Archive for January, 2015

Building HPTs Rule #4: No Boundaries Based on Position

A woman dies. As she encounters Saint Peter at the pearly gates she says,

“St. Peter, it is good to see you, but how did I get here?”

“Welcome Dr. Fluesham, your position as the Head of Emergency at Flipsum Memorial Hospital is what got you here.”

“Please, call me Lucy, but I thought I would have to at least make Chief Medical Officer at the hospital in order to be guaranteed a spot in heaven.”

Saint Peter gave a warm chuckle, and said,

“Perhaps I should explain further. As the result of a horrible car crash, you sustained traumatic brain injury, and were rendered unconscious. The EMTs transported you to Flipsum Memorial. Dr. Headstrom was on call, and determined you needed a decompressive craniectomy in order to get your ICP below target levels, and save your life.”

After receiving this information, Lucy became agitated, surprised and indignant, exclaiming,

“This makes no sense! Flipsum Memorial is best in class when it comes to brain trauma. I should know. I am—or should I say was—head of ER. Did the EMTs screw up transporting me? Did Dr. Headstrom botch the craniectomy?”

“No, my dear. The EMTs immediately recognized the potential for brain edema due to raised intracranial pressure. They knew that Flipsum Memorial specialized in brain injury and the Dr. Headstrom, the best of the best, was on call. They called ahead to make sure Dr. Headstrom knew you were on the way. The ER was prepped and ready, and you were transported in plenty of time to be saved. Dr. Headstrom performed brilliantly, quickly determining that IV fluids and oxygen infusion would not suffice to reduce the brain swelling. Anticipating the possible need for a decompressive craniectomy, he arranged to have an Operating Room prepped before your arrival.”

“It was at this point that your position brought you to heaven. Because decompressive craniectomies are a last resort, and very expensive, you issued a directive last week indicating that none shall be performed without your approval. If only you weren’t unconscious.”

As far-fetched as this little parable may seem, leaders frequently allow boundaries based on position to govern the performance of their team.

Rule #4 for building a high-performing team is that there are NO boundaries based on position. If your subordinate believes you are about to make a bad decision, or believes a better course of action is in order, you want them to speak freely. If there is not time to discuss it with you, and she is the expert, she should make the call.

The perception that hierarchy and position are in place to ensure proper decision-making is a throwback to the industrial age. Hierarchy and position are in place to provide direction and adequate resources. One of the most hierarchical organizations in the world, the United States military figured this out a while ago. Generals describe strategic objectives, and highly trained soldiers on the field determine the best course of action to accomplish the mission. Few would argue that there is a better example of high-performing teams than the U.S. military.

In today’s highly competitive, fast-paced and complex world, the person doing the job must be more expert at the job than anyone, including his boss. Even if his boss had the job first things change fast enough that his domain expertise quickly becomes dated. With HPTs, knowledge, training and perspective are what matter most—not position.

Building HPTs Rule #3: Strategic Fit is a Must

The late George Harrison frequently paraphrased the Cheshire Cat in chapter 6 of Lewis Carroll’s Alice in Wonderland by saying, “if you don’t know where you are going, any road will get you there.” He often used this phrase when describing his good fortune in knowing as a small child that he wanted to play guitar. The most casual music lovers know of George Harrison as one of the Beatles. More serious aficionados of 70s music also know him from his solo career, from his earliest works (Wonderwall Music and Electronic Sound) to his more notable contributions (All Things Must Pass, The Concert for Bangladesh, Living in the Material World).

What few people recognize is that Harrison was one of the greatest guitarists of his time. His studio collaborations were numerous, including co-writes and guest appearances on recorded songs with well-known singer-songwriters such as Eric Clapton, Bob Dylan, Dave Mason, Billy Preston, Dave Lynne and Tom Petty, to name a few. In referring to Harrison, Tom Petty said, “He just had a way of getting right to the business, of finding the right thing to play.” Rolling Stone founder Jann Wenner described him as someone who “played exquisitely in the service of the song”. Said differently, Harrison understood strategic fit within the purpose of the song.

This brings us to rule #3 for building a high-performance team (HTP): When considering new programs we will challenge each other to ensure a proper fit within our strategic map. I will offer a simple 3-step approach for implementing rule #3.

Step 1 – Develop an easy to remember optic to describe the strategic map for the team—the simpler you can make this, the better.  When building Drexel University’s Baiada Center for Entrepreneurship we defined our primary focus as having two desired outcomes regarding entrepreneurship; creating interest and passion, and promoStrategic Map Opticting thought leadership and best practices. Once that was determined we created a simple chart with interest & passion on the Y-axis and thought leadership & best practices on the X-axis. Once complete, we looked at every prospective program relative to if/where it fit on the map. This accomplishes two things. First, it ensures that we expend effort only on programs that fit within the map. Secondly, if a fit exists, it also informs where on the map it fits, allowing us to build complementary programs.

Step 2 – When making day-to-day decisions regarding programming and strategies, it is important to consider those decisions in the context of the strategic map. More importantly, that consideration should be made aloud.   This helps to reinforce the team’s sense of purpose, vision and mission daily, and also provides an ongoing compass.

Step 3 – Encourage each member of the team to challenge one another regarding strategic fit. Each member of the team falls in a different spot along the spectrum between discovery and delivery skills. For example, I am stronger in discovery skills. As such, my tendency is to continually conceive new ideas for programs to offer our constituents. I am also good at convincing myself that  my idea is stellar, which they are not, making it important that I shared my brilliant idea with my partner expending delivery effort. My partner would earnestly listen to my idea,then often question the strategic fit in a professional manner. This process always resulted in one of two outcomes—both good. In some instances it gave me an opportunity to explain the strategic fit, providing my partner a better perspective of our vision. In the early days this occurred with about 2% of the ideas. The majority of instances (98% of the time) it helped me to quickly see that my brilliant idea was not strategic.  Another interesting outcome was that over time, my partners understanding of our vision was so complete that if she challenged the strategy, 99.8% of the time it was not a good fit.

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