“What’s new?” I asked.
“Just waiting for my ship to come in,” explained Raphael.
“How long have you been waiting?”
“How do you know your ship will, indeed, come in?”
Raphael looked puzzled.
“Did you send any out?” I asked.
“What do you mean?” Raphael replied.
“For your ship to come in, first, you have to send some out.”
From the Ask Tom mailbag –
When you described culture as a Key Result Area, you said the manager should be an effective model for behaviors that support the company’s culture. I am looking at our company’s mission, vision, values and it’s not really clear what those behaviors are.
The reason it’s not clear is that most mission, vision, values placards are not user friendly. There is no clarity because the company (the CEO, executive managers, managers and supervisors) have not made it clear. If you want clear behaviors, you have to define them.
For example, if teamwork is an agreed-upon value. “Our company values teamwork in its approach to problem solving and decision making.” What are the behaviors connected with teamwork? Spell it out.
Our company values teamwork in its approach to problem solving and decision making. Given a problem to solve, each team member, using their full commitment and capability is required to give their supervisor or manager “best advice.” Given a problem to solve, each manager or supervisor is required to collect facts about the problem by listening to “best advice” from their team. Only after thorough discussion and consideration of the data, contributing factors, circumstances and alternatives, will the manager or supervisor make the decision about the course of action to solve the problem. Our company acknowledges that this may be cumbersome and slow down the problem solving process AND it acknowledges that this process will be a learning tool for each team member in problem solving. In the short term, this process may slow things down AND in the long run, this process will prepare each team member to solve more complicated problems. This is not a suggestion, this is a requirement. -Tom
You may recognize “best advice” from Nick Forrest in How Dare You Manage?
“Whew,” Marcy plopped into the chair behind her desk. “What a day?”
“How so?” I wanted to know.
“Lots of things going on. Good things. Everybody was busy. Lots of work on our plate,” she explained.
“Good busy, or bad busy?” I asked.
“It’s always good to have work to do,” Marcy replied.
“How do you know?” I prompted. “The just dessert for hard work is more hard work. How do you know that the increase in activity is good, or not?”
Marcy was just trying to follow the discussion.
“Look,” I said. “Most people allow the events of the day to happen to them. They judge their lives by what happens to them. To be an effective leader, you have to judge whether those events move you toward your purpose or away from your purpose. Good busy or bad busy has to do with purpose. And without a purpose, without an objective, you will have no way to judge.”