Tag Archives: teams

The Realization of a Manager

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“But, what if one of my team members doesn’t show up?” Sheri defended. “How can I be held accountable for that?”

“You are not accountable for the team member not showing up,” I replied. “But you are accountable for the output of the team who is now short one team member. I hold you accountable for having back up, cross trained team members to pick up the slack. I hold you accountable for knowing your team well enough to anticipate who is not going to show up, and having an alternate plan in that event.”

Sheri was quiet. While she was backpedaling, she knew she was still on the hook.

“Being accountable for the output of the team changes everything,” I continued. “Once you realize that accountability, your behavior changes.

  • You have to know your team members
  • You have to provide clear expectations within the team’s capability to deliver
  • You have to prepare your team to handle the inevitable problems that will come up
  • Your team has to practice to become fluent in handling those problems
  • You have to provide context for the work that your team will be a part of
  • You have to inspect the output to make sure it meets quality standards within time limits

This is all about people, this is all about your team. And, as the manager, you are accountable for their output.”
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Is This the Team You Built? (It is.)

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“But, I deserve better,” Sheri protested. “I work so hard, as a manager, I deserve higher performance from my team.”

“You probably do deserve better,” I replied. “Where does that higher performance start? Does it start with you?”

“What do you mean?” Sheri pushed back.

“Your team sounds just like you do. They work so hard, for mediocre results. They deserve better for their efforts.”

Sheri got quiet.

“If I want to know the kind of organization I deserve, I should look at the one I have. Some of this team, I inherited, some of this team I built. But, it’s my team. It’s the team I deserve.”
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Power of Peers

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Phillip’s team looked at each other, across the table, and for the first time saw something different. No more were they simply co-workers, but now interdependent members of a group whose success depended on those connections.

“No one succeeds by themselves,” I said. “At least for anything of significance. Sure you can think you are the Lone Ranger and prance around like you are someone important, but to achieve anything of real significance, you need a team. Each of you will, at some point, stumble, make a mistake, misjudge a situation. Each of you will, at some point, become discouraged, or become a Prima Dona, full of yourself.

“And when that happens, you will not recognize it in yourself, soon enough. You need each other to tell you those things, to make each of you better. Without each other, you will end up in ditch somewhere and no one will notice.”

Why Do You Need a Team?

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Phillip’s team looked at each other, across the table, and for the first time saw something different. No more were they simply co-workers, but now interdependent members of a group whose success depended on those connections.

We were talking about changing habits.

“No one succeeds by themselves,” I said. “At least for anything of significance. Sure you can think you are the Lone Ranger and prance around like you are someone important, but to achieve anything of real significance, you need a team. Each of you will, at some point, stumble, make a mistake, misjudge a situation. Each of you will, at some point, become discouraged, or become a Prima Dona, full of yourself.

“And when that happens, you will not recognize it in yourself soon enough. You need each other to tell you those things, to make each of you better. Without each other, you will end up in ditch somewhere and no one will notice.”

Group Accountability?

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“At first, this group dynamics stuff looked interesting, you know, everyone together under a team incentive bonus. It sounded exciting in the seminar, but in real life, this is painful,” Naomi explained. “The worst part, is we’re not getting any work done.”

“So, who is accountable?” I asked.

“I think everyone has to take a small part of the responsibility for the team not cooperating,” Naomi replied.

“No, I don’t mean who is responsible for the mess. I mean, who is accountable for the goal?” I insisted.

“The goal? We’re not even talking about the goal. We are just talking about cooperating better together, as a team.”

“Perhaps, that’s the problem,” I suggested. “You are spending so much time trying to cooperate as a group, that you forgot, we are trying to get some work done around here.

“Is it possible,” I continued, “that you have been misdirected to think more about shared fate and group dynamics than you have about your team. A team is not a group. A group may be bound together by shared fate, but a team is bound together by a goal. Stop thinking about group dynamics and start thinking about the goal. That’s why we are here in the first place.”

Pace and Quality Output of the Team

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From the Ask Tom mailbag –

This is Part 2 of 5 in a series. This post is in response to a question by Herb Koplowitz, contributing editor to Global Organization Design Society. It is based on a discussion about Collins’ organizational model.

  • Level 5 – Level 5 Executive
  • Level 4 – Effective Leader
  • Level 3 – Competent Manager
  • Level 2 – Contributing Team Member
  • Level 1 – Highly Capable Individual

Question:
I didn’t read Collins’ levels as layers, but as personality fit to being a good manager. (He actually describes behaviors and then ascribes them to the manager as though ones manager has nothing to do with ones behavior.) Please explain how you see Collins’ levels as relating to Jaques’ strata. What is Stratum I about being a capable individual, what is Stratum II about being a contributing team member?

Response:
Yesterday, we looked at Collins’ Level 1. Today, Level 2.

Level 2 – Collins – Contributing Team Member. The central decisions in Stratum II roles (Requisite Organization), are also about pace and quality. But no longer, necessarily about my pace and my quality (individual output), but the output of the team. Calibrating Stratum II roles, I typically see job titles like supervisor, coordinator, project manager. This enlarged role requires a higher level of capability in solving problems and making decisions. It is the first layer in the organization where I hold the supervisor (coordinator, project manager) accountable for the output of the team. These roles require cumulative processing, adding many elements together in a coordinated recipe, with longest Time Span task assignments landing between 3-12 months.

Tomorrow, we will look at the decisions associated with Stratum III.