How Much Are They Paid?

“Thinking about your team, what is it that you think people really want out of their job?” I asked.

Caitland was looking for the trick in the question, but her answer jumped out, shaking her head, “It’s money. Just ask them. Especially today.”

“So, you think money is the prime motivator?” I followed.

“You mean, it’s not,” Caitland baited.

I smiled. “Have you ever heard of Encyclopedia Britannica?”

Caitland nodded. “My parents owned a set. When I was a kid, we used to copy out of it, for our homework assignments. We had a special heavy duty bookshelf. Those books weighed a lot.”

“And what happened to that company?”

“I’m not sure. When CDs came out, there was a company called Encarta. A whole encyclopedia on a CD.”

“And what happened to that company?”

Caitland stopped. “I’m guessing they are out of business, too. Now, I just use Wikipedia.”

“And how much money are the writer’s paid to work for Wikipedia?”

Caitland smiled.

Feeling Part of the Team

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“Caitland, you have been a manager for a while in this company. I know you’ve received awards, plaques and certificates for things you have done. But I only see a couple up on your wall,” I observed.

“You’re right,” she said, leaning over to open a long file drawer. “Look at these. I actually think it’s company policy to only give out awards that fit in file drawers.”

“But, aren’t you proud of the recognition?”

“You, know, it’s nice. But after a while, the plaques are all the same.”

“How so?” I asked.

“You want to know what really makes me feel a part of the team, I mean the management team. Every Wednesday, the three top executives in the company go to lunch. Two months ago, they asked me to go with them. In that lunch, they shared some exciting news about a new product launch. It made me feel an important part of what’s going on around here. I would trade all of my plaques for more of those conversations.”

Succession

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“That’s it?” Rose looked puzzled. “But, I work with a bunch of engineers. I am their manager. The engineering team looks to me for advice, guidance and direction. Given a problem, they look to me for the solution. You are suggesting that I just ask questions?”

“Rose, how did you land this job as a manager of a bunch of engineers? Was it because you are so good at solving engineering problems?” I asked.

“No, I am not even an engineer, though I think I have an aptitude for it, that’s not my area of expertise.”

“Then, how did you land this job as manager of engineering?”

Rose stopped to think. “This is the third department assigned to me in as many years. The company has a trouble spot. They make me the manager. I come in and get things organized, figure out the team, who is strong, who the ringleaders are, who needs to go. For about a year, I work with the strongest team members and pick one to take my place.”

“So what’s your plan here?” I wanted to know.

“Same thing,” Rose nodded. “Get things organized, figure out the team. Pick the strongest one to replace me. It will take about a year. I have already been told not to get too comfortable, the company is already working on my next assignment.”

Five Questions

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Stephanie got quiet. “I coach. That’s what I do. But, how do I do what I do?”

“That’s a recursive question,” I said.

“I mean, I think I coach. But, it’s intuitive. I don’t know if I know how to coach. Maybe it’s something I do, but is there a method?”

“Just ask these five questions.”

What did we expect?
What did we do well?
What went wrong?
What can we do to prevent that next time?
When will we meet again?

Moving Levels of Performance

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“I think we covered this before,” Stephanie chuckled. “I always seem to drop back to training, more training. If I see something I don’t like, the answer is more training. But training doesn’t seem to move the needle anymore.”

“Think about it this way,” I suggested, “if training is something that happens before the behavior we want, and gets the team to a minimum level of performance, then why doesn’t more training move the needle?”

Stephanie paused. “To move the needle is only going to come with practice. Training only tells the team what to do, in what sequence. Training doesn’t observe their behavior, watch their repetition, suggest small changes in method, drill them with more repetition.”

“Stop!” I said. “Listen to your description. Observe behavior, watch repetition, suggest small changes. Does that sound like training?”

Stephanie’s chuckle turned to laughter. “No. Training gets the team to a minimum level of performance. Observing behavior, watching repetition, suggesting small changes is coaching. Higher levels of performance don’t come with training. Higher levels of performance come with coaching.”

Fingers, Ten of Them

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“What gives?” I asked, one of my favorite diagnostic questions.

“I’m puzzled,” Stephanie replied. “Our training curriculum for this new process seems on par with the rest of our training, but the team just doesn’t seem to get this new routine. I know we introduced some new equipment, including robotics into the work cells, but it doesn’t look that different from other things we are doing.”

“It may look the same to you, but it’s different to them,” I prodded.

“But, we trained them on the new work methods. I just don’t get it.”

“So, do you think they need more training?” I floated.

“I hope not. We have already lost enough productivity with the training they already have. Besides, the training is just the basic stuff. You know, power on, power off, lock-out, tag-out,” she explained.

“Okay, so the team is not going to cut off their fingers. So, what’s your beef?”

“Throughput. Units through the work cell is way down. They were going faster when they were doing things manually,” Stephanie shook her head.

“So, you discovered something about training?” I smiled. “Training only gets the team to minimum performance. What gets the team to maximum performance? You know, besides keeping all their fingers and toes?”

Give Thanks

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We gathered around the table. In a brief moment, the conversations stopped. Glances exchanged over the food prepared. And we gave thanks.

This Thanksgiving also marks 19 years of Management Blog. We will return next Monday following the holiday.

Consequence

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Victoria was stumped. She had always thought the only way to motivate people was to create a bonus or incentive program.

“So, if a bonus is off the table,” I started, “what could you create as a positive consequence?”

“I suppose, if I am around and notice something good, I could give them an attaboy,” she floated.

“And if you are not around?”

“That’s the problem, when I’m not around, things grind to a halt.”

“Have you ever heard, What gets measured, gets done?” I asked. “Why do you think that happens?”

“I don’t know. I suppose it’s because people think they are being watched even when they aren’t being watched.”

“Don’t be naive. People know exactly when they are being observed and when they’re not. Here’s why What gets measured gets done. Knowing that something was done correctly, one unit completed to the quality standard creates a positive consequence. But only if it was measured. If no one notices, then there is no positive consequence. If it gets measured, there is a positive consequence.”

“So, then I would still have to be there to count all the completed units?” Victoria resisted.

“No, they’re adults. They can count their own completed units, and post the number on the white board by their work station.”

“What white board?” Victoria asked.

“The one you are going to purchase and put up tomorrow.”

Ply Them With Money

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“Maybe, I will have to give them some more training. That might perk them up,” Victoria replied. “The J-curve says that productivity on anything new will decline before it gets better, but more training might be the ticket.”

“And what else?” I prodded. Victoria was getting push back as her team took on more responsibilities.

“I guess I could talk to them, as a group, let them know how much I was counting on them,” she added.

“Those are both things that you could do, probably won’t hurt, but probably won’t have the impact you are interested in,” I explained. Victoria’s face twitched. She was looking for more approval than I was giving.

“Both things you suggest,” I continued, “occur before you get the behavior you want. Most managers go there. It’s not that it’s bad, just not very powerful. The power is not in what you set up before the behavior, but what you set up after the behavior. Consequences. And the most powerful consequence is a positive consequence.”

“You mean like a bonus?” Victoria guessed.

“A bonus is a reward, not a consequence. An immediate positive consequence is more powerful than a reward. Rewards are always delayed, can get taken away, the qualifications may change. Immediate reinforcement is more powerful than an uncertain reward.”

“I don’t know. If I can’t ply them with money, what can I do?” Victoria cringed.

Le Resistance

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Victoria looked a little down. “Why the long face?” I asked.

“Ugh,” she replied. “I think I just entered the J-curve. We had to let two more people go last week, I had to reassign some of their work to other people. Empowerment, you know the drill. It’s tough getting people to do new kinds of work. Their new responsibilities are suffering, big time.”

“What do you think is the problem?”

“The new things they have to do aren’t that difficult, but I am getting resistance. And some of the new decisions they have to make, well, maybe, with a little experience they will do better.”

“Describe the resistance,” I shifted.

“It’s not really resistance. They don’t say anything. But I can tell. It’s like a blank look. A nod that says yes, but a feeling that says no.”

“What do you think you are going to do, to get a different result?” I pressed.

“I am going to give it more time. Maybe things will improve.” Victoria was an optimist.

“And, what if they don’t improve? First, how will you know whether they are improving? And what if they don’t improve? What will you do differently?”