a new role called Lead Technician. He won’t like it, and, right now, I run the risk of losing him. The job market is too fertile, lots of other companies would like to have Edmund.”

“How are you going to keep him from screwing things up, just because he has a new title? And how are you going to keep him.”

Effectiveness

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“So, in your mind, Edmund is not a hero?” I prodded.

Ruben shook his head. “No, and what’s maddening is that Edmund, as a supervisor, keeps describing his behavior as results oriented. It’s all about the results, he says. So, maybe he delivers, but there are body bags all over the place.”

“So, notwithstanding the results, how would you describe his effectiveness, as a supervisor? Thumbs up? Or thumbs down?”

Ruben laughed. “You know, that’s it. Effectiveness. If I can judge his effectiveness, it’s thumbs down. A supervisor is not effective when he ignores the metrics, skips steps in the process, then works overtime to save the day when the system breaks down.”

Midst of Created Chaos

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“How do you involve Edmund in the decision making about solving the problem?” I asked.

“As soon as we have the project specs,” Ruben explained, “when we know the outputs and the deadlines, we call a meeting. Edmund is the supervisor, so once we get into production, he is the one to call the shots. So, he is there, at the meeting. He sees all the elements we see, he just cannot connect them together.”

“And?”

“We have developed a very thorough system that identifies the constraints and keeps them productive. The metrics are easy to follow and the system makes our throughput very predictable. But Edmund fights the system, ignores the system and almost weekly causes a production snafu that could have been prevented.”

“How does he explain the snafu?”

“Usually he manages to jump in and pull the project out of the fire, but not without some overtime and not without putting the project in jeopardy. It’s almost like he is proud of the chaos and being the hero.”