Tag Archives: leadership

Identify Management Potential

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Succession is not just when the CEO decides to retire to Florida. Succession happens all the time, all over the organization. Technicians become team leaders, team leaders become supervisors, supervisors become managers and managers become executive managers.

And, we are all getting older. How old will you be in five years? It’s a simple math problem, but the answer can be surprising.

We look for those team members who have matured and are ready to step up. Or do we? Most times, we wait until there is an open position and we scramble.

Often, we put together a leadership program to teach identified management skills. Should it be a matter of teaching management skills, or rather, putting people in position to identify their management potential.

I did not say give them a promotion, a raise or the corner office, because if you did that, and they failed, you would have a chocolate mess on your hands. You test people with project work.

Not in the Job Description

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Across the lobby, I spotted Kim. Out of seven supervisors, she had just been promoted to manager. She had a good team, positive vibes, but I could see Kim was a bit nervous in her new role.

“How’s it going?” I asked.

“Pretty good, so far,” Kim replied. “I think I can handle all the stuff I am supposed to do. It’s that other stuff, I am worried about.”

“What other stuff?”

“Team stuff, morale, the stuff not in my new job description. You talk about bringing value to my team. I want to do that, but I am not sure what it means.”

“It’s not that difficult,” I replied. “Just think back, when you were a supervisor. What did your manager do that really helped you, I mean, really helped you become the manager you are today? Was it barking orders at you? Bossing you around? Yelling at you when you screwed up? Solving problems for you?”

“No,” Kim replied. “It was none of those things.”

“So, think about it. What were the specific things your manager did that brought value to your problem solving and decision making?”

What Are You Working On?

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“What are you working on?” I asked.

“Just trying to finish this project,” Andrew explained.

“What’s the hold-up?”

“Things always move slower than I want. You know, getting my team to push things along.”

“And, when things don’t move fast enough, how does that make you feel?” I pressed.

Andrew smirked. “A little annoyed, impatient, anxious.”

“Anxious, about what? It’s just a project.”

Andrew nodded. “Yes, it’s just a project. But, it’s my project. I know I have to work through my team to get it done, but ultimately, it’s up to me.”

“So, it’s not just a project? It’s about you?”

“Yep, on the face of it, the project has a spec, it has a budget, it has a deadline. But the project is also a test about me. Can I organize it? Can I gain the willing cooperation of the team? Can I put a sequence together to keep us on track? If we get off track, how quickly do I see it? Will I know what to correct? Can I keep the team pulling in the same direction? It’s more than just a project. It’s more than just the team. Do I have what it takes to be effective?”

Process and People

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“I feel a bit overwhelmed,” admitted Melissa. “There are so many things that can go wrong on this project, and I’m just not sure if I can manage it all.”

“You are right,” I replied. “You cannot manage every detail. Success consists of the execution of a hundred things, most of which cannot be managed.”

“Then how?”

“Most things we accomplish as managers consist of process and systems with elements that can be measured and managed. But that is only part of the story. Success also requires elements like focused attention, cooperation with team members and commitment to the result. Those are elements, difficult to measure, but more importantly, almost impossible to manage. You cannot manage focus, cooperation and commitment. This is the people side of management, and people don’t want to be managed.”

Melissa was silent, thinking. “The people side is more difficult than the process side, and maybe more important. I think I would take a mediocre process with some fired up people, over a spectacular process with a poor attitude.”

Trouble in River City

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In the midst of Covid 19, we had an earthquake (5.7) yesterday here in Salt Lake City. As we look forward, evidence of economic contraction is appearing, for some, aggressively attacking. This is not a time for panic, but a time for rethinking.

Lee Thayer, (Leadership 2004), speaks about necessity and its importance in the workplace. The entrepreneur, who starts a business, only puts in place that which is necessary. Only necessary equipment is purchased. Only necessary people are hired.

As time advances, and the business becomes more complex, necessity becomes more complex. And management decisions are made to bring on more infrastructure to support that complexity. Sometimes those decisions are accurate; sometimes those decisions miss the mark.

During this rethink time, look around. Re-think your work-flow. Re-think your personnel structure. Carefully examine what your customer wants, to make sure what you deliver is necessary.

Some of you are already hurting, do not give up hope, rethink. Some of you are thriving, don’t think you have dodged a bullet.

Unconscious Skip

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The problems you have with other people will largely depend on how you think about other people. If you think about people as obstacles, you will have obstacle problems. Solving an obstacle problem gives you a way-different result than solving a people problem.

It is an unconscious skip from people-as-people to people-as-obstacles. You end up there so quickly, you are unaware of the skip.

Becoming genuinely interested in other people requires conscious thought, effort. It is a subtle shift that does not happen by itself.

A Subtle Shift

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Who you are is largely shaped about the way you think. If you need to make a small shift in who you are, you have to make a small shift in the way you think.

In a leadership role, your effectiveness will largely be determined by the way you think about people. If you think about people as obstacles –

  • The guy who cut you off in traffic
  • The person with three kids whose shopping cart is blocking the aisle
  • The co-worker in the next cubicle who you have to go around to get to the coffee machine

Your behavior will follow.

It’s a subtle shift to think about people as people (and much more difficult than people as obstacles). Your team members are not direct reports, you are not a manager so people can report to you. Your effectiveness will only be as large as the people you personally invest in.

Who Did You Walk By Today?

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Most managers are unaware of the fishbowl in which they live. Years ago, I received some sage advice from one of my scoutmasters as a young patrol leader. “When you look at your own behavior in front of the other scouts, remember, you can’t go take a pee without everyone knowing about it.”

Every move a manager makes is amplified and remembered. If a manager arrives at work and walks past the receptionist without saying, “Good morning,” well, then, the business MUST be going down the tubes.

Jules Pfeiffer, a famous cartoonist, used to have a series, based on his play, Little Murders in which he depicted the little murders we each commit every day. Little Murders we commit, often without intention or even awareness. We may not be aware, but it is still a Little Murder.

Who did you walk by today, without stopping, without a cheery remark, without a smile? How many Little Murders did you commit today? Remember, amplification works in the other direction, too. A few moments, a kind word, a warm handshake, a listening nod may make all the difference in a team member’s day.

Instinctual Action, Rhythmic Reflection

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Peter Schutz was clear about context and leadership. There was a time to floor-plan the responsibilities in the pit at Le Mans, and a time for the crew to execute in the moment. Effectiveness is determined by the deployment of appropriate leadership skills based on context. It is context that determines which must happen.

Leadership is not a simple checklist, or even a complex checklist where boxes are ticked off on completion. It is context that drives what has to happen.

And do not mistake this context for stimulus response, requiring high levels of improvisation. Context can be understood in discrete levels of time(span). There are, indeed, circumstances that require immediate, instinctual action, balanced against long-term trends that require rhythmic contemplation and reflection. Effective leaders must have a sense for both.

Flawless Execution

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This continues a dinner conversation I had with Peter Schutz several years ago.

“How is it possible, as a manager, to operate like a dictator,” he asked. “The crew in the pit, in the midst of a race at Le Mans, could operate like a dictatorship, heated in the moment, because they had spent months planning democratically.”

“Execute like a dictatorship, plan like a democracy,” he continued. “The problem in business, is that most managers get this exactly backward.”

“To execute flawlessly (like a dictator) requires a planning process to support it. And this planning process must be created under a very different form of government, a democracy.” Peter acknowledged democracy is slow, requires participation, accommodation, discussion with divergent points of view, but it is absolutely necessary.

If you get this reversed and plan like a dictator, you will experience execution like a democracy, with much discussion (grumbling), divergent points of view and resistance.