Delegating. Do & Do Not

What to do when you have to delegate authority.


1. Delegate authority to the person(s) with a proven track record.


2. Allow that person to pick his or her own team


3. Set Deliverables and Measurables.


4. Set a fair and transparent means for reassigning individuals in the group who are disruptive.

NB   Disruptive is not creative. Creative is not disruptive.


5. Receive regular updates on progress. (If necessary, offer validations)


6. Insure that the team has the resources necessary. For example:

Do not assume that the supervisor is smart enough to know that when the number of packers rises from 4 to 10 then the number of scissors should rise from 4 to 10. Or from 3 to 10 if he had 4 people working with 3 pair of scissors because 1 pair broke.


7. Establish the protocols in your company to insure that another manager does not feel comfortable usurping your prerogative to assign projects and staff by interfering with the project because he needs help, or supplies, because he is incompetent yet still works for you.


8. Communication: Make sure that a disruptive person has the opportunity to speak to you directly. He may not be the problem. Follow up on the information you receive.


Regards,

Slim.

Slimfairview@yahoo.com

Slimviews@gmail.com

Copyright (c) 2017 Bob Asken All rights reserved.

Consultant: Pro or Con?

As Glinda the Good Witch said to Dorothy, “The Munchkins want to know, are you a good consultant or a bad consultant.”

To which Dorothy replied, “I’m not a consultant at all…….”

“The Munchkins are laughing because, you see, I am a consultant. Only bad consultants are mean and ugly.”

Years back, I did a short stint as a teacher.  On parent teacher night, Mrs. Parent came in because she was not pleased with her son’s performance on his first math test.

Mrs. Parent was not accusatory. She did not lay blame. In fact, it was worse.  Apparently she must have attended one of those

“How to talk to your child’s teacher.” Programmes held by the Social Service Ladies in the basement of the Community Centre.

“I’m not saying it’s your fault.”

“I’m not blaming you.”

"But….

“Perhaps because you are a new teacher you haven’t acquired all the skills you need.”

“I’m sure you’re a very intelligent person and you will make a good teacher.”

Now, I heard this rhetoric before Mrs. Parent was born. Which is why I said,

“First of all, Mrs. Parent, the first test of the year is a review of last year’s work. This way I can tell how much the students remember, so I can be sure everyone is on the same page.”

“Second, the first 2 or 3 questions are always easy questions. This is to help the students’ confidence so they don’t have any math anxiety.”

Now…God is with me.  And I can say that because this is a Parochial School and there is much less censorship.  Not is what we are not allowed to say, but less of what we are required to say.  Which means I can tell you, Mrs. Parent came in with Mrs. Friend and Miss Daughter.   

I said to Miss Daughter, “What grade are you in?” She replied, “Sixth”.   I wrote the first problem on the board and handed her a piece of chalk.  She solved the problem.  I turned to Mrs. Parent.

“Now, your friend’s daughter solved the problem and she’s only in the sixth grade.  And this is the beginning of the year, so she didn’t get to some of this material yet, so she learned it in the 5^th grade.  And she didn’t know there would be a test tonight, so she didn’t study for it.  There is no excuse for your son getting this question wrong.”

She thanked me and they left.

Long story short. 

“My parents had me up til 3 in the morning. They didn’t cut me no slack. [Any slack. He’s not listening.] They didn’t cut me no slack. I got to bring my grades up."

The Mrs. Parent’s cherub turned out to be one of my best students. If he wasn’t the top 3 he was the top 2.  I can’t say he was my number one student because every student in the class has the right to think that he or she is the best student in the class.

Where would that student have ended up if I'd listened to, allowed myself and my student to become victims of bad advice?

Consulting

In teaching there came the incumbent return to college to be certified to teach.   

One of the courses was a curriculum development course.  We were divided into groups and had to teach the class a “lesson plan” that could be used in class.

Two of us were non-traditional students.  We were returning to school. The others were younger.  Needless to say, we were unprepared. (Crisis). The professor sent us out of the room to prepare to present our lesson. We were not ready.  What to do?

Well, the purportedly hysterical member of the group said, “Let’s go back in, tell the Professor we’re not ready,  do our lesson next week, and take a drop in grade. (The paradigm du jour.)

I said, “No, we’re going to go back and teach a lesson.”

“We can’t write up a lesson in 5 minutes.”

“We don’t have to. The class will do our lesson.”

“I don’t understand what you’re talking about. We can’t…”

The rest of the group, in a panic over a one letter grade demerit, became my allies. ;-)

“We’re not going to write the lesson.  The class is going to write the lesson.  Our lesson is going to be “How to Write a Lesson Plan.”

I will give the introduction. 

You, tell the class, they have to decide on a lesson.

[The corporate objective of the team]

You tell the class, they have to decide on the supplies.

[Resources available or needed]

You tell them, they have to come up with a procedure.

[A Corporate plan or strategy]

You tell them they have to decide on how to determine if the class learned the lesson. [Deliverables and Measurables] 

We went in, we delivered the lesson on how to come up with a lesson plan. They worked at developing a lesson plan—Nailed It! Losing neither face nor grade.

In your organization, there will be those who are not focused on the goal.  

Others who become hysterical.   

Some, desperate, who will look to a leader.  

At a moment of crisis, the group will look to someone. That person may or may not be the boss. In either case, that person is the leader.

“Leaders are defined by their followers.”

“Look behind you. If people are following you, you’re a leader. If they’re not, you’re not.”

“You can’t lead if you can’t manage.”

The Quotations of Slim Fairview. © 2016.

People seem to have little grasp of the concept:

 

“A team is not a committee. A committee is not a team.”

That is why I wrote:

Teamwork is for Teams

Teamwork or a Team

“Committees don’t solve problems, they cause them.”

“More people, more words. More words, more bad.”

In an article outlining how Emerging Nations could better deal with Industrialized Nations, I wrote:

“There are only two reasons they [Industrialized Nations] want to “talk about it.”

One, is to bully you into doing what they want you to do.

The other, is to bully you into doing what you don’t want to do.

In that article I outlined the tricks used by Industrialized Nations to control Emerging Nations. Those same tricks are used in the corporate world.  From a section of the Article

Emerging Nation Economic Union  

DO NOT SURRENDER POWER

Old Chinese Saying

"Never underestimate the power of a symbolic gesture."

The Quotations of Slim Fairview

"The power of the symbolic gesture resides with the people making the gesture."

WESTERN TRICKS TO CONTROL EMERGING NATIONS

Click the above link to the article for a complete explanation.

Also:

Teamwork or a Team  

Teamwork is for Teams  

 

Warmest regards,

Slim.

Slimfairview@yahoo.com

slimviews@gmail.com

Copyright © 2016 Bob Asken

All rights reserved.

Teamwork is for Teams

"A team is not a committee.  A committee is not a team.  Teamwork is for teams.  

Committees do not solve problems, they create them." ~ Slim Fairview

I do not like sports analogies. However, as we are discussing teams, we must use them.  Also, I do not like long introductions.  Therefore:

Here is the metaphor:

The Giants have 11 men on the field. For the purposes of  this discussion they are:

One Center

Two Guards,

Two Tackles

Two Ends

One Quarterback

Two Halfbacks

One Fullback

Each player plays a position. (A Job Title)

Each position has a job description.

Each player has some degree of discretion within the parameters of his assignment which he may exercise as different situations present themselves, at the time they present themselves, and in the way that they present themselves.

If a defensive lineman decides not to break through the line, the tackle must decide whether and how to change his approach--to handle his assignment.  Others must make adjustments accordingly.

"The joke is in the way I say it, not in what I say." ~ Slim Fairview.

The Tackle does not call a time out, walk across the field and say to the Receiver, "Listen, you missed that last pass, how about I run down field with you in case there is another problem?"

The Halfback does not stroll over to find out what is going on.

If there appears to be a dispute, the QB does not go over to implement some conflict resolution.

The Coach does not come out onto the field to suggest that the tackle head up a committee of back fielders and receivers to look into the problem.

Human Resources doesn't not go out onto the field to suggest bringing in a consultant who might hold a training session where everyone will have the opportunity to play different positions in order to become more sensitive to the other players feelings.

A fan does not come out onto the field to represent stakeholder interests and suggest we need a field 200 yards long to expand the market and six downs per play for revenue enhancement.

A second stringer does not go out onto the field to suggest increasing the number of players on the field to 15 or 20 so more people get to play.

There are a few things to consider though.

The team already has a shared vision

The team already has a defined goal

The team members already have their assignments

The team members already have their job descriptions.

Also there are other similarities

The opposing team presents a set of  knowns and a set of unknowns.

The offensive team knows the strengths and weaknesses of the defensive team. They do not, however, know which members of the defensive team will present the problem--or where.

If that defensive lineman decides to go around the offensive line rather than through it, then the Tackle must made a decision--on his own--"do I pull back or not?"  That decision will influence the action of, say, the Fullback. He may now be forced to move to protect the QB from being sacked.

In the same manner, the defensive line must also respond to situations and changing situations as a team.  That means each player has a degree of autonomy to make decisions within the parameters of his assigned position.

"As a team" means each individual doing his own job--not someone else's job.

A defensive lineman must decide where to go, depending on which offensive player is carrying the ball and in which direction he is heading.

You won't win many football games if you tell your defensive linemen, "Don't worry about where the ball is going.  Let me worry about that. That's my job.  If you want to be helpful, just do what I tell you to do.  If I want you to do something else, I will tell you." (Right in the middle of the play, eh?  That comment is pretty much what I was told on at least two occasions by a boss who made a serious error in judgement.  That according to many bosses.) 

Back to Congress

Everyone is entitled to an opinion.  True!

Everyone is entitled to express that opinion.  True!

The right to an opinion does not confer value upon that opinion.

"Opinions are like hemorrhoids.  Sooner or later almost every Congressman has one."  ~ The Quotations of Slim Fairview.

Case in Point:

Congress has 535 members.

Congress has a 5% approval rating.

You can't put 535 Congressmen into a 5% bag.

Back to football

Credentials:

Each football player has credentials.  Each team has a record.

Players have training, ability, experience and a track record.  Teams have a record of wins and losses, over and against which teams, and the analysis of the reasons why.

For example: Both Quarterbacks have a record of passes, pass completions, yards gained and lost, runs, yards, gained, sacks, and wins and losses.

Still, one QB wins and one loses.  Obviously, no one wins or loses on his own. Each has 10 other players on his team.  Each player doing his job. And only his job. Each team has a coach who writes plays (strategic planning) and a coach who replaces players who get tired, makes too many mistakes, or fails to perform to the (measurables) standards of the team.

When was the last time you replaced someone on your team? As they say across the pond--"Dropped for not scoring."

GET THE MESSAGE?

Teamwork is for teams.  A team is not a committee.  A committee is not a team. Committees do not solve problems, they cause them. 

Replace your committee with a team.  

Be sure your team is in compliance with the paradigm of a team.

There are those who believe that a committee is the best way to deal with a problem.  I will now refute, repudiate, disparage, and debunk their delusions with one word--Congress.

Einstein (The Physicists) said, "The definition of insanity is doing the same thing over and over again and expecting different results."  I assume he meant better results. 

"I am no Einstein.  I know nothing about physics." ~ Slim Fairview.

"Stupidity is doing the same thing over and over again and expecting better results." ~ Slim Fairview

From, The Quotations of Slim Fairview (c) 2013

Einstein also said, "You don't measure the intelligence of a fish  by its ability to climb a tree."

Slim Fairview said, "If you want someone to climb a tree, you hire a cat."

"If you want to know something, Google it.  If you want to understand something, ask an old person." ~ Slim Fairview.

If anything herein has helped guide you toward clear thinking and solid action, please do not hesitate to send me a really tricked out Mac Book and to tuck a few dollars into the envelope along with the thank you note.

or

GoFundMe

Warmest regards,



Slim.


Robert Asken Box 33 
Pen Argyl, PA  18072

LinkedIn Profile 


slimfairview@yahoo.com

Copyright © 2013 Robert Asken 

All Rights Reserved.

You Can't Lead if You Can't Manage 2.0

In a previous monograph, I detailed the handling of a problem management is required to deal with all the time.

That problem ostensibly focuses on the non-performer.  Actually, it focuses on the non-performing manager.  It illustrates how someone who knows how to manage does, and why he is considered a leader.

That example was limited to a team working on a project.  Now, we will focus on a higher level of activity.  Team leaders working on different projects.

In order to do this, we must create an analogy.  This time, however, we cannot use Athos, Porthos, Aramis, and D’Artagnan.

This analogy involves Wolf Blitzer, Candy Crowley, the fictitious Odious Thudpucker, and the big, important boss, Phil A. Bilgewater.

First, I will put two qualified individuals on display.

Wolf Blitzer and Candy Crowley are working on different stories at opposite ends of a large table.  Ms. Crowley is getting information together for a story.  She gathers what she needs, stands up, and says,

“Well, I’ve got what I need.  I’m going to head downtown to interview the Mayor; I should be back by three o’clock.”

“Good luck,” Mr. Blitzer says.

“Thank you,” Ms. Crowley says, and leaves.

The following day, Mr. Blitzer is still working on his story.  At the other end of the table is Odious Thudpucker.  Odious is gathering information for his story.  He gathers what he needs, stand up, and says,

“Well, I got what I need.  I’m gonna go interview the Mayor.  But first I’m stoppin’ off to talk to the director.  I wanna keep him in the loop.  Then, I’m gonna stop by and talk to the fact checkers, them I’m gonna go interview the Mayor.  I should be back by about three.  I may stop for a samwich, I dunno.  How you doin?  Okay.  If you need any help, I’ll be back around three.  Well, I guess I better go.”

He leaves.

Now, Wolf Blitzer, Candy Crowley, and Odious Thudpucker all have their assignments.  In plain English, however, Odious is no good.  He was hired by Mr. Bilgewater.  Bilgewater is no good at his job, either.  So, he calls a meeting and tells the three they all must attend.  This disrupts Mr. Blitzer’s and Ms. Crowley’s work.  Mr. Bilgewater tells them, “This is important.”  What he means is, “I think I am important.”  They all attend.

Mr. Bilgewater discusses the visioning process, shared vision, the importance of avoiding groupthink.  He discusses the importance of consensus building, which is really groupthink you paid a consultant to build.

In order for things to go more smoothly and to improve the quality of the journalism, Mr. Bilgewater is going to have Odious work with Ms. Crowley.

Ms. Crowley doesn’t say anything.  She knows that Odious Thudpucker is no good at his job.  Nor is Mr. Bilgewater.  She knows she will be doing Thudpucker’s job for him.  She knows he will junk up her report.  However, she bites the bullet and goes along with it.

This is what Ms. Crowley knows:

If Thudpucker’s story comes off well, he will take the credit.

If Thudpucker’s story fails, he will blame her.

If her story comes off well, Thudpucker will take the credit.

If her story fails, Bilgewater will hold her responsible—After all, “I had Odious Thudpucker work with you on that story to help you.”

When her story fails, Odious Thudpucker defends her to Mr. Bilgewater.

“It isn’t all Candy’s fault.  I had some good ideas and suggestions but I hesitated to push them.  I didn’t really feel comfortable making too many suggestions to help Candy improve her story.”

Mr. Bilgewater looks to Ms. Crowley.  “The purpose of having Odious help you was for you two to work as a team.  You should be more receptive, open to the ideas of others.  Let’s not have this again.”

Well, a string of disasters would have ensued.  However, Mr. Bilgewater has a boss.  His boss, Mr. Hammerhead reads my blog.  Not that he must.  He already knows this stuff.

He calls Ms. Crowley, Odious Thudpucker, and Mr. Bilgewater into his office.  He wants an explanation about this new arrangement.  He does not direct his question to Ms. Crowley.  He looks at Odious Thudpucker and Mr. Bilgewater.

Odious know his stuff.  He isn’t going to try to pull any fast ones with Mr. Hammerhead.  He has plan B. ready.  Throw Mr. Bilgewater under the bus.

Mr. Bilgewater knows what to expect.  He defends his decision.

“I am trying to build consensus.  I want my people to work as a team.  I learned this stuff at the Really Big, Important Seminar we had here last year.”

“Shut up, Bilgewater.”

“Yes, Sir.”

“From now on, Ms. Crowley works on her stories.  Mr. Blitzer works on his stories, and Odious Thudpucker works on his stories.  Got it!”

“Yes, Sir.”

“That was not a question.  Meeting over.”

Now, this is the point at which the critics see their opportunity to barge in and shift the focus to advance their agenda.

Two heads are better than one.  One person can’t do everything.  People need other people to help them.  People, people who need people.... You get the idea.

However, that is not the point of this presentation.

Wolf Blitzer has a story to work on.  He has a researcher look up information.  He has a fact checker check facts. He has an assistant go to the film department to get some file videos.  He puts his story together.

Candy Crowley has a story to work on.  She has a researcher look up information.  She asks a fact checker to check facts.  She asks an assistant to get some video from the files. She puts her story together.

Now we come to Odious Thudpucker.

Odious has a story to work on.  He needs research.  His demands are not merely vague they are confusing.  The researcher digs up the information he knows will be needed for the story.  Odious criticises his assistant.  He decides to get the information himself. Odious has the fact-checker check certain facts.  The facts he wants checked are not in question.  The ones that are, he tells her not to bother checking.  He sends an assistant for video from the files.  He doesn’t like the videos.  He gets some himself.  He gets a clip of young women in bikinis, people at a bar drinking vodka, and a car-chase scene.  This, he knows, will hold the interest of the audience.  His staff is rushed, pressured, confused, overworked, and feels a deepening resentment for Mr. Thudpucker and for Mr. Bilgewater who can’t manage and certainly can’t lead.

Wolf Blitzer’s story is a success.

Candy Crowley’s story is a success.

Odious Thudpucker’s story is a disaster.

Mr. Hammerhead can now deal with the problem.  He calls everyone into his office.  I can assure you this is not a meeting.

“What happened?”

“My staff.  I’m new. They question my ability.  They challenge my authority.  They aren’t team players.”

Bilgewater chimes in, “That’s what I was talking about, Mr. Hammerhead. Team building, consensus building, shared vision—“

“Shut up.”

“Yes, Sir.”

“You have the best researchers.  You have the best fact-checkers.  You have access to the best video files.  There is no excuse for this disaster you call a project.  This will not happen again.  You can go back to work.  Bilgewater, you stay.”

“Yes, Sir.”

Everyone leaves except Mr. Bilgewater.  When everyone leaves, Mr. Bilgewater looks at Mr. Hammerhead and asks, “Are you going to fire Thudpucker?”

“No.”

“Do you want me to fire Thudpucker?”

“No.  I am not going to fire Thudpucker.  I don’t want you to fire Thudpucker.  I am going to have the new big boss fire Thudpucker.  Clean out your desk.”

Now Mr. Hammerhead can justify his decision to the people upstairs.  Mr. Hammerhead hires a new big boss.  The new big boss replaces Odious Thudpucker with a qualified journalist.

Sincerest regards,

Slim

PS.  I am not Paul Harvey.  However, I am open to becoming a paid commentator, columnist, or blogger. If you’ve found anything I said to be helpful, please don’t hesitate to send me one of those tricked-out laptops and to tuck a few dollars into the envelope along with the thank you note.

Sincerely

Slim

slimfairview@yahoo.com

Copyright © 2011 Slim Fairview
All rights reserved.