Tough-minded management by Batten Joe D

Author:Batten, Joe D
Language: eng
Format: epub, pdf
Tags: Industrial management
Publisher: New York : AMACOM
Published: 1978-02-27T16:00:00+00:00

8. Setting control dates and quantities to provide stretch in achieving committee objectives.

9. Avoiding banal attempts on the part of members to play to the galler) or simply to please each other.

10. Placing a premium on simplicity and end results.

These requirements of a good committee should help illustrate the necessity of candor. I recall a committee meeting set up for trouble-shooting purposes where the sales manager threw this problem out for discussion: "One of my better salespeople has been overcharging the company on the expense account for years—I've given him some broad hints at sales meetings, and he just doesn't get the drift. What can I do?" The group came up with such solutions as these: 'Tire him—he's dishonest! " "Hint more strongly." "Show each man's total expenses at the next sales meeting; he'll feel small and will probably change." "Place an arbitrary limit on their expenses and inform them of it in writing."

The discussion went on till one committee member used the questioning technique and asked whether the man had ever been counseled thoroughly on the results requirements of his job, on the procedures and ethics involved, on the philosophy and objectives of the department, and so on. The answer was, "No, he's a good salesperson, and all that red tape might make him quit." However, the sales manager was persuaded to try counseling—with surprising success. Angered by the boss's hints and suspicions, the salesperson had indeed been on the point of quitting and, after a long and candid discussion of the situation, was vastly relieved. He hadn't even known the company's policy on expense accounts and hadn't the vaguest notion why the sales manager seemed critical. Through the new insight which he and his superior both achieved, he became more than just a good salesperson—he became outstanding.

This is a double-barreled example of how a committee can be effective only if it is interacting dynamically and candidly and how an employee can perform properly only if management will make its expectations known beyond any possible doubt.

Counsel—Don't Advise

Many people react warmly and positively to counsel and just the opposite to advice. What's the difference? 1 have worked with lawyers who didn't know; as a result, they gave advice when counsel was needed and then wondered why the client relationship did not bios-

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