Tag Archives: Management

You = Your iTunes

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Tom Peters says his #1 belief about management is: You = Your Calendar.

“All we have is our time. The way we distribute it is our ‘strategic plan,’ our ‘vision,’ our ‘values.’ Period. So how’d you spend your precious time today? Tell me, and I’ll tell you what you actually care about — it’s simple and unerring.”

Maybe. But I don’t want to be my calendar. Nobody has to guess what bloggers care about. It’s all right here. But if I weren’t a blogger, you could look at my iPod and get a sense of who I am. In fact, here’s what you can do in lieu of a memorial service for smays: Plug my nano into a good sound system…put it on shuffle… and let it play until the battery runs down. Friends can stop by for a few minutes and listen.

The mop goes here!

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In 1987, Jeff Salzman co-authored a little book entitled: Real World 101: How to Find a Job, Get Ahead, Do It Now, and Love It! A year or two later, Salzman spoke to a small group of our company managers and told what I think might be the best management story I ever heard.

It’s the story of a Tastee Freeze, the man who cleaned it and his boss. To insure the Tastee Freeze was cleaned properly, the manager made a list of all the necessary cleaning products and tools; drew up a little chart showing where everything in the supply closet went (color coded); and made a numbered list of the proper order for cleaning the Tastee Freeze. He couldn’t understand why the cleaning guy had trouble following his carefully thought out plan.

One day a new manager showed up at the Tastee Freeze and asked the cleaning guy what he did at the Tastee Freeze. The cleaning guy showed him the precisely organized supply closet; the list of approved mops and buckets; and the printed list of steps for cleaning the Tastee Freeze.

The new manager immediately tore up the lists and told the cleaning guy, “Look, I just want the cleanest Tastee Freeze in town. I don’t care how you do it or what supplies you use. If you run into a snag, let me know and I’ll try to help.”

I must confess that I was too often the first type of manager during the 25 years I “managed” others. All I really wanted was a clean Tastee Freeze but it was so much fun to pick out the mops and make the lists. Alas.

Born, not made

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I’ve been thinking about work place dynamics a lot lately. Managers, employees, bosses, leadership, morale. For most of the past 30 years I was part of “the management team.” A couple of years ago I worked my way back down the corporate ladder so that I have several bosses (instead of one) and nobody calls me boss. The two most significant results of this devolution are I don’t get invited to lunch as often as I used to and life is much sweeter.

During the peak of my Management Years I read books and attended workshops and seminars and took it all very seriously. Most of it was bull shit. I stopped all that after reading my first Dilbert book. Scott Adams describes The Boss this way:

“His top priorities are the bottom line and looking good in front of his subordinates and superiors (not necessarily in that order). Of absolutely no concern to him is the professional or personal well-being of his employees. The Boss is technologically challenged but he stays current on all the latest business trends, even though he rarely understands them.”

Most managers don’t have any idea how they’re doing because they look to their boss for feedback instead of the people reporting to them. Looking back (and maybe a little ahead, too), I think the difference between good companies and great companies is that good companies have good leaders…and great companies have great leaders. Nothing wrong with being a good leader or working for a good company…but it’s a little harder if you’ve ever worked for a great leader at a great company. And don’t let anybody shit you…great leaders are born. They’re not made. And the men and women down in the trenches can tell the difference in an instant.