Management 11

A very special person is lining up his first management assignment. 

He's been poking at the idea for some time, even tried for an opening in his organization a while ago. Another opportunity has now come along and we've been talking about it: what the current situation is, is he interested, is he ready, what are the implications, etc., etc.

These conversations are wonderful for me because I love sharing what I've learned and the results. I'm a strong believer in the pilot's adage: Learn from the mistakes of others, because you won't live long enough to make them all yourself.

So after an ask for help from him to prepare for this new opening, I've been thinking about how best to be helpful. How do I usefully condense 20+ years of management learning and experience? It suddenly occurred to me that I had posted thoughts on management before, and they might be useful. So the list below is an index of management topics from which anyone can pick and choose items of interest.

Management

• Management 1: The prospective manager dilemma
• Management 2: Precision of terms
• Management 3: My manager is a bozo
• Management 4: Some definitions, to have the correct discussion
• Management 5: My manager is my best customer?
• Management 6: Managing my manager!?
• Management 7: Jobs vs. Roles
• Management 8: Fun with role play
• Management 9: Management training?
• Management 10: Coaching and mentoring and asking for help

And just in case you thought you would see more on "leadership" in these, there are lots of posts on Leadership starting with:

• Leadership 1: Leadership can come from anywhere

through to 

• Leadership 13: Smart leadership

(If you want to scan through all the Leadership posts, just look in the Archive list (middle right), select an arrowhead beside a date to find the desired topic. (Google organizes by date instead of topic.))

Now the fun begins! What does he find most interesting? What did I leave out? Do these posts help him get results?
Stand by!

Team Tips - 3 {Who gets to play?}

The next challenge for teams I have chosen is from Ben N.:

New member ?

“How to select members for a great team?”

The smartest way we have seen people get selected for a team is to have all potential team members attend the team building workshop: Simple Rules and Tools for Great Teams. This session is also known as BootCamp by the originators of the event, Jim and Michele McCarthy, and is based on their book Software for Your Head.

By inviting potential team members to participate in this workshop the boss* is setting some initial conditions which help define the basis for the team. (* see Team Tips - 1)

1. The workshop is NOT mandatory. Accordingly, the people who attend are only those who want to be there; hence, want to be part of the team
2. By participating in the session attendees are immersed in the Core Protocols – the Simple Rules and Tools. This helps everyone involved get to experience and practice these foundational behaviours for great teamwork, and some will invest energy in this learning and thrive in it, and some may choose not to
3. During the session, the team members develop a Shared Vision for that team. If someone doesn't wish to share that vision they are free to follow their own dream and so move out of the original team
4. The team members that find that the Core Protocols as used by the team deliver on the promise of high band-with communication, fast decision making, the development of trust, a focus on results of high quality, etc. become their own self organized team. Any attendees who don't are again free to not participate, possibly forming their own team working in other ways

The boss gets the result: a self organized team, following Simple Rules and Tools that are repeatable in any situation, scaleable for any size of group, reliably working to produce the best results on time every time. Any attendee who chooses not to be part of this, effectively self-selects themselves off the team.

Our experience with this approach is that:

   a) bosses have used the session to “do the hiring”. That is the immersion becomes the hiring process, and the check for personality chemistry, and the probation period, and any other scrutiny one wishes for in a hiring process. (And the cost of a “normal” personnel search, interview and hire, and possible failure after three months of probation more than pays for the session.)

   b) or alternatively, they have seen after the session who should be, or remain, “on the bus” [Good to Great, Harper Collins, Jim Collins] and can identify those who don't wish to work on the team using the Core Protocols. (Again this saves considerable energy and cost dealing with employees who have turned out not to be a good fit.)

Team

The quick answer then is: Have the team select their own members.

If the team already exists, then they are the best people to determine who will fit well on that team, who can aspire to the team's shared vision, will use the team's commitments to responsible behaviour, and follow the team's protocols for information sharing, decision making, self improvement, development of great products or services, etc.

And just as the great teams work with a bias toward action instead of discussion, and incrementally building prototypes, and perfecting them, they can do the same thing in confirming new members. That is, work with them over a probationary period for everyone to confirm that the newly expanded team is functioning as well or better, and similarly the team is a good fit for the new member.

Great teams learn to let ideas go, and similarly can accept that their world isn't perfect for everyone. Sometimes the shiniest, prettiest, smartest new hire just shouldn't be on this team. The Core Protocols provide the tools to deal with that.

Again, the underlying premise in all these answers is that the team is using the Simple Rules – the Core Commitments in the Core Protocols – and the Tools – the Protocols themselves for their day to day operation. This is simply the smartest approach for any team that we have found.

So here is the “catch”. If what I am suggesting doesn't seem workable in your situation, then you need to use the Simple Rules and Tools for Great Teams (or something better).

To add your questions to the list add a comment below or tweet me @ReevesResults.

Management 8

Q: So how are we going to ask my manager what he means when he asks me to “lead the group”?

A: Why don't we do a little role play?

Q: Jeez, here you go again with the roles thing. Is this going to hurt?

A: Only if you don't want to play your Manager.

Q: Do I get his salary too?
But really, how do I know what he's thinking? Not knowing that is what got us here.

A: Sure; but we can try some different possibilities and see how things work out. You be him, and I'll be you. Here we go:
Hey, thanks for asking me to “lead the group”! I'm always up for a new challenge and appreciate your faith in me.

Q: Whoa! That's already too much sucking up – let's get serious. I would never say that!

A: Hmmm; too bad. If you don't show some sort of appreciation then you shouldn't expect to be asked again. And if you really don't want the challenge then you should say so right away.
Anyway, my next question (as you) to you (as your manager) is:
What exactly would you like me to do to lead the group?

Q: But this is the problem with this playing roles thing: I don't know what he – er, me – wants.

A: You are having a bad day, aren't you. Will you imagine what he might say? There's lots of choices – just start with one.

Q: OK.
I want you to take charge of the group to get this project completed on time. And under budget. And make me look good, too.

A: Good one! Now you're in the spirit of this. And then I say:
Completed on time, under budget – anything else?

Q: Er... not right now. I'll probably dream up some other stuff in a while.

A: OK. Is this a formal appointment, that is a change in job?

Q: Uh... No, I'd like you to try it out, see how you do, see if you've got the right stuff, show us what you've got, carry the ball down the field and make the big slapshot, go for gold!

A: (Easy tiger, don't get crazy on me.)
Alright. What are my boundaries? For example, am I supervising the work, or managing the group?

Q: How about you manage the group?

A: Got it; that means to me that I will be doing your functions of

• planning
• organizing
• staffing
• directing, and
• controlling

for the people in my workgroup. Do you agree on that?

Q: (Ooooh. You just pulled the Manager's essentials out – cute. Now I see why those are good to know. So how do I play that shot?)

A: (Great observation – that is why they are good to know! And for your reply, imagine what your manager would say)

Q: Ah, well... er... not staffing. You can't hire or fire people because we're just trying this out.

A: OK. So if the project needs more people to be done on time, I need to come to you for your help on that?

Q: Uh... sure (I think) (This making manager's decisions is getting tricky – what if I mess up?)

A: (Yeah, interesting isn't it? If it makes you feel better it's OK to be wrong. Your boss will usually be happy if you at least get things right more often than you are wrong. Actually, the most important question is what you do when you are wrong.
For our role play you can be as right or as wrong as you like. We can always rewind and try again.)

Q: (Good! This is kinda neat being able to see things from the other side. I guess all that management office politics I complained about before was out of line.
Let's keep going.)

A: So far I understand you want me to manage the group but without authority for staffing. That means I am accountable for planning, organizing, directing, and controlling – right?

Q: Sounds fine.

A: OK. Then I can re-plan the project? Re-organize people's assignments? Direct their daily work tasks? Measure their results to control their productivity and quality?

Q: Uncle! Stop. Can I be someone else now? I don't know how to answer all those questions. How does my manager know?

A: Fine – we can stop. I think you got a sense of how this might play out.
The key is knowing the definitions – the essential elements – of the manager's job and recognizing that words like “leading”, “supervising”, “directing” need explanation.
The best thing one can do is ask: “What exactly do you mean when you say...”, and to not make assumptions. That's why we have spent so much time on the words and the details – there's just too much at stake for confusion.

Q: Yeah, and you really nailed me with your questions. I was feeling really pinned down.

A: Exactly. When you have thought about the essentials, and you have a list handy, then you are better able to ask the strong questions that clarify the requirements and the boundaries.
It's often most helpful to ask what is not included – what are the exceptions. For example, the staffing element in our role play.

Q: OK. I know you are a big fan of Ask for Help, and I can see why. And why you like to be clear on the words used.
But you didn't answer the question about how does a manager get to know this stuff?

A: Right. :)

Management 7

Q: So we were talking about things that were part of job descriptions – the essentials – and then you added this “roles” thing. Why do you keep making this complicated?

A: Well, it's actually simpler when you can keep the bits and pieces clear.
It's important to know what the minimum requirements of a job are – the outcomes of that position for which one is hired and paid. But we all quickly realize that there is much more to a job than that. We end up doing all kinds of things that weren't covered in the hiring interview or the position description.

Q: Ha! Tell me about it. And so?

A: Well, we need to meet our job description requirements to get paid. And we need to fulfill many roles to get the job done and be successful. Some seem to naturally be part of the job and others are opportunities to try something new, based on our manager's requests or our own initiative. We often talk about wearing a variety of different hats.
The job description requirements are normally word-smithed to be clear and exact; the roles are much more informal and based on tribal knowledge and experience.
For example: from a job description perspective, “directing” is more precise than “leading” for a management job. Leaders (as a job) determine which forest to manage, Managers direct their staff to which trees need to be harvested.

Q: That seems to be a scope or big picture vs. smaller picture question.

A: Exactly.
And also, as our teamwork sessions keep showing, leadership is not restricted to a particular job and can be done by anyone. So while Leaders need to demonstrate leadership regularly, as part of their job, anyone can, and should, demonstrate leadership when they have the best idea.

Q: Well at least we're getting back to the leadership question. But why are you concerned about job descriptions vs. roles?

A: The job description concept is simply a way to describe the essentials required in a job – the minimum set of activities for a given role. Our summary for a Manager is:

• planning
• organizing
• staffing
• directing, and
• controlling

These are the things that a Manager must do at the very least (their job description). These aren't in your job description, and they aren't differentiators in a Leaders job description.

Q: But surely some, or all, of these activities are done by the Leaders – the senior management or whoever you mean.

A: Yes they do in their role as Managers of others. It's when we don't recognize the roles people are playing – which hat they have on – that we get these things muddled up.
That is why it is best to think of the role each person is playing at a given moment to recognize what activities they should be doing to fulfill that role well.

Q: And roles are different than jobs?

A: For sure. Your job is a description of what you are hired to do – the results expected – and the skills and knowledge required to get the results. To get that job done you may play many roles including manager executing management activities (even with your manager), and leading when you have the best idea in your team or workgroup.
One way to look at it is:

• you have to do your job to get paid;
• the various roles you can play to do your job - get it done faster, smarter, with higher quality, with more value, etc. - make you a more valuable employee.

Q: So if I am just fulfilling my job requirements, that's my job, and if I need to exercise some management skills with my peers or my manager then at that moment I am acting in the role of a manager?

A: Sure. For small work transactions you may just describe it as exercising some management skills or activities, but for more extended time periods – for example, when your manager is away on vacation – you would say you are filling that role on their behalf.

Q: Got it; but again why are we fussing with all this definitions and categorization stuff?

A: Because, in my opinion, based on how people write about this and discuss it, we easily get messed up and off track. We think we understand and then realize it was all about something else.
For example: when the manager of a group asks you to “lead the group” what does that really mean?
Often it is assumed to mean “be in charge”, “provide direction”, “organize the work”, etc.

Q: Yeah; that seems OK to me.

A: So now you are being asked to “lead the group”, is that a new job? Are you now the group's Supervisor? Team Lead? Manager?. In other words is that a job assignment or a role?
And what responsibility, accountability, authority do you have?

Q: I don't know; I just get to come in late and put my feet up! Just kidding.
More likely I get to deal with all the problems.

A: Right. You would usually end up with more questions in your mind than answers. And not about the work itself, but about the people stuff. What are your boundaries? How directive can you be? What do you do to lead?

Q: Hey; didn't we agree already that anyone on the team should be able to lead when they have the best idea?

A: Yes!
So what does your manager want when he tells you to “lead the group”?

Q: Beats me.

A: Me too! When we get together again let's ask him. :)

Management 5

Q: Alright; I've reviewed all of our discussion so far and I admit I am feeling a little better about my Manager now. I do see that he did some good things in my situation.
I also realize that my criteria for “good management” aren't necessarily the ones his boss uses.
But what is this stuff about him being my “best customer”?

A: Well, before we get there I'll leave you with a little research: What is the Golden Rule as expressed in “The One Minute Manager”?

Q: Geez, I have to do some extra work? I thought I was going to get to ask all the questions and have you supply the answers.

A: Hmmm... If you think that learning doesn't involve work we have bigger problems than this discussion.
But anyway, there's some other loose ends to tidy up. One was your concern about what your Manager would do with a new employee who needed more help than you.

Q: Right! You dodged that one conveniently.

A: As you like; however, it's usually better to understand the optimum or normal path before we get into exceptions that require even more managerial skill.
Such as firing an employee.

Q: Hold on! How did we get to having to let some one go? We're only talking about a new employee.

A: Yes; but let's look at some more aspects of “executive, administrative, and supervisory direction”.
It's pretty clear that you expect your Manager to provide some contribution to you and your group producing their result. And you expect that your Manager will therefore help a new employee who is struggling.

Q: Right...

A: So it's reasonably straight forward in most organizations to arrange for help – training, mentoring, coaching, etc. - for an employee who needs it. That might even be provided directly by the Manager. At the very least it is initiated by him.
But how long should a Manager wait for a poorly performing employee to become effective?

Q: I don't know. That's his concern.

A: Is it? What happens in a group that includes a poor performer?

Q: Well, we all have to pick up the slack, and if there's time, try to help that person out.

A: So it does become a problem for you too – if we only look at the extra work involved (ignoring missed deadlines, effect on performance bonuses, quality, reputation, your personal life, stress in the group, etc.).
Pretty soon your Manager's boss is noticing that the group's results are suffering. Hopefully, before then, your Manager is acting to deal with this and has already alerted her and the Human Resources department.
And what would you like the Manager to do?

Q: Fix the problem, but without throwing that person out on the street.

A: And that's what a good Manager wants too. But if the “happy” solutions don't work out, he has to be prepared to let that employee go.
The Manager's job includes trying to find a productive solution – e.g. another job suitable for that employee. That's some of the “office politics” you noticed before. But at the end of the story, everyone's job – yours and mine – is a fair exchange of work-to-results for money. And if the results aren't there for the money paid to the employee, then the contract is in default.

Q: Whoa; I'm not liking where this is going.

A: Right – this isn't a happy time for anyone involved. And in a professional organization with professional Managers this situation is taken very seriously and requires all possible due diligence to get the employee's performance back on track.
Nevertheless, as explained beautifully in “Good to Great” every company needs the right employees “on the bus”. If there is a mis-match in performance, values, vision, etc. then some employees should not be on the bus. Some will realize that for themselves; some will need Management intervention.

Q: So we are just going to dump people who can't cut it?

A: Ideally Managers hire people who can perform well in several jobs, or who are trainable, or can be coached, mentored, and advised as necessary. Firing someone is a last resort and represents a failure, often in the hiring process.
But in a professional organization this isn't dumping people over the side of boat to the sharks. There should be support for those people to find a different bus going where they wish to go.
If the situation is actually very ugly, then there are other factors and variables at work that we can't solve here.

Q: Great. I'm suitably depressed now. How did we end up here?

A: By realizing some fundamentals about a Manager's job. That it includes the “life-cycle” of hiring, supervising, measuring, and maintaining or promoting or firing. It is acting on behalf of the company owner(s). It's about the “Golden Rule”. It's being your best customer.

Q: Oh, yeah! We didn't get back to that idea.

A: So do your research, and we'll continue next week. :)