From the Ask Tom mailbag:

Question:
I am Karthi from India. I would like to ask you a simple question. We talk about theories in management. But, people with experience in management say that, well defined theories will not work. I, myself, agree with this. Considering human resource management, a single management strategy will not work for people from various geographical locations. For example, you cannot deal with Indians and Japanese in the same way, right?

Response:
Karthi, thank you for the question. There are levels where you are accurate, where there are distinct differences and levels where management strategies are identical. Let's explore both, and discover.

There are certainly differences in customs between Indians and Japanese. In the United States, there are customs that are different between people from New York and people from Texas. These differences can easily be observed in greetings, dress, pace. Each of these will be important for a manager. Handshakes, bows, hugs, kisses, smiles all create a platform for communication.

And there are some elements which I believe are identical from one culture to the next. One element, is the way in which, we all need to work. I believe, in each culture, individuals require, for their own self concept, the ability to contribute, through work. The goal for every manager is to discover in each team member, the type of work on which, the team members places a high value. We all have this need and it can only be satisfied through work.

What is work? It is the same in every culture. Work is solving problems and making decisions. Often, we see manual work as shoveling, digging, putting things on shelves, filing, copying, answering emails, going to meetings. But that is not the work. The work is in solving the problems and making decisions during each of those activities. And that work is the same in India, Japan and Alabama.

From the Ask Tom mailbag:

Question:
My company went to a big seminar last week, so now, we are on a big kick to "drive decision making down to the lowest level." As a manager, I am not supposed to answer my team members' questions. I am supposed to say, "I don't know, what do you think?" Sometimes, my team members don't think.

Response:
This is a noble idea, but as with most noble ideas, as a manager, you still have to make a judgment. Which decisions are appropriate to drive down? Some are, some are not.

Decisions can be measured by understanding the Time Span of the goal. If a team member has a goal that is due in one week, that creates a Time Span of Discretion of one week. Most decisions like this will be related to the pace and quality of the work.

For example. If a team member is to produce 100 units in a week's time, they should have the Time Span of Discretion to decide at any given time, if they are ahead or behind schedule. They should be able to decide if they can work on other projects during that time or if they have to put other work aside to complete the 100 units prior to the end of the week. If they run into a problem that they can solve and still get the 100 units produced according to schedule, then they should solve the problem. If solving that problem will take so much time that it jeopardizes the production schedule, then their manager should immediately be consulted so appropriate adjustments can be made.

The Time Span of Discretion is an accurate gauge to determine which decisions should be driven down and which should be reserved for the manager.

From the Ask Tom mailbag:

Question:
What is your opinion on the idea of forcing decision making downward. Do you think downward decision making is desirable?

Response:
It depends. There are a number of factors that will determine this direction. Ultimately, I will hold the manager responsible for the results of any decision that was made. This alone may guide you.

First factor is risk management. How much risk is associated with the result of the decision? If the decision is made poorly, how much damage can be done? Do you work in a nuclear facility or an ice cream parlor?

The second factor has to do with purpose. What is the purpose of driving the decision down a level? Is it a learning purpose? Is its purpose to obtain buy-in to the decision? Get clear on the purpose and that will help you determine the direction to move.

These are the issues we talk about in Working Leadership Online. Our next Subject Area, Decision Making, Time Span of Discretion kicks off on Monday, February 22. Follow this link - Working Leadership Free Trial.

"I don't like to think about it," Roselle explained, "but I keep thinking that maybe I'm the next one to get a pink slip."

"I know, in these times, it is tempting for a company to save overhead costs, to lop off heavier management salaries. And some companies have no other choice," I replied. "But in times like these, we will see more volatile change than normal, and there will be more management decisions to make in response to that change. Management decisions cannot be made without a manager."

"I don't know about that. I have seen some boneheaded people making decisions in my day."

"Of course you have. Sometimes we leave the wrong decisions to the wrong people. Some people make decisions through trial and error (in front of the customer). Some people are able to tap into their experience, or the experience of other people to see if we have ever solved that problem before. But I have to tell you, some problems you see today, have NOT been solved before. Those problems will require analysis, to get to the root cause before a decision can be made. It is those problems and those decisions which require a competent manager."

What are the most important things you do in your role, as a manager? What is managerial work?

We answer emails, complete paperwork, sit through meetings, but when you strip away the fluff, the most important contribution we make, as managers, is to make decisions.

• Who should be assigned?
• How should something be done?
• Which goal has greater priority, today, right now?
• Are our methods effective?

Next Monday, February 22, Working Leadership Online kicks off our next Subject Area, Decision Making, Time Span of Discretion.

• Learn three proven ways to make better decisions.
• Understand this critical metric to determine who should be making which decisions.
• Understand the balance between facts and intuition in the decision making process.

If this strikes a chord in you, as a manager, this is your opportunity. We've reserved fifty slots for our friends and family to participate, on us. If you would like to reserve your spot, follow this link -

Working Leadership Free Trial

Looking forward to meeting you online.