Prescription Instructions

1. The magic pill must be taken, by managers, once per week, on Monday.
2. The magic pill has no effect on the manager during the week until 40 work hours have been logged.
3. Once 40 work hours have been logged, the magic pill prevents the manager from thinking about work activities.
4. Blackberries and remote email are considered work activities by the magic pill.
5. If the manager persists in thinking about work activities, the magic pill will shut down conscious thought and make the subject sleep for a temporary period (naptime).
6. In most cases, the magic pill has been shown to change the work habits of managers, who now know they must be effective within 40 work hours per week.
7. In clinical trials, in some cases, side effects of the magic pill have improved family and social activities.

Think about this magic pill. If you took the magic pill, what habits would you change to become more effective? -TF

"It's funny," Curtis observed, "sometimes, after hours, it is quiet and I ask myself, why am I here? I should be home with my family, but there is still so much to be done. And if I don't take care of some loose ends, something critical will blow up tomorrow."

"Do you think you are the only manager in the world that is thinking that thought?" I asked.

Curtis chuckled. "You know, you're right. So, why does it happen?"

"You tell me," I replied.

Curtis had to think. He had been so busy working, that he never thought about what he was doing and why he was doing it.

"I feel guilty," he finally responded. "I am responsible. It's up to me. I guess I bring it on myself."

"And if something doesn't change, about the way you manage this department, what will happen?"

"I am already seeing the chinks in my own armor. I feel tired every morning. I stopped working out because I don't have time. I feel like I have a cold coming on. But the harder I work, the more things seem out of control."

"Think about that," I said. "The harder you work, the more things seem out of control." -TF

Curtis was very uncomfortable. "You make it sound like I am in big trouble. But isn't this what management is all about? I mean, aren't I the one who is supposed to make all the decisions? Aren't I the one responsible for all the results?"

"You are accountable to your boss for the performance of your team," I replied. "But between you and your team, it sounds like you are responsible for making up all the plays, calling the plays, taking the snap, throwing the football, catching the football, running for the touchdown. Did you forget to block?"

"Yes, but it's not that bad."

"It's not?" I asked. "Who was here all day last Saturday? How many hours a week have you been putting in?"

"Well, when you put it like that, I was here, 58 hours last week," Curtis reported.

"And whose fault was that?"

"Well, there was just stuff I couldn't get done during the week. I have a lot of responsibility."

"And how much responsibility does your team have?" -TF

From the Ask Tom mailbag, Kurt writes:

Question:

Job protection is often a reason not to delegate. Lot’s of managers use job protection as a means to make themselves needed by the company. Knowing things, that others don’t, equals some power in their position. But in the long term, they loose flexibility and get frustrated. How should we manage those employees?

Response:

It is critical that we understand the elements we hold managers accountable for. Often, we hold managers accountable for getting work done, when we should hold managers accountable for the performance of their team. It is this nuance that most don't get.

The work of management is not "doing work." The work of management is building the performance level of their team. And delegation is the most powerful tool the manager has. -TF

Glen was working late. "What's happening?" I asked.

He was staring at a project book. I realized he was not in a jovial mood. He took in a long breath and a measured exhale. I could see the blood boiling behind his eyes, betraying his exterior composure.

Finally he spoke, "I thought this project would be done by now, but it's not. It is due at the client tomorrow morning at 8:00, and it is only half finished. My team let me down."

"Who was the project leader?"

"Andre," he replied.

"And what did Andre say?"

"It's the funniest thing. He said he knew the deadline was tomorrow, but since I never came around to check on the project, he didn't think it was important anymore, so he didn't start on it."

"So, where is he now?"

"He is actually finishing a different project from another Project Manager, in Kansas City. So it looks like I will be here until midnight."

"So, tell me, Glen. What happens to the importance of any project when the manager fails to follow its progress?"

"I know. At first I was mad at Andre, but it's my own fault. I had set some follow-up meetings and just blew them off. Now I have to pay."

"And next time?"

"Next time, I will make the follow-up meetings, instead of having to finish the project on my own."