Managing Teams...I thought I had it figured out!

Question: Managing teams...I thought I had it figured out!

Team work...we know it takes this to accomplish work and drive the organization to success, day after day. And to make it work, we keep things straight, we communicate, we mentor, we give them opportunities, we keep the expectations realistic, address negativity and reward sucess (this is only indicative of the diverse things that go to manage teams).

And yet, I have came face to face with a member who disagree with his reward and position in the team. And where no level of persuasion or real talk makes a difference to the member's point of view. And this has its downside effect for the team. My question then is: Is this inevitable? Or am I missing something here that I could have done? And what could be done once such a situation comes to fore? I solicit your perspective on this.

MüTō Response:

You are not alone, and you are not missing anything. Based on your description, you are more advanced than many managers, especially in the concept of 'rewards'. Lets call it motivational management.

I wonder, do you really know the individual that is complaining. It appears that this individual is not 'happy' with the reward he has reveived for a job well done. If so, the question I have is was the reward an appropriate one for him? You see, motivation comes in many colors, shapes, and sizes. What works for one individual, does not work for another. Often times we as managers make the mistake of attempting to motivate our associates with rewards that are generic across the board. This is easy for us, we do one thing, and it should reward everyone! (coffee cards, bowling, pizza party, donuts...etc.)

Well, what happens if there's that one person who doesn't drink coffee, or hates bowling shoes, or is adverse to pizza, or cannot eat donuts? In fact it could be said, we De-Motivated them. That's a terrific problem, isn't it. Here we are doing the right thing....and someone gets pissed off.

Instead, what if we took a little longer just to get to know the people that work for us. We might find that the bowling party is not the best thing to do. Instead, it might be a half day next Friday.

The point is...this way, we would know and we could positively motivate our employees, and not fall into the accident of demotivating.

But there's more. You mentioned the individual does not agree with his position on the team. This cannot be helped...or can it? Lets assume it cannot. ie: You have no choice, the person took a job, and now does not want to do it, and feels he should be promoted.

This is a serious issue. This person wants something that will not happen. At this point a seious roles and responsibility conversation must be undertaken. The team member must be contracted to his job.

If they refuse to do it, what is the option? As a Manager, we must always face the fact that we may have to let people go. This is an example of one. Instead, what if the situation is, the individual is unhappy with his personal situation?

Well, that's a coaching opportunity. We should remember that one of our jobs as managers is to see our teammates grow. We have to be there to support growth. Perhaps its time for this individual to grow out of his position into some other position, department, or company. That's a good thing, not a bad thing.

In any case, I would recommend a strong sense of accountability when discussing these topics with the individual. Its not persuasion that will win the day, its the fact that you will have to hold this individual accountable for whatever agreements you strike up. As you must with all your teammates.

This alone will keep your team solid, and will put you in the best position to be accountable to them for their growth, and progress. Hope that helps!

Lou G

Seminal Text on the Subject of Performance Management

The Question asked: Can you recommend seminal texts/ resources on the subject of performance management? Especially relating to strategy formulation, alignment of management and employees with strategy and the 'how to' of performance measurement.

MüTō Answer:

Have you read "The Art of War" by Sun Tsu (Tse). Its an ancient document, but very good at defining what exactly strategy, leadership, and management is. It's metaphor is ancient warfare, specifically in Feudal China. However, its lessons can be applied to modern times with great accuracy.

Another great read is Ken Blanchard's "One Minute Manager".

In both cases, read between the lines, and formulate your own thoughts. Following a cook-book is not a good way to go, emulating someone elses style will only lead to great failure, unless that other person's style also happens to be your own.

Most important, remember that strategy formulation is very different from Alignment of management and employees with strategy (leadership), to the 'how-to' of performance management (basic management.)

All three depend tremendously on accountability. However, one cannot have accountability unless they are motivated, so, a manager's job is to motivate accurately, and adeptly. But without knowing their part in the strategy, this will go no where.

So, a Leader must be able to communicate to his managers, and in turn to their directs, effectively, and efficiently. Without this they will surely fail. There are many texts that dance around these subjects, any one of them is GREAT! So long as you can relate to it. But remember, without being able to communicate, motivate, and hold people accountable...all of those checklists, texts, and resources only work some of the time.

Might as well play lotto.

Thanks for the Question!

Success is not by chance!

Lou G