Progressive Discipline

Join the Wily Manager guys this week, as they talk about Employee Discipline, and how to do it well.  No one enjoys it, and many managers don’t fully think through all the way through it, and make it much harder on themselves.

Monday’s Tip: Ensure Expectations are Clear. It doesn’t make much sense to take people to task for things they didn’t know they were accountable for.  Ensure you have set clear expectations, and are continually refining them.

Tuesday’s Tip: Document Everything, Every Time. Keep a file on each employee, and write down everything pertaining to performance – even if it is only a verbal conversation.

Wednesday’s Tip: Have a Process for Discipline. You cannot improvise progressive discipline.  You need to sketch out in advance the potential courses of action and outcomes of your decisions.

Thursday’s Tip: No Surprises. If you communicate well, then when you are put in a position where you have to take corrective action, the employee won’t be surprised.  This will make your life much easier.

Friday’s Tip: Do it for the sake of your good performers. Often employee discipline and/or terminations are met with a chorus of “What took you so long” from other employees.  You owe it to them to deal with problem performers.

Here’s a Stupid Idea

Mistakes are remarkably underrated, and very few organizations are actually good at making them.  When it comes to making mistakes, there are typically two types of organizations:

  1. Those with little or no tolerance for mistakes, so in order to avoid making them, they either don’t make decisions, or they analyze decisions to such a degree that they become paralyzed.  I would include most public sector organizations and big utilities in this category.
  2. Those organizations where mistakes get made, and the most important thing is to assign blame.  Of course, people in such organizations would not self-identify as being blame-seekers, but it is often cloaked in “holding people accountable”.  Accountability is about people delivering on pre-agreed upon requirements.  Making mistakes is about taking risks and doing something new

There is a third type of organization that encourages people to take risks in certain areas of the business.  Many times those risks do not pan out, but from the ashes of failure a phoenix of innovation and performance rises.  This type of organization is exceptionally rare.  The best examples are well known:  Apple, Virgin.  There are others as well, but they are as difficult to find as a trace of dignity in a reality TV star.

I always know I’m in a well run and innovative business when I hear, “Here’s a stupid idea”.  A high level of confidence is required is say such a thing, and a high level of trust in your peers to take such risks.  So revel in your mistakes, and do so knowing you are in good company.

 

Strawman Proposals

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Below we discuss:

  • What a Strawman Proposal is
  • Why you might want to create a Strawman Proposal
  • How to create a Strawman Proposal

What is a Strawman Proposal

  • It is a problem-solving tool used in a group setting.
  • The point of building a Strawman Proposal is to knock it down and rebuild something better.
  • The premise behind building a Strawman Proposal is to create a first draft for criticism and testing, and then using the feedback you receive to develop subsequent iterations, and eventually a final outcome that is rock solid.

Why Bother to Build a Strawman Proposal

  • Sometimes it’s easier to brainstorm possible solutions when you have somewhere to start.
  • It can help you get started versus getting bogged down seeking perfection.
  • It involves other stakeholders in the building of the proposal.

How to Build a Strawman Proposal

  1. Create a draft proposal.
  2. Present your draft to the rest of the team.  Make sure the team understands that the intent is to use it as a discussion starter, and is not the final product or solution.
  3. Knock the strawman down.  Invite feedback and criticism to create the next iteration of the proposal.
  4. Build your proposal back up again.
  5. Test the proposal against your original objectives
  6. Repeat as necessary until you reach your objective.

Three Things to Remember About Building a Strawman Proposal

  1. Make sure everyone knows what you are doing.
  2. Check your final solution against your assumptions.
  3. Eventually you’re going to have to commit to a final proposal.  You can’t produce a Strawman Proposal in perpetuity.

Watch the ‘3-Minute Crash Course’ about Strawman Proposals (CLICK THE ARROW TO START THE VIDEO):

Strawman Proposals: Straw Man and Straw Dogs

Join Jed and Bob as they discuss what a Straw Man is, and how it might best be used, and how to build one for use in your organization.

Watch the ‘Strawman Proposals: Straw Man and Straw Dogs’ Video (12 mins 50 sec):


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How to Use Strawman Proposals

This week the Wily Manager guys discuss the use of the Strawman Proposal to inspire creativity, and help with problem solving.  These are used best in organizations with high levels of trust, and a tolerance for making mistakes.  Would it work in your organization?

Monday’s Tip: Make sure everyone know it’s only a straw man. There is a danger in presenting a straw man and have people think it is a firm proposal.  Be very clear about your intent.

Tuesday’s Tip: Avoid perfectionist tendencies. A straw man is only a useful technique if you allow yourself, and your team to make mistakes.  If you try to get it perfect in the first iteration, you will not reap the benefit of the straw man technique.

Wednesday’s Tip: Use the Straw Man as your starting point.  Sometimes it can be difficult getting started on solving a problem.  The straw man is a great technique to take that first step.

Thursday’s Tip: Check your solution and assumptions. The danger of throwing a bunch of ideas out there, is that you lose track of your original conditions and assumptions.  Check your solution against your starting point.

Friday’s Tip: You need to move past the Straw Man. Sooner or later you are going to have to take action or make a proposal.  Don’t get caught contemplating your straw man forever.

When Command and Control Works

It seems to me that Command and Control as a management style has gotten a bum rap.  You’ve heard the disparaging remarks, “She’s a complete command and control style manager” – implying there is something wrong with that.

I think such comments display a startling lack of understanding of what leaders are required to do in organizations.  Command and control is a very useful managerial tool for certain situations.

People love to use fire-fighting as an analogy to describe modern management practice.  I would challenge anyone to go find himself a Fire Chief and ask him/her if command and control is a bad idea.

When a building is burning and lives are at stake, the Fire Chief very much relies on command and control as the appropriate management tool for that situation.  Can you imagine the fire department showing up at an emergency, and the Fire Chief requesting that everyone break up in study groups, to hold hands and sing camp songs?

“OK – everyone brainstorm ideas for how we should tackle this, and I’ll give a special prize to the group that comes up with the best idea.  Make sure everyone participates equally, and remember that everyone’s feedback is valuable.  This is an excellent opportunity to reinforce how much we value each other, and I’ll float between the groups to help facilitate.”

Glad it’s not my house on fire.  I want the Fire Chief standing on top of chair barking out orders as fast as she can to get the situation under control.  I also want the Firefighters to listen carefully to the orders being dispatched, and execute as they’re being instructed to do.

When they are back at the Firehall, and practicing for such emergencies, or doing community outreach, then the Fire Chief would be well advised to pull a different tool out of his box, and to engage his people in a more collaborative style.

The problem for people that disparage command and control is that they confuse this very important managerial style with a lack of respect.  Lack of respect is never appropriate, but many times it is a leaders job to tell her direct reports in no uncertain terms what they are required to do.  Setting clear expectations, holding people to account for those expectations, and administering the appropriate consequences are what we pay managers to do.

Command and control is one legitimate tool to get this done.

 

 

Contingent Decision Making: The Vroom Yetton Model

Join Jed & Bob as they discuss what the Vroom Yetton model of decision making is, and how you can apply it in your workplace.

Watch the ‘Contingent Decision Making: The Vroom Yetton Model’ Video (14 mins 59 sec):


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Contingent Decision Making: The Vroom Yetton Model

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Below we discuss:

  • What is the Vroom Yetton Model?
  • How the Vroom Yetton Model is different than other decision making models
  • The five decision making styles of the Vroom Yetton Model
  • How to choose the appropriate style to your situation

What is the Vroom Yetton Model?

The Vroom Yetton model is a decision making model that recognizes the situation or environment may change how decisions get made.

How the Vroom Yetton Model is different than other decision making models

Other decision-making models can be very useful, however one needs to assess what assumptions those models are based on.  For example, often a decision making model assumes:

  • There is adequate information that is accurate and of reasonable quality.
  • There is some knowledge of cause & effect.
  • Alternatives can be rationally and objectively judged.
  • People will act rationally and free from organizational politics

The Vroom Yetton model challenges the decision maker to assess these things in the context of the situation she finds herself in.

Five Decision Making Styles of the Vroom Yetton Model

  1. Autocratic (A1) – The leader chooses using information available to her at the time
  2. Autocratic (A2) – The leader collects specific information from people and then decides.
  3. Consultative (C1) –The leader meets with people one on one to gather information and solicit input.  That input may or may not be reflected in the final decision.
  4. Consultative (C2) – The leader meets with the group to gather feedback and input, and then makes the decision.  That input may or may not be reflected in the final decision.
  5. Group (G) – The leader looks to the group for consensus, and the decision is made collectively.

How to Choose a Style of Decision Making Based on the Vroom Yetton Model

The Vroom Yetton model suggests seven key questions that guide a leader to choose the most appropriate decision making style to the situation.  Answer the questions below, and follow along on the accompanying flowchart to determine the best decision making style for your situation.

  1. Is the outcome critical?  Are there technical or rational grounds for selecting amongst options?  Is there a quality requirement?
  2. Do I have sufficient information to make a quality decision
  3. Is the problem structured?  Are the alternative courses of action and methods for their evaluation known?
  4. Is acceptance of the decision by subordinates critical to its implementation
  5. If I were to make the decision by myself, is it reasonably certain that it would be accepted by subordinates?
  6. Do subordinates share the organizational goals to be obtained in solving this problem?
  7. Is conflict among subordinates likely in obtaining the preferred solution?


3 Things to Remember about the Vroom Yetton Model

  1. Don’t make it complicated.  You should be able to run through the model in a few minutes to assist you in choosing your style.
  2. Realize some decisions should be autocratic.  Well-intentioned advisors tell you to always involve your people in decisions.  In reality, some decisions belong to the leader alone.
  3. Don’t over-rely on one style.  If you become over or under-participative in successive decisions, you will ultimately fail.  Each situation must be assessed according to the situation.

Watch the ‘3-Minute Crash Course’ about the Vroom Yetton Model (CLICK THE ARROW TO START THE VIDEO):

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Using the Vroom Yetton Model to Make Decisions

Some managers have a process for making decisions.  Others flip a coin.  This week the Wily Manager guys talk about contingent decision-making based on the Vroom-Yetton model that challenges managers to consider their situation and choose a style of decision making.

Monday’s Tip: Don’t assume people always act rationally. Many decisions get influenced by political considerations or other bias.

Tuesday’s Tip: Some decisions should be made autocratically.  Leaders are encouraged to involve their people, but there are times when a leader needs to act without consensus or input from others.

Wednesday’s Tip: Don’t always act without consultation. If a leader only ever makes autocratic decisions, he will end up making many mistakes and alienating people.  Carefully consider the situation before deciding on a decision making style.

Thursday’s Tip: Consider whether you are working with good information. The first question a leader needs to ask when making a decision is whether or not she has good information, or whether more needs to be learned.

Friday’s Tip: Consider how important buy-in is for any decision.  If you have a strong need to have good buy-in for any decision, you need to be more participative in your process.  If buy-in is less important, the decision can be more autocratic.

 

Socrates, Lincoln and ADD

One of the hazards of living in a society that doesn’t value anything remotely old, or any person over 25, is writing about people who lived in different centuries.  I’m taking a bit of a risk here… by way of this first sentence, 50% of the reading audience has already ADD’d onto another subject.

You see, Socrates and Lincoln were masters of the art of asking questions.  A key part of each of their distinct repertoires was to ask questions to guide and persuade people to their way of thinking.  Undoubtedly, it was a special skill in their respective times.  Now, it is probably an extinct form of communication.

The benefits of guiding conversation by questions are well documented and obvious.  What is not as evident is why people don’t bother to use this powerful method of communication.

I’ll go out on the limb here, and suggest it’s because we don’t think we have time.

We live in an instant gratification culture with an overwhelming societal case of Attention Deficit Disorder – communal ADD.

In the course of investigating this phenomena, I turned to the ultimate authority on all things cultural:  the TV.  I watched a few unscripted TV shows (I won’t call them “Reality TV”, because Star Trek is closer to reality than any of these shows).

It seems effective communication requires us to:

a)    Have all the answers, right away.  If you don’t know the answer, make something up, and stick to your guns, lest you look weak.

b)   If you don’t know the answer, shout louder than the other person to make your (incoherent) point.  It doesn’t really matter what they are saying, or even if they are right.  What is most important is that you win.

c)    You are entitled to an opinion, even if you have absolutely no clue what is being discussed.  You are not only entitled, you are obligated to weigh-in with your clueless drivel.

d)   Everybody is exceptionally good looking.  Ugly people make for bad TV, and are thus completely ignored even if they do have something intelligent to say.

I wonder what questions Socrates would ask about this?


 

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