(This is Part III of a three part series on the Performance Plus Planning System which focuses on the Four P’s – Plan, Platform, Process, People, to create synergistic accountable organizations.)

 

Each of the architectural elements plotted below warrant their own detailed explanations, however, in this article I am attempting to provide only the “framework” to build a prosperous integrated business operation capable of achieving Next Level Accountability.  

THE PROCESS

A Leader must insure his team distinguishes how to operate with competence and consistency in order to harvest a level of “competitive:” quality which outstrips the anticipations of

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clients.  The Team must appreciate “who does what when” and possess the competency to produce impregnable outcomes.  The formation of a rock-solid Plan and investment of a superior Platform is squandered without a proficient, smooth, trustworthy, Process to carry it out.

Process improvement is one of the most conversed necessities for any business attempting to advance performance.  A pure and present Plan and an organizationally supportive Platform momentously intensifies the likelihood that Process improvement will have an evocative and enduring impact.

Reengineering and Continuous Process Improvement programs employed by a fixated Leader require a company-wide effort to scrutinize all tasks and their relevancy in achieving Strategic Goals.  Team based approaches which gather information, seek out solutions and accumulate buy-in should be used as an imperative portion of Process Development.

Since most organizations lack resources to apply a complete re-engineering approach, Leaders must look at set systems and develop Processes generating more resourceful and operative results.

As a part of the planning process, measurements should be developed to determine progress to the plan.  A Leader must also fix metrics that can be effortlessly and habitually monitored for results of the Process Improvement Program.

The Process

Re-engineering

A Leaders commitment to the continuous advancement of Quality is indispensable to long-term Customer Value Proposition.  Involvement and solutions for these advancements should be pursued throughout all expanses of the company.  Process Leaders should acquire proficiency and usage in Kaizen based events to ascertain and implement these improvements.

A Street Smart Leader preserves an “external focus” on improvements which are driven by customer needs to pilot the organization to a leading industry position. The conveyance of a performance based organization must be cultured continuously to insure costs are driven down and the competitive position is enhanced.

Quality improvement programs should be examined to determine if customer satisfaction is the driving force behind any new processes and ideals.  An introverted quality program that focuses only on reducing costs without regard to customer impact will produce a company which profitably goes out of business. The effectual organization is able to conceive methods of accomplishing more with less.

The Re-Engineering

Systems

Deliberations of Systems tend to be framed in terms of information processed on computers and through the Platform Structure.  But often much of the information vital to the realization of an organization’s project or strategic plan is processed through a multiplicity of people and offline systems.  These offline systems can vary to a wide degree depending on the individual in control, possibly creating serious fissures in productivity and quality.

Often these online and offline systems are treated as separate entities resulting in a “disconnect” throughout the entire process.  Leaders must work with their teams to map both process types into one all-inclusive exploration.  Once this is completed all team members involved will now understand the entire picture.

Understanding where online systems and offline systems intertwine with each other is a Leaders first step setting the groundwork for process improvement.  Once understood, he can then begin to construct connections safeguarding check and balances are built-in to the systems to prevent the “ball from dropping” thus creating true widespread organizational productivity.

The Systems

Metrics

The establishment of a resilient Metrics program conveys accountability upon an organization.  Performance gains are based on knowing where one is starting from and where they desire to go.  Comprehensive Measurement is the best methodology to track and communicate headway.  A Leaders challenge is in determining what to measure, how to measure it, and what the results really conclude.

Developing a “root cause” mentality from the onset of Strategic Planning sets the stage for determining what to measure.  Your team will focus attention and effort in the areas the company measures.  Therefore, it is imperative to insure Measurements support goals directly without creating conflict within the organizational factions.

Leaders should concentrate Measurements in the areas of Quality (external measurements), Productivity (internal measurements), and Growth (financial measurements).

The Metrics

THE PEOPLE

A Leader’s greatest Plans, Platforms, and Processes will spiral into a tailspin without an A-Team in place.  And probabilities are, his customers will notice it before he does.  Becoming a performance based organization is reliant on people strength at every position within the organization.

Team members must unmistakably apprehend the big picture strategy and their roles within it to realize triumph.  The quality of their character, drive and skills must consistently meet the highest standards.  And the Leader must generate and sustain a workplace in which team members surpassing these criteria excel to heightened levels of personal and professional culmination.

A-Players are the “competitive advantage” of the future.  The ability of a Leader to attract the “best” and provide them with ongoing inspiration is reliant on a Vision and Plan which is stimulating, a Platform that does not get in the way and a Process which allow the A-Team to deliver superior results of which they can be proud.

People focused Leaders must evaluate the capability, drive and character of their team.  Leaders also need to assess the future probability of success each team member is likely to attain in the organizations “next level’ and determine if they are adept to “step up and grow”.  The cultural elements that positively and negatively affect performance must also be evaluated and acted upon by the Leader.

The People

Roles

The performance based organization desires to recognize the needs of customers more piercingly than customers themselves. They not only strive to comprehend what is imperative today but also what will be compulsory tomorrow, and the day after.  Leaders must work with their teams to see they become ultra-sensitive to the essentials of the customer.  As management, sales, and marketing uncover customer desires a system must be in place to disseminate this information throughout the team so that all team members accept responsibility for satiating these requirements.

Every team member must become personally engaged in customer fulfillment.  Each team and function must apprehend the customer’s needs and be devoted to delivering only the best they have to offer; not only understanding their role but also the role of others who they are responsible for functioning with and supporting.

Leaders must instill in their team that performance based service must be recognized as an imperative consequence everyone partakes in.  It is not just the job of some other department. Politics, the Blame Game, shifting and other disastrous behaviors must be sought out and eradicated.  The “common goal” of delivering Customer Value Proposition must be the focus and stand as the pinnacle for company integration.

The Roles

People Quality

A performance based organization must be strenuously unyielding in communicating the Customer Value Proposition to each team member.  Education and training must be carefully planned to insure all team members are capable of conveying customer value.  This training and education must go beyond job function and include elements that teach team members about the needs and requirements of the customer from their perspective.  Teams should then be given an understanding on the company as a whole and how each area’s goals contribute to the Customer Value Proposition.

There are many ways in which to communicate, train, and educate employees, from formal classes and seminars to on the job activities.  The strongest bond in developing team involvement is to have a strongly oriented performance based culture that creates a tidal wave of positive attitude towards the company’s Mission and wins.  A Leader must lay the foundation for this cultural strength.

World Class Organizations demand the best from each team member.  For this phenomenon to perpetually renew Leaders must be committed to the personal and professional development of each team member.  A learning environment must be created in which team members feel free to grow their careers without risk.  At the same time it must be understood that performance problems will not be tolerated and will be dealt with swiftly and professionally.

People Quality

Morale

The most effective plan will not flourish without stout Team Morale.  Perhaps nothing is more telling of the climate of the company’s culture than to perform an employee audit.  Leaders should look for outside assistance to perform a credible audit as a part of the internal analysis.  Leadership should address problems creating low morale before long-term performance improvements are affected.  In areas where Leadership cannot enact changes due to external forces (such as challenging economic times), strong internal communications and support should be provided to fortify the understanding and acceptance of the team.  No organization can move towards “being the best” without a exceedingly motivated work force.

The culture should be one that strives to deliver the Customer Value Proposition.  It should strive for internal effectiveness and constantly search for areas of improvement.  Since quality of work becomes a reflection of the quality of working conditions, a Leadership must commit himself to providing top working conditions for his A-Team.  Everywhere quality becomes the top priority for delivering value.  Team members should have a fundamental understanding of the importance of the customer and the direct correlation of the customer’s fulfillment on their personal career and future prosperity.

The Morale

Developing proficient Processes and building a fantastic A-Team of People allows a Leader to catapult off of the prodigious Plan and Platform they have developed and achieve previously undiscovered summits as a Performance Organization.  Leaders capable of building an organizational architecture on the principles of the 4Ps will establish an enduring, prosperous, and mounting organizational model.  The Performance Plus process is a comprehensive hands-on approach into your organization’s depths to gather information, solve problems, create new ideas, and discover breakthrough possibilities while directly leading your people “into the fold”.  A Street Smart Leader knows the Performance Plus Process is about realizing results.  In striving to create Next Level Accountability, he moves past the conference room “feel-good” banter and materializes real Deliverables to propel his Performance’s progress and Teams success.

4P Deliverables

THE PERFORMANCE PLUS SYSTEM

NEXT LEVEL ACCOUNTABILITY

The Performance Plus System

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(This is Part II of a three part series on the Performance Plus Planning System which focuses on the Four P’s – Plan, Platform, Process, People, to create synergistic accountable organizations.)

 

Each of the architectural elements plotted below warrant their own detailed explanations, however, in this article I am attempting to provide only the “framework” to build a prosperous integrated business operation capable of achieving Next Level Accountability.     


THE PLAN

Building an impenetrable organizational architecture originates with the development of the Plan.  The construction of a cohesive interconnected Plan establishes the underpinning of a framework which all future decisions

Planning

can be grounded upon.  With a robust and resilient Plan an organization can productively move forward toward the attainment of innovative and sophisticated goals.  With the exception of the “lucky few”, every successful business I have ever known has inaugurated its growth cycles and built future opulence through an unswerving devoutly managed Planning Process.

Leaders must collaborate with their A-Teams to cultivate a comprehensive Plan so the organization comprehends why it is in business in the first place.  Establishing a Vision pinpoints what the business “will be” and what it should be endeavoring to deliver to the marketplace.  Next, a sturdy Strategy should be created to provide a business track that is clear and provides significance to the effort of performance based activities.  The efficacy of the Strategy should be centered on driving internal Tactics toward external Benefits to the customer.

In mounting an operative Plan, an assessment of customer value should be amassed to focus and prioritize the organization’s deliverables necessary to attract and retain customers.  Strategy formulation must be persistently reevaluated to insure it is aligned with the emerging needs of customers and is incessantly placing the organization in a position of competitive advantage.

The Performance Plus key to success is in the implementation of your plan.  Objectives and initiatives must be set with accountabilities and timelines.  Integration of Tactical plans is the crucial element to the Plan’s overall success.

Let’s take a look at the three structural elements of the Plan: Vision, Strategy, and Tactics.

The Plan

Vision

The facades of Vision and Mission have become central thespians in the false piety we are accustomed to these days.  But courageous principled Leaders sustain the practice of these tools to powerfully direct and stimulate their organizations.  A vibrant Vision of the company clearly and precisely affords an understanding of what your business is all about. Establishing the elementary principles of how you are going to accomplish your Vision defines the Values of the organization.  Without Values in place, the company is unable to induce clear and directional decisions based on the long-term prosperity.  For the Plan to flourish, Leaders must be prepared to become walking, talking exemplifications of the company’s Vision and Values.

Building on the Values of the organization, a Leader should proceed to composing a Mission Statement. The Mission Statement’s resolve is to provide a directional beacon that shapes and guides business Strategies. Through an efficient definition of the Mission, Leadership is enabled to determine the Unifying Goals which inevitably bring strategic factions together in a comprehensive progressive resolution.

The development of Visions, Values, and Missions, provides the organization with a Strategy compendium from which to create a performance based organization that creates Value for the company, its employees and customers.

The Vision

Strategy

A Street Smart Leader understands the prominence of “Culture” in satiating the customer and he is resolved in shaping the values, beliefs, philosophies and understandings of his team. Therefore, he must create a performance based program which surpasses slogans and converts his values to a “way of life”.  The goal is to lead people to not only “talk the talk” but “walk the walk”.  Without the proper determinations devoted to Culture, Leadership is fighting an arduous battle in creating change. The proper Culture for a performance based organization concentrates on the human element of the business.  Factors such as inspiration, enthusiasm and morale are major opportunities.

The Strategy articulates to the organization what is compulsory to accomplishing the company’s Mission.  All employees in the company must fluently appreciate each Strategic Element.  The Strategy should provide an interrelated concept that allows different teams and functions to accomplish collective goals together. And each Strategy should be centered in the significance of conveying incomparable Value to customers through action oriented deliverables.

A Leaders goal is to generate balance within the Strategy between short term goals and long term requirements.  The Balanced Scorecard, developed by Robert Kaplan and David Norton provides a focus on establishing objectives that meet the customer, financial, internal and growth perspectives.  When each of these perspectives is kept in balance with the others, an organization avoids the trappings of short term gains at the risk of long term exposure

The Strategy

Tactics

Tactical Plans create the linkage between Strategy and Action.  Leaders should base each strategy/tactic link or initiative on a “cause and effect” relationship to gain root level sustainability.  With this structure mindset Leaders are able to methodically disaggregate each strategy with a Work Breakdown Structure (WBS) and create the building blocks for successful strategy implementation.

The execution of Tactical Plans should next be plotted and reviewed to insure cross-functional alignment exist between organizational factions.  Most importantly, Accountability must be driven into the plan through assigned responsibility and timeline stipulation.

“What gets measured gets done”.  A key to the development of a thriving Plan is in deciding what to measure and how to measure it.  Once the proper metrics are determined, they must be communicated to everyone in the organization and a meaningful review process should be established as a tool for Leadership to monitor the Plan’s progress.

 

The Tactics

 

THE PLATFORM

The most ingenious Plans are doomed to catastrophe if they are not bed-rocked on a solid Platform which supports the fluid implementation and sustainability of Strategic Initiatives.   Without a solid Platform day-to-day operations become sluggish, ineffectual, and impotent leaving a diluted and discombobulated workforce struggling to perform.  Any attempt to build a high performing organization must be predicated on a fundamentally stable and flexible network of interconnected systems which provide sustenance to the strategic drivers.

Leaders committed to building superior performance based organizations dedicate energies to systemize their customer offerings.  This is best accomplished in preparing an integrated methodology that drives a prolific deliverable Platform.  All the Mission, Values, Strategies, and Process elements will not achieve a dynamic organization without each of these components functioning in tandem with each other.  The implementation of a Strategic Platform is the most impregnable method to establishing a framework for an integrated solution.

The relationship between the cross functions of your organization must be analyzed and investigated in developing an integrated framework.  Department Silos must be torn down and barriers to the synergistic workflow and common interest eliminated through a restructuring of the organization to meet strategic goals.

Beyond mere organizational charts, the Platform also includes technologies and policies that affect the daily interaction of employees and the manner in which they accomplish assignments.  A Street Smart Leader reviews the organizational structure, technologies, and policies to ensure alignment and provide an infrastructure capable of supporting the Strategic Implementation.

A reliable, productive, and enduring Platform is based on the elements of Structure, Technology, and Policy.

The Platform

Structure

Structure is made up of the networks of people, physical facilities and resources that support the delivery of customer value.  This is where most expenditure in performing organizations takes place. The development of the structure must be carefully planned along with other strategies.  A structure built with solid principles set in the Values and Missions from the Leadership is a main ingredient in establishing the performance based Culture.

Leaders must generate an integrated approach to performance by building the Structure as an important entity within the organization.  A powerfully concentric Structure provides an organization with a resilient competitive advantage.  An enlightened Structure is built around essential customer fulfillment and is capable of quickly reacts to changing marketplace demands.  It also increases the company’s growth and profit prospects by capitalizing on existing potential and creating new business revenue sources.

A Leader committed to maintaining margins while providing customer value must take careful steps to insure the Structure is an efficient and effective organism.  He must implement a program that is suitable to the needs of customers and at the same time create a highly flexible Structure capable of dealing with any economic shift or new customer demand. A poorly managed infrastructure that is haphazardly providing costly service can drain company profits and threaten the competition position.

The Structure

Technology

Technology is no longer the differentiator we once depended on.  Available to everyone at a relative cost it has become a commodity in the business world.  In most fragmented industries, major systems development for the delivery of services does not exist and few independent solutions have developed, leaving these industries highly dependent on people skills to get the job done.

This, however, does not mean that technology does not play an important role in the accomplishment of improved productivity and customer value.  Rather the alignment of business systems with people systems becomes a key integration opportunity.

An effective Platform drives coordination from your back end systems, PC applications, processes, and people skills into a productive and value drive solution by taking the pieces apart and putting them back together in an innovative order.  Leaders deficient of substantial gains in this area are forced into having their employees working “for the technology” instead of towards the attainment of company goals.

The Technology

Policy

An effective Leader apprehends the importance of setting pure unswerving policies and compulsory standards which can be easily understood and communicated to his teams.  The establishment of policies and standards provides the organization with touchstones reinforcing the organizations Mission and Goals.

The performance based organization must stretch beyond internal processes when striving to improve productivity and quality.  Improvement on the service front is only truly defined and measured by the customer.  Policies and standards should be based on customer fulfillment criteria.

Your teams must understand the correct path to be taken in ambiguous situations where the rules are not exact.  Policies are the “glue” which keeps a Leader connected to the needs of his customers, employees, and shareholders.  They require serious thought and deployed properly, set the stage for Next Level Accountability.

The Policy

The creation of an unconquerable Plan and an unshakeable Platform are the foundations for a Performance Organization.  Leaders who possess the insight to develop and implement these key architectural elements provide their organizations with unsurpassed competitive advantages.  Not only do they strengthen their product and service offerings but they build an environment where A-Players excel in their pursuits. Our recent challenging economic times have resulted in the “shelving” of Strategic Plans and has left many Platforms tired, ragged and in need of an overhaul.  Leaders are confronted with rebuilding these foundations through unstable and unpredictable times ahead.  A Street Smart Leader will devise methods to beat the competition off the line by not waiting for the economic turn.  He will innovatively exploit the scarce resources available and initiate the rebuilding process now!

 There are few evils which contend in destroying a Culture’s Soul more than Workplace Drama.  This wicked fiend slithers throughout an organization leaving a trail of overwhelmed, frustrated and resentful people.  Rapidly, processes break down, tasks cease to be completed, and everyone is exhausted.  The fun, the pop, the trust of a team is supplanted with a focus stealing chaos that consumes the team’s lifeblood.  Many managers living with Workplace Drama are easily confounded and can lose faith in their passion.  Their Vision becomes clouded and they begin to give up the cause.

Dealing with Workplace Drama is one of the least rewarding parts of being a Leader. It has the potential to suck the life out of you, and to eradicate your motivation.  Often it leaves mangers wondering: “Why did I choose this career?” “I just don’t get it. What is everyone’s problem? Why can’t they just do their work? It’s like dealing with children.”

Occasionally people need to blow off some steam.  They huddle around the water-cooler sounding off about a particular boss or co-worker.  Mostly it is momentary harmless banter.  The water-cooler tête-à-tête provides an outlet or release which can be healthy venting in measured doses.  But when the line is crossed and your team becomes stirred up, immobilized, upset, unhappy and otherwise dysfunctional, you have a calamity on your hands.    The culprits will begin to withhold information, manipulate situations, steal ideas, or act helpless so that others will come to their aid and give them extra help. Individuals are depicted as fools or villains and all of a sudden, everything is a big deal to the point of exhaustion. Everything is elevated to crisis proportions.  And your boss is looking at you and wondering why you can’t keep your team “under control”.

Workplace Drama must be eradicated immediately before its malignancy spreads.  Unimpeded, Workplace Drama will scathe productivity and foster a detrimental effect on accuracy and quality.  It will dissect a Team’s unity and become the focus of their work activities and priorities.  Those directly involved in the drama will take their “eye off of the ball” and induce costly mistakes.  This time waster, founded in bad behavior, prevents everyone from being great.  It reduces everything you are trying to build.  Unless you are prepared and equipped to contend with Workplace Drama, it will draw you into it as well and denigrate your standing as a Leader.  As usual everyone knows the score, and they are waiting.  Waiting to see what you are going to do about it.

Let’s start off by gaining a basic understanding of Workplace Drama.  Believe it or not the Drama is a predictable plot with predefined roles.  The moves of the “Game” are always the same.  In 1968 Stephen Karpman developed the Drama Triangle as a psychological and social model of human interaction in transactional analysis.  Karpman’s Triangle conjectures three habitual role-plays which drama seekers adopt:

● The Victim – The person who is treated or accepts the role of being vulnerable

Victim’s Moto – “I’m Blameless”             Victim’s Need – Love

● The Persecutor – The person who pressures, coerces, or persecutes the Victim

Persecutor’s Moto – “I’m Right”              Persecutor’s Need – Power

● The Rescuer – The person who intervenes; ostensibly wishing to help the situation or underdog

Rescuer’s Moto – “I’m Good”                   Rescuer’s Need – Acceptance

The Victim appears depressed, fearful, needy, having low self-esteem and looking for help or answers from others.  The Victim’s nemesis, the Persecutor, finger points, finds fault, has angry outbursts, a lack of compassion, clams perfection and judges others.    And the Rescuer demonstrates controlling tendencies, giving unwanted advice, over-extending, taking on other people’s problems while trying to be the hero.

Karpman explains a game of “con” and “hook” setting off a “switch” and finally the “payoff”.  The moves continue as the drama progresses.  In this Drama Triangle the players act out an unstable and emotionally competitive “mind game” which generates misery and discomfort for each other.  The covert purpose for each ‘player’ is to get their unspoken (and frequently unconscious) psychological wishes and needs met in a manner they feel justified, without having to acknowledge the broader dysfunction or harm done in the situation as a whole

Important in Karpman’s observations is the occurrence of the players frequently switching roles as the game progresses.  The drama plays out with the protagonist starting off in one of the three main roles: Rescuer, Persecutor, or Victim, with the other principal player (the antagonist) in one of the other roles. As the drama game progresses the two players move around the triangle switching roles, so that for example the victim turns on the rescuer, or the rescuer switches to persecuting.  Perhaps the victim goes on the offensive and begins to persecute the persecutor who then becomes the victim.  And it goes round and round.  That is, until you step up and do something about it.

So now that you realize this is a game with predetermined roles and routines, you can stop the insanity before it demolishes your team.  Your first move is a preemptive strike.  You need to firmly set the expectation in every team member’s mind that you will not tolerate “Drama”.  This should be one of your compulsory attributes for being on the A Team.  It should be discussed in Company Meetings, Team Meetings and Individual Counseling Sessions.  Make it crystal clear that you have a “No Tolerance” policy towards Workplace Drama.  Openly denounce gossip and backstabbing as inexcusable actions.  And let it be known the perpetrators, regardless of the drama role they choose, will be dealt with with severely.

Next identify your Drama Queens (or Kings).  These are those in your organization who reveal a penchant towards adopting one of the three drama roles.  In fact, they may even go further and want or need to play out the roles.  The drama queen may be a neurotic and self-centered perfectionist.  Often they are considered to be exceptionally talented, but this is not always the case.  A drama queen may be jealous or envious of others, which can make any personal failings even more painful and trigger irrational thoughts of revenge.  In a drama queen’s world, people can be either with her or against her; there are no stages in between.  The Drama Queen or King collects followers with similar proclivities and initially holds court to entertain while attempting to pull them into the game.

While a drama queen might find her forceful personality and manipulation skills useful in some situations, her inability to control her emotions and to form meaningful relationships creates a liability for you if left unchecked.  Watch your drama queens and kings for sign of instigation.  Understand the situations that will launch them into action and anticipate their play.  By thinking ahead of these divas, you will be able to control the outbreak when it happens.

In managing a drama situation, begin by ensuring you are not a participant in the drama.  Check yourself against the roles and objectively remove your emotions from game-play.  Karpman’s theory states that if you play one role, you eventually play them all. But here is the biggest eye opener of all. If you are in the midst of interpersonal challenges and you still can’t identify your part, then you are in the middle of the triangle, and that is called denial.  Know that you stand on firm ground as a Tough Leader, and you can act with integrity and authority.

Once the game is on, commence your counter attack by bringing the entire Team together.  They too, have been witness to what is going on and know far more than you about the situation.  In your meeting, treat the group as a whole.  Do not deal with the drama players specifically.  Re-establish your “No Drama” expectations and restate your no tolerance policy.  Show your dissatisfaction with the lack of teamwork in solving the current situation (without going into the details).  Reinforce to everyone that time and money is being wasted with destructive personal agendas.

Now pay attention. One of your drama players is going to try and put their issues on the table to justify them.  Your Victim is going to start off with, “Well, I just don’t think its fair when…” or your Persecutor is going to start with a direct attack or your Rescuer is going to try and make peace.  You know the game and you’re ready for it.  They are trying to drag you into it.  Now shut them down hard!  Firmly state that you are not going to get into the details of the situation.  Instead, the Team is going to reaffirm rules of behavior to go forward with.  Make clear the Team’s need for functionality is your priority and not an individual’s claim on righteousness.  Then lead the Team in developing “Rules of Engagement” for the Team.  Write them on the board for everyone to see.  Facilitate a healthy outcome by focusing on principles of respect and honesty.   Specifically discuss and agree as to how conflict situations will be handled going forward.  Starting now!  Usually they determine to first try and work out a problem directly between themselves and then elevate to management if this does not work.  You need to make sure the result is that they talk with the person they are having the problem with or they talk to you.  They are not allowed to talk to anyone else regarding their complaint.  Stress this rule!

You would think in our current world of tolerance, collaboration, and “can’t we all just get along” philosophy that this would be the end of it all and everyone would go back to work and progress.  Not even close.  In fact, I don’t ever remember one of these meetings working out.  So why did you go through all of that?  Because, remember, it is game and you are playing.  The meeting was you move to set up the final play.  Your winning play!  You didn’t take sides, you didn’t mediate, you didn’t get emotional, and most importantly you didn’t join the drama game.  All you did was establish proper standards for conduct.  After all, the issue at hand is distinct from the bad conduct of Workplace Drama.  Now sit back and watch for a few weeks.  One of your drama players will recidivate.

It is time for you to pounce into action.  Now you set up a meeting with the offender.  Get ready.  They will come armed to plead their case on the merits.  As they embark on their reasoning, let them know you are aware of the situation and you are handling it.  But this is not the purpose of the meeting.  You want to talk to them about their unacceptable conduct.  They are disregarding the company’s “No Drama” policy, they are breaking the Team “Rules of Engagement”, and they are a problem to you.  Acknowledge the difficulties they are having with the situation or the person, but reiterate the proper way to deal with those problems is not through divisive backroom games.

Look them straight in the eye.  Are you ready to win this game they want to play?  Tell them directly and honestly that they will lose their job if they do not put an end to the drama.  Let them know that if they continue to threaten the culture, productivity, and teamwork of your Team you are going to fire them.  Explain this is not a time sensitive issue and you expect their attitude and behavior to change starting tomorrow.  End your session by reinforcing their value to the organization and your hope that they will take your honest warning seriously.  Check Mate!  Whatever path they choose to take, you have eliminated them as a drama player.  And everyone else watched you fortify a key value of the company.

Workplace Drama can steal your company’s soul and dishearten your personal drive.  It damages everyone associated with it and renders poor performance results.  In the end it drives a stake through the culture and any ability to have fun.  A Street Smart Leader shuts down the drama game, sets the tone of personal accountability, respect, choice, and principled behavior in the organization and work culture.  He protects the value of trust which allows people to grow and excel.

I entered management believing that as long as I was able to develop my department’s performance and meet company goals, I was doing my job and the rest would take care of itself.  So I did my job and waited for my career to move forward.  And of course it did, but not always as quickly as some of my contemporaries who didn’t appear to have my list of accomplishments.  It took me a few exasperating years to study their advancements and realize they were doing more than taking care of their jobs.  They were taking care of their careers.    

If you are to develop a successful career plan you must constantly concentrate your efforts in a three pronged attack.  Just doing your job well will only result in being able to do it for a very long time.  Eventually the mundane will take root and either you or your boss will tire of it and execution will diminish.  Inevitably your goal must be to advance stronger and faster than those surrounding you. You are in a race against time for success and the longer it takes to move up the chain of command the more unmanageable and improbable it becomes.  Launching a comprehensive campaign that showcases your talents and accomplishments will set you on the road to advancement. 

You must learn to manage three different entities every day with efficacy.  They are: 1) The Others you work with, 2) Yourself and 3) Your Boss.  Your ability to concurrently contend with the challenges of these three competing interests is essential. 

MANAGING OTHERS

We naturally imagine our subordinates when thinking of managing Others.  But just as importantly are our peers, staff members, and those in the company who are postured to observe our performance.  It is crucial to have this group’s Respect!

The easiest way to gain the respect of Others is to Win.  People love winners and thrive on the opportunity to be connected with triumph.  Focus your efforts on being a Tough Leader who accomplishes problematic strategic issues.  Do not be concerned with “being liked”.  Victory is more important.  Others will notice who is winning and who is losing.  Your success builds influence and influence in turn creates cooperation.  With the cooperation of Others, you are armed to take on your next challenge with momentum.

Gaining cohesive long-term cooperation depends on being an advocate of Others’ needs.  Support your team and your peers with passion.  Too many managers make the mistake here of keeping score and waiting until they owe someone a favor before throwing in.  This egocentric approach only diminishes your short term effectiveness and slows your own progress.  Gain the respect and cooperation of Others around you by “paying it forward” when it comes to support.  Acquire a deep understanding of what they need to win and contribute everything you can to their success.  They will not overlook it and you will have increased your own power-base.

If you win and are supportive, you will gain Others’ admiration, but you really need their respect.  This requires bonding with them.  You cannot expect someone to run through walls for you if you do not have any bond with them.  Get to know the people around you.  Know their interests and passions.  Understand what makes them tick.  Care about them!  Running into them a few times a week in meetings is a disingenuous attempt at a relationship.  Relationships are of consequence and they matter.  Build them with the people around you.  Enrich your team’s and coworkers’ daily experience with a giving and caring atmosphere.

MANAGING YOURSELF

I have seen managers who are utterly out of control when it comes to managing themselves.  It is a spectacle they are even making it through the day.  They storm through what should be normal daily activities as if they were drowning.  If you are habitually disorientated, people will mistrust your capacity.

Managing yourself is a principal of Quality.  You must grasp the concept that Quality is not a part time thing and it must permeate all you do.  You cannot ask for or demonstrate quality in some things and ignore others.  Quality is a Value.  Episodic deviation from the value of Quality only creates hypocrisy when you try and enforce standards on others.  A commitment to quality elevates the game and demonstrates to others the expectations you command in all things – all of the time.  

Start with your personal organization.  Are you together?   Are you prepared?  Have you thought issues through?  You must become impeccable with your time management.  Know where you are supposed to be and know what needs to be done and when.   Meeting deadlines should be a “no sweat” routine with which you never falter.  Look at your personal presentation, your office, your briefcase, and your organizational system.  Do they tell people you are devoted to Quality?  Clean-up any chaos.  Think about how you are perceived in meetings, how you order lunch.  Make sure you are a self-reliant, prepared, and poised Leader.  No one will want to follow you if you can’t even find your keys.  Simply put… be professional!

Although a large part of your responsibilities revolve around the work of others, inevitably, you have work of your own to produce.  The production of your work should be skilled and precise.  The quality of anything leaving your desk must be first rate, accurate and presentable.   Believe everything you create will be posted on the bulletin board in the lunchroom or your boss’s door.  Set a goal to produce the preeminent work within the company.   Anything less lowers the bar for everyone and questions your credibility.  This is a tangible opportunity to create career distance between you and your peers.

As a professional producing striking work product, your next self-management focus is to demonstrate the attributes and values you require in others.  If you expect a strong work ethic, demand one of yourself.  If you desire positive attitudes, mandate yourself to be upbeat in the worst of times.  As your career expands, you leave behind the ability to “do everything you ask your employees to do”.  But you always retain the obligation to exhibit how to comport oneself in difficult situations and to ensure your organization’s Values are alive and well every day.   

MANAGING YOUR BOSS

This essential concept is often a surprise to many.  After all, isn’t my boss beholden to manage me?  Isn’t he answerable for me in the same way I am responsible for my subordinates?  The answer is, “No”. We just discussed how you were responsible to manage yourself.  If you want your career to thrive, you need to own it and not be complacent with anyone else having accountability for your success.  Managing your boss safeguards your accomplishments and profiles them before the organization’s executives.  Here is where your career takes flight.

You need to become your boss’s Star; his “Go To” person.  This originates with understanding and being proactive to his needs.  Yes, you heard me correctly.  It is not his job to make your duties easier for you. It is your job to make his life easier for him.  Think about that for a second.  What does he need?  What is important to him?  What are the organizational goals he is focused on?  You want to be the first one to the table with real deliverable solutions to make him successful.  Forget the idea that he is there to care for you.  Your goal is to ultimately assume his position.  Start to think of yourself already in his job.  Who is going to take care of you then?  If you understnd my point, you realize relying on your boss for your needs is a self–limiting proposition.  Get out in front of helplessness and stay there.  Also, it isn’t your priority to change your boss.  All bosses have their quirks and difficulties.  Accept them, for if you don’t already, you will have your own challenges for others coming soon.  It is your duty to lead your team to success despite any shortcoming of your boss.  Waiting for a change in his habits is only placing your career on suspension.  Learn to make your system work around his imperfections.      

To become his “Go To” person, you must have ideas; well thought out ideas that can be put into action with winning results.  You need to be able to discover the methods and means for improving your organization.  Your team must produce “standout” performance.  When an initiative of your boss is meeting resistance in other parts of the company, show how your team can break through the barriers and make it happen.  As you create innovative ideas and your team outperforms the norm, your accomplishments will be noticed.  But don’t be surprised when your boss gets a certain amount of credit for this.  After all, you are on his team.  Don’t get stuck here; just keep moving forward and your star will continue to rise and shine.

Too many managers never learn how to “Get to Yes” with their boss.  They think of an idea and throw it up.  They run into their boss’s office on Monday morning and excitedly spew out, “I have an idea. I need people.  I need money.  And then I can do so and so.”  Usually their boss impatiently listens for about 15 minutes and then says something like, “We’ll see.”  Doesn’t this sound familiarly like our Parent’s response when we were ten years old?  It should, because these managers are acting like ten year olds.  If you have a well thought out winning idea, then you need to guarantee it will get approval.  It is your responsibility to get the “Yes”.  Managers who sit around complaining that “nothing ever changes around here” have failed.  They are incapable of putting forth a compelling and unquestionable argument to get a “Yes”.  Commit to yourself that you will never receive a “No” from your boss again.  “Yes” isn’t just about being right.  It is about timing, presentation, and competing interests for resources.  It is about ROI, Values, and your Boss’s agenda.  If you’re not ready to win on all of the fronts, don’t pitch your idea.  Once an idea is pitched and denied, it usually dies.  Be patient, properly prep your idea, wait for alignment, and wait for your boss to be ready to say “Yes”.  Only then should you go for it and present.  If you can acquire this skill you will be among the few who can say, “My boss never says “No” to me.”  And your boss will learn to trust in the strength of your ideas and your abilities.  He will be able to count on you as a solid thinker and contributor.

 Managing Others, Yourself and Your Boss may seem like too many balls to keep up in the air.  It requires careful forethought, diligent planning, and unswerving implementation.  It entails an awareness of the priorities going on around you which you may not necessarily be involved in.  But most of all, it requires a commitment to being the best manager you can be in all areas of your working life.  If you’re not up for the challenge, you might continue to succeed at your job.  But if you want to be a Street Smart Leader, you will keep an active focus on these three priorities and vault past your contemporaries for that next promotion.