Mgmt forum MTC 5


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Mgmt forum MTC 5

  1. 1. Intel Confidential1“Forum ofManagementPractices”MTC #5: Exercising PositiveControl
  2. 2. Intel Confidential2In Review… In our last meeting, we discussed Phase IV of theManagement Task Cycle TM, “Obtaining & ProvidingFeedback”– 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 theirgoals– Honestly say what he or she thinks about the groupsperformanceWhat are you doing to reinforce successfulFeedback practices within your own group?
  3. 3. Intel Confidential3Today’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 ProvidedFeedback… lets talk about ExercisingPositive Control
  4. 4. Intel Confidential4Agenda 5 Min Agenda, Intro’s & Inclusion 45 Min Time Emphasis, Control of Details, GoalPressure & 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
  5. 5. Intel Confidential5Before we start, keep this in mind:Avoid the MTC Control “Bottleneck”! When managers skip or don’t fully address any of theMTC steps 1 thru 4, the ensuing problems usuallyend up in a bottleneck at step 5 – Exercising PositiveControl Managers may compensate by suddenly trying totake strong control– This approach can be very bad for team morale– The manager becomes a non-trusted authority figure– Team members resents the new interferenceAvoid the Control“Bottleneck”
  6. 6. Intel Confidential6DelegationGoalPressureControl ofDetailsExercising Positive ControlManager Expectation:– Communicate importance of deadlines and monitor time– Keep close supervision of performance and how the work isdone– Use pressure when appropriate to get results, through strongemotional statements and reprimanding those who makemistakes– Assign responsibility for schedules, procedures and planningTo help Exercise Positive Control, the effective managerwill:– Take appropriate action when people make mistakes– Take appropriate action when goals are not met– Apply appropriate pressure to get resultsTimeEmphasis
  7. 7. Intel Confidential7Time 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. Usesappropriate forums/mediums to get results. Assigns responsibility for schedules, procedures and planning.Basic Basic + Intermediate AdvancedTime Emphasis & Control of Details*Directs employees in determiningdelivery date of projects/tasks.Checks status with employeesfrequently. Reminds employeesof upcoming deadlines andcommitmentsWorks with employee ondetermining the deadlines of task.Regularly scheduled or infrequentchecks on status.Creates environment of expectedresults within deadlines.Checks progress at mutually agreedpoints.Engages employees in goal setting;provides broader picture.Follows through with rewards orconsequences when goals are notmet.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
  8. 8. Intel Confidential8What are some of the methods thatyou use to enable the “TIME”emphasis, in exercising positivecontrol?Are their any barriers that couldhinder your ability to do this? If so,what can we do to prevent/prepare?Discussion
  9. 9. Intel Confidential9Control of DetailsTo help ensure successful Controlling of Details, amanager should:– Keep track of performance on each job– Work with employees in determining deliverables and duedates– Create an environment of expected results withindeadlines– Engage employees in goal settingWhat are some of the methodsthat you have leveraged allowingyou to successfully CONTROL DETAILSwithout becoming over-controlling?
  10. 10. Intel Confidential10Goal PressureBasic Basic + Intermediate AdvancedGoal Pressure*Creates goal discipline andresponds to changes in goaltargets.Ensures goals are met throughfrequent monitoring of status.Creates goal discipline withcareful, proactive review of goalchanges with direct reports.Ensures goals are met throughregularly scheduled reviewmeetings with employees.Creates high performance by settingchallenging goal targets for the workgroup.Allows employees to set their owngoals and deliverables; reviewsprogress at mutually agreedcheckpoints.Utilizes transition managementtechniques to transition groupthrough goal target changes,balancing business requirements andwork life effectiveness needs (groupmorale).Creates high performance by settingchallenging goal targets thatintegrate and contribute to broaderIntel objectives.Employees set own goals andreviews with manager on as neededbasis only.Influences organizational transitionsthrough goal target changes,balancing business requirements andwork 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
  11. 11. Intel Confidential11What are some of thetechniques that youhave applied to ensureappropriate goalpressure?Discussion
  12. 12. Intel Confidential12Basic Basic + Intermediate AdvancedDelegation*Ensures direct reports regularlyuse self directed monitoringsystems e.g., tally sheets andcheck lists to regularly check ownprogress against benchmarksDirects people in determininghow to accomplish a task.Delegates parts of a project orprogram. Frequent monitoring ofprogress.Takes responsibility for task.Shares only basic knowledgeneeded to complete the task.Works with employees to helpthem develop and implement self-directed monitoring systems thatapply to all types of work.Brainstorms with the process ofcompleting the task.Delegates tasks but not authorityto make a decision. Has definedcheckpoints to monitor progress.Shares bigger goal withemployee. Takes responsibilityfor task.Delegates work according tocapability and capacity, effectivelyutilizing ZBB process for workloadleveling.Reviews the method of taskcompletion with employee.Encourages them to look for newprocesses.Delegates important decisions andtasks, with consistent frequentfollow up.Shares accountability withemployee.Delegates according to skill;delegates as development tool forsupport.Tends to trust people to perform thetask on their own, with leeway onhow to accomplish task/project.Clearly and comfortably delegatesboth routine and important tasks anddecisions. Lets direct reports finishtheir own work and report out asnecessary.Broadly shares both responsibilityand accountabilityDelegationTo 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
  13. 13. Intel Confidential13Delegation How do the following play a role inDelegation:–Trust & Respect–Empowerment–Authority–Micromanagement–Expectations–Goals–Communication–Rewards–Feedback
  14. 14. Intel Confidential14Exercising Positive ControlSkill Not Present Overuse of Particular Behaviors/TechniquesDoesn’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 orpriorities• May manage time poorly and not get around to managing in anorderly way• Doesn’t provide work in progress feedback• Doesn’t set up benchmarks and ways for people to measurethemselvesDoesn’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 forhim/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 biggerpicture• 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 mayoverstructure tasks and decisions before delegating them to the point oflimiting individual initiative• May not do enough of the work him/herself
  15. 15. Intel Confidential15Remember:Avoid the MTC Control “Bottleneck”! When managers skip or don’t fully address any of theMTC steps 1 thru 4, the ensuing problems usuallyend up in a bottleneck at step 5 – Exercising PositiveControl Managers may compensate by suddenly trying totake strong control– This approach can be very bad for team morale– The manager becomes a non-trusted authority figure– Team members resents the new interferenceAvoid the MTC Control “Bottleneck,”Control could become Negative,not Positive!
  16. 16. Intel Confidential16Exercising Positive ControlWhat does this behavior look like?
  17. 17. Intel Confidential17MTC Behavior Examples©:Exercising Positive Control - Time Emphasis Needs Development– Often lets delivery datesslip.– Often makes excusesfor the lateness ofothers.– Seldom role models theimportance oftimeliness.– Is often disorganizedand seems unable tocoach others to usetime effectively.– Frequently struggleswith “multitasking”;often forgets deadlines.– Tends to be impatientand critical when itlooks like a deliverablemay be late; does littleto help with the timelineissues. Meets Expectations– Places a high valueon completing taskson time.– Has procedures tokeep everyone awareof deadlines.– Makes sure the teamadheres to deadlines.– Makes it clear to allinvolved what theconsequences ofdeadlines are, for theteam and forstakeholders.– Allows others todetermine timelinesand schedules forsub-tasks.– Guides the team inprioritizing what’simportant. Role Modeling– Places high value oncompleting tasks on time andprovides the tools for peopleto become skilled at self-monitoring.– Expertly uses goals andplanning to monitortimelines.– Teaches people to value theirtime and respect the time ofothers; promotes the use oftime management tools andtechniques in coachingsessions.– Sees timeliness as animportant ingredient ofbuilding trust with others.– Has great intuition and sensewhen a project is runningbehind schedule beforeothers realize it. Will coachothers to recognize andanticipate the criticalissues.Behavior Examples © are a product of the Booth CompanyManagement Task Cycle Behavior Examples © 2001 by Clark Wilson Group, Inc., Boulder
  18. 18. Intel Confidential18MTC Behavior Examples©:Exercising Positive Control - Control of Details Needs Development– Rigorously instructs eachperson on what to do, andexactly how to do it.– Tightly monitors the detailsof each person’s job,regardless of theirexperience, training ormaturity.– Often micro-manages thework of team members.– Can make team membersanxious and nervous bycontrolling details tooclosely.– By over-controlling thedetails, tends tocommunicate a lack of trustin others.– Rarely lets employees makedecisions regarding theirwork and responsibilitieseven though employees arecapable of managing theirown work. Meets Expectations– Has controls in place tomonitor the performance ofeach person’s job todetermine readiness to giveincreased scope ofresponsibility.– Delegates quality control onsub-tasks.– Monitors and measures howthe work is progressing.– Tracks unit and individualperformance.– Makes sure that qualitystandards are understoodand clearly and genuinelyaccepted by each memberof the team.– Instructs team members tocommunicate with oneanother about the qualitystandards for sub-tasks andthe bigger picture. Role Modeling– Consistently balances thecontrol of details withworker expertise, clarity ofwork goals, planning andproblem solving decisions,and frequent performancebased feedback.– Knows when to controldetails and when to allowsubordinates to monitortheir own details.– Stretches subordinates tomonitor the details of theirjob assignments and actaccordingly.– Teaches subordinates to usetools & measurements tomonitor the details of theirwork.– Role models exceptionalability to let others managetheir work and guides othersto know when a managerneeds to intervene or assist.Behavior Examples © are a product of the Booth CompanyManagement Task Cycle Behavior Examples © 2001 by Clark Wilson Group, Inc., Boulder
  19. 19. Intel Confidential19MTC Behavior Examples©:Exercising Positive Control - Goal Pressure Needs Development– Doesn’t seem to carewhen goals are not met.– Seems afraid to placepressure on others; hasstrong needs to be likedand admired.– Attempts to get resultsthrough the use ofunrealistic pressureinstead of goodmanagement practices.– Sometimes demeansand induces fear amongothers when goals are injeopardy.– Often loses temper andeven screams, yells orshouts at people whenthey make mistake. Meets Expectations– Knows how to exertpressure in a fairrealistic way.– Displays dissatisfactionwhen goals are not met;cares about “how, whenand why” we strive tomeet customer needs.– Understands thatpressure is one of manymotivational tools thatmust be used carefully.– Uses pressure in a moresubtle way, by firsthaving clear goals,plans, etc. and strongbuy-in among the team.Essentially “delegates”the pressure. Role Modeling– Clearly demonstratesthe difference betweenpassion and exertingunnecessary pressure.– Skillfully holds peopleaccountable for goalattainment; knows howto use pressure to getpeople focused on theright things.– Communicates passionand pride aboutachieving goals andsucceeding as a workunit.– Anticipates teammembers’ reactionswhen goals are not metand applies pressureskillfully.Behavior Examples © are a product of the Booth CompanyManagement Task Cycle Behavior Examples © 2001 by Clark Wilson Group, Inc., Boulder
  20. 20. Intel Confidential20MTC Behavior Examples©:Exercising Positive Control - Delegation Needs Development– Seems to controlling; rarelytrusts others to takeresponsibility for their work.– Is often vague and unfocusedwhen delegating tasks. Teammembers struggle to decipherwhat it is he/she expects. Goalsand plans are rarely clear &purposeful.– Seldom gets “out of the way”once a task is delegated.– Often delegates tasks with somuch detail that the processseems condescending anddisrespectful of others level ofexpertise.– Lacks understanding orappreciation of the businessreasons for delegation.– Tends to let people needlesslystruggle with delegated tasksbecause the project goals werenot clearly defined.– Lacks understanding of how tomanage through establishedsystems, policies, and practices.– Rarely can let go. There isusually a line of team membersat his/her door seeking answersand approvals forinconsequential issues.– Often demonstrates a lack oftrust for people to get the jobdone when left alone. Meets Expectations– Clearly shows trust in teammembers to plan and follow-through with littlesupervision.– Provides room for teammembers to monitorthemselves and organizetheir own projects.– Demonstrates confidence inothers to work diligentlytoward individual or teamgoals.– Shares responsibility andaccountability throughdelegating tasks that haveclear goals, reasonableplans, and are supportedwith appropriate resources.Ultimate accountability, ofcourse, remains with themanager.– Skillfully aligns thedelegated tasks with thegoals of the project and theskills of the people. Role Modeling– Frequently includes stretchassignments when delegatingtasks. Is aware of thedevelopmental needs of eachperson in the work group.– Uses delegation as a tool to keeppeople motivated and invested intheir professional developmentand career paths.– Provides employees with a varietyof new or different tasks.Employees are seldom bored.– Knows that taking time up front todelegate a task can have aprofound impact on output andprofessional growth.– Delegates tasks based on theindividuals level of experience andlearning needs. “One size (ofdelegation) does not fit all”.– Is an extremely productivemanager; is a master atdelegation.– Trusts team members to takeresponsibility and demonstrateshigh levels of confidence in theirabilities.Behavior Examples © are a product of the Booth CompanyManagement Task Cycle Behavior Examples © 2001 by Clark Wilson Group, Inc., Boulder
  21. 21. Intel Confidential21Resolutions: What will you do to ensure you are exercisingpositive control?
  22. 22. Intel Confidential22Focus for NextMeeting MTC #6: Reinforcing Good Performance– TBD
  23. 23. Intel Confidential23ResourcesManagement Task Cycle Resource Mapping Task Cycle Behavior Examples Competency Assessment Guide (CAG)