Mgmt forum MTC 5

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“Forum of Management Practices”

MTC #5: Exercising Positive Control

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In Review…

In our last meeting, we discussed Phase IV of the Management Task Cycle TM, “Obtaining & Providing Feedback”– To help ensure successful Feedback, a manager should:

– Give honest opinions of the work people do

– Let people know how he or she evaluates their work

– Frankly let people know how well they are accomplishing their goals

– Honestly say what he or she thinks about the group's performance

What are you doing to reinforce successful Feedback practices within your own group?

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Today’s Focus Having made Goals Clear & Important,

Developed Plans to achieve those goals, Solved Problems that may arise, Facilitated the Work Through Others, and Obtained and Provided Feedback… lets talk about Exercising Positive Control

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Agenda

5 Min Agenda, Intro’s & Inclusion 45 Min Time Emphasis, Control of Details, Goal

Pressure & Delegation Refresh Key Principles Review Competencies: Key differences between Basic Advanced Skills Exercises & Discussion

20 Min Behavior Examples Review & Discuss

5 Min Wrap Up & Next Steps

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Before we start, keep this in mind: Avoid the MTC Control “Bottleneck”!

When managers skip or don’t fully address any of the MTC steps 1 thru 4, the ensuing problems usually end up in a bottleneck at step 5 – Exercising Positive Control

Managers may compensate by suddenly trying to take strong control– This approach can be very bad for team morale

– The manager becomes a non-trusted authority figure

– Team members resents the new interference

Avoid the Control“Bottleneck”

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Delegation

GoalPressure

Control ofDetails

Exercising Positive Control

Manager Expectation: – Communicate importance of deadlines and monitor time– Keep close supervision of performance and how the work is

done – Use pressure when appropriate to get results, through strong

emotional statements and reprimanding those who make mistakes

– Assign responsibility for schedules, procedures and planning

To help Exercise Positive Control, the effective manager will:– Take appropriate action when people make mistakes– Take appropriate action when goals are not met– Apply appropriate pressure to get results

TimeEmphasis

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Time EmphasisExercising Positive Control*

Management Task Cycle #5* Communicates importance of deadlines and monitors time. Keeps close supervision of performance and how the work is done. Uses appropriate forums/mediums to get results. Assigns responsibility for schedules, procedures and planning.

Basic Basic + Intermediate Advanced Time Emphasis & Control of Details*

Directs employees in determining delivery date of projects/tasks. Checks status with employees frequently. Reminds employees of upcoming deadlines and commitments

Works with employee on determining the deadlines of task. Regularly scheduled or infrequent checks on status.

Creates environment of expected results within deadlines. Checks progress at mutually agreed points.

Engages employees in goal setting; provides broader picture. Follows through with rewards or consequences when goals are not met.

To help ensure successful Time Emphasis, a manager should:

Be sure to remind people about work deadlines

Emphasize the need to get things done when they are promised

Think it is important to meet due dates

Insist that reports are in and the work is finished when it is due

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What are some of the methods that you use to enable the “TIME” emphasis, in exercising positive control?

Are their any barriers that could hinder your ability to do this? If so, what can we do to prevent/prepare?

Discussion

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Control of Details

To help ensure successful Controlling of Details, a manager should: – Keep track of performance on each job

– Work with employees in determining deliverables and due dates

– Create an environment of expected results within deadlines

– Engage employees in goal setting

What are some of the methods that you have leveraged allowing

you to successfully CONTROL DETAILS without becoming over-controlling?

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Goal PressureBasic Basic + Intermediate Advanced

Goal Pressure*

Creates goal discipline and responds to changes in goal targets. Ensures goals are met through frequent monitoring of status.

Creates goal discipline with careful, proactive review of goal changes with direct reports. Ensures goals are met through regularly scheduled review meetings with employees.

Creates high performance by setting challenging goal targets for the work group. Allows employees to set their own goals and deliverables; reviews progress at mutually agreed checkpoints. Utilizes transition management techniques to transition group through goal target changes, balancing business requirements and work life effectiveness needs (group morale).

Creates high performance by setting challenging goal targets that integrate and contribute to broader Intel objectives. Employees set own goals and reviews with manager on as needed basis only. Influences organizational transitions through goal target changes, balancing business requirements and work life effectiveness needs (organization morale)

To help ensure successful Goal Pressure, a manager should: •Take appropriate action when people make mistakes

•Take appropriate action when goals are not met

•Apply appropriate pressure to get results


What are some of the techniques that you have applied to ensure appropriate goal pressure?

Discussion


Basic Basic + Intermediate Advanced Delegation*

Ensures direct reports regularly use self directed monitoring systems e.g., tally sheets and check lists to regularly check own progress against benchmarks Directs people in determining how to accomplish a task. Delegates parts of a project or program. Frequent monitoring of progress. Takes responsibility for task. Shares only basic knowledge needed to complete the task.

Works with employees to help them develop and implement self-directed monitoring systems that apply to all types of work. Brainstorms with the process of completing the task. Delegates tasks but not authority to make a decision. Has defined checkpoints to monitor progress. Shares bigger goal with employee. Takes responsibility for task.

Delegates work according to capability and capacity, effectively utilizing ZBB process for workload leveling. Reviews the method of task completion with employee. Encourages them to look for new processes. Delegates important decisions and tasks, with consistent frequent follow up. Shares accountability with employee.

Delegates according to skill; delegates as development tool for support. Tends to trust people to perform the task on their own, with leeway on how to accomplish task/project. Clearly and comfortably delegates both routine and important tasks and decisions. Lets direct reports finish their own work and report out as necessary. Broadly shares both responsibility and accountability

Delegation

To help ensure successful Delegation, a manager should: •Have confidence in the ability of the group to do their own planning

•Allow individuals to direct their own activities

•Let people plan their work the way they think best

•Trust group members to take responsibility into their own hands


Delegation How do the following play a role in

Delegation:– Trust & Respect– Empowerment– Authority– Micromanagement– Expectations– Goals– Communication– Rewards– Feedback


Exercising Positive Control

Skill Not Present

Overuse of Particular Behaviors/Techniques

Doesn’t use goals and objectives to manage self or others Not orderly in assigning and measuring work Isn’t clear about who is responsible for what May be disorganized, just throw tasks at people, or lack goals or

priorities May manage time poorly and not get around to managing in an

orderly way Doesn’t provide work in progress feedback Doesn’t set up benchmarks and ways for people to measure

themselves Doesn’t believe in or trust delegation lacks trust and respect in the talent of direct reports does most things by him/herself or hoards, keeps the good stuff for

him/herself doesn’t want or know how to empower others may delegate but micromanages and looks over shoulders might delegate but not pass on the authority may lack a plan of how to work through others may just throw tasks at people; doesn’t communicate the bigger

picture

May be overcontrolling May look over people’s shoulders May prescribe too much and not empower people Directs too much and doesn’t empower people May over-delegate without providing enough direction or help May have unrealistic expectations for direct reports, or may

overstructure tasks and decisions before delegating them to the point of limiting individual initiative

May not do enough of the work him/herself


Remember:Avoid the MTC Control “Bottleneck”!

When managers skip or don’t fully address any of the MTC steps 1 thru 4, the ensuing problems usually end up in a bottleneck at step 5 – Exercising Positive Control

Managers may compensate by suddenly trying to take strong control– This approach can be very bad for team morale

– The manager becomes a non-trusted authority figure

– Team members resents the new interference

Avoid the MTC Control “Bottleneck,”Control could become Negative,

not Positive!


Exercising Positive ControlWhat does this behavior look like?


MTC Behavior Examples©: Exercising Positive Control - Time Emphasis

Needs Development

– Often lets delivery dates slip.

– Often makes excuses for the lateness of others.

– Seldom role models the importance of timeliness.

– Is often disorganized and seems unable to coach others to use time effectively.

– Frequently struggles with “multitasking”; often forgets deadlines.

– Tends to be impatient and critical when it looks like a deliverable may be late; does little to help with the timeline issues.

Meets Expectations

– Places a high value on completing tasks on time.

– Has procedures to keep everyone aware of deadlines.

– Makes sure the team adheres to deadlines.

– Makes it clear to all involved what the consequences of deadlines are, for the team and for stakeholders.

– Allows others to determine timelines and schedules for sub-tasks.

– Guides the team in prioritizing what’s important.

Role Modeling

– Places high value on completing tasks on time and provides the tools for people to become skilled at self-monitoring.

– Expertly uses goals and planning to monitor timelines.

– Teaches people to value their time and respect the time of others; promotes the use of time management tools and techniques in coaching sessions.

– Sees timeliness as an important ingredient of building trust with others.

– Has great intuition and sense when a project is running behind schedule before others realize it. Will coach others to recognize and anticipate the critical issues.Behavior Examples © are a product of the Booth Company

Management Task Cycle Behavior Examples © 2001 by Clark Wilson Group, Inc., Boulder


MTC Behavior Examples©: Exercising Positive Control - Control of Details

Needs Development

– Rigorously instructs each person on what to do, and exactly how to do it.

– Tightly monitors the details of each person’s job, regardless of their experience, training or maturity.

– Often micro-manages the work of team members.

– Can make team members anxious and nervous by controlling details too closely.

– By over-controlling the details, tends to communicate a lack of trust in others.

– Rarely lets employees make decisions regarding their work and responsibilities even though employees are capable of managing their own work.

Meets Expectations

– Has controls in place to monitor the performance of each person’s job to determine readiness to give increased scope of responsibility.

– Delegates quality control on sub-tasks.

– Monitors and measures how the work is progressing.

– Tracks unit and individual performance.

– Makes sure that quality standards are understood and clearly and genuinely accepted by each member of the team.

– Instructs team members to communicate with one another about the quality standards for sub-tasks and the bigger picture.

Role Modeling

– Consistently balances the control of details with worker expertise, clarity of work goals, planning and problem solving decisions, and frequent performance based feedback.

– Knows when to control details and when to allow subordinates to monitor their own details.

– Stretches subordinates to monitor the details of their job assignments and act accordingly.

– Teaches subordinates to use tools & measurements to monitor the details of their work.

– Role models exceptional ability to let others manage their work and guides others to know when a manager needs to intervene or assist.

Behavior Examples © are a product of the Booth CompanyManagement Task Cycle Behavior Examples © 2001 by Clark Wilson Group, Inc., Boulder


MTC Behavior Examples©: Exercising Positive Control - Goal Pressure

Needs Development

– Doesn’t seem to care when goals are not met.

– Seems afraid to place pressure on others; has strong needs to be liked and admired.

– Attempts to get results through the use of unrealistic pressure instead of good management practices.

– Sometimes demeans and induces fear among others when goals are in jeopardy.

– Often loses temper and even screams, yells or shouts at people when they make mistake.

Meets Expectations

– Knows how to exert pressure in a fair realistic way.

– Displays dissatisfaction when goals are not met; cares about “how, when and why” we strive to meet customer needs.

– Understands that pressure is one of many motivational tools that must be used carefully.

– Uses pressure in a more subtle way, by first having clear goals, plans, etc. and strong buy-in among the team. Essentially “delegates” the pressure.

Role Modeling

– Clearly demonstrates the difference between passion and exerting unnecessary pressure.

– Skillfully holds people accountable for goal attainment; knows how to use pressure to get people focused on the right things.

– Communicates passion and pride about achieving goals and succeeding as a work unit.

– Anticipates team members’ reactions when goals are not met and applies pressure skillfully.



MTC Behavior Examples©: Exercising Positive Control - Delegation

Needs Development– Seems to controlling; rarely

trusts others to take responsibility for their work.

– Is often vague and unfocused when delegating tasks. Team members struggle to decipher what it is he/she expects. Goals and plans are rarely clear & purposeful.

– Seldom gets “out of the way” once a task is delegated.

– Often delegates tasks with so much detail that the process seems condescending and disrespectful of others level of expertise.

– Lacks understanding or appreciation of the business reasons for delegation.

– Tends to let people needlessly struggle with delegated tasks because the project goals were not clearly defined.

– Lacks understanding of how to manage through established systems, policies, and practices.

– Rarely can let go. There is usually a line of team members at his/her door seeking answers and approvals for inconsequential issues.

– Often demonstrates a lack of trust for people to get the job done when left alone.

Meets Expectations

– Clearly shows trust in team members to plan and follow-through with little supervision.

– Provides room for team members to monitor themselves and organize their own projects.

– Demonstrates confidence in others to work diligently toward individual or team goals.

– Shares responsibility and accountability through delegating tasks that have clear goals, reasonable plans, and are supported with appropriate resources. Ultimate accountability, of course, remains with the manager.

– Skillfully aligns the delegated tasks with the goals of the project and the skills of the people.

Role Modeling

– Frequently includes stretch assignments when delegating tasks. Is aware of the developmental needs of each person in the work group.

– Uses delegation as a tool to keep people motivated and invested in their professional development and career paths.

– Provides employees with a variety of new or different tasks. Employees are seldom bored.

– Knows that taking time up front to delegate a task can have a profound impact on output and professional growth.

– Delegates tasks based on the individuals level of experience and learning needs. “One size (of delegation) does not fit all”.

– Is an extremely productive manager; is a master at delegation.

– Trusts team members to take responsibility and demonstrates high levels of confidence in their abilities.



Resolutions:

What will you do to ensure you are exercising positive control?

1.

2.

3.

4.

5.


Focus for Next Meeting MTC #6: Reinforcing Good Performance

– TBD


Resources

Management Task Cycle Resource Mappinghttp://cplg.intel.com/cosn/management_leadership/Management/resource/index.asp

Management Task Cycle Behavior Exampleshttp://smpslp.intel.com/MTCbehexam.htm

Complete Competency Assessment Guide (CAG)http://cplgk.intel.com/people/development/Management/Docs/Competency%20Assessment%20Guide.doc

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