Pay Attention! Part 1, Look Around!

Here is a skill set that every leader needs to develop in order to be effective, Situational Awareness. This includes paying attention to what’s happening around you while taking notice of what’s new and different as well as what hasn’t changed.

“You can observe a lot just by watching.” - Yogi Berra

Be, specific! B-E, specific!

People appreciate being noticed, particularly, by those they respect (there’s that “integrity commands respect” thing). Of all the tips and tricks given for maintaining good morale the act of saying “Thank you” is one of the best. If you’re paying attention to the work that’s being done, you are able to thank the individual or group for a specific task or job well done. On the other hand, generic thank you’s, or as I once heard repeatedly “Great Job,” can actually have the opposite effect. Let me illustrate.

Assume the role of a factory worker for a moment. You’re working the factory floor and struggling with getting the product specs within tolerance. The boss’s boss comes through, sees you hard at work, pats you on the back, and says “Great Job!” His credibility just took a hit because he didn’t notice you’ve spent the morning “producing” nothing but garbage. You’re a tad annoyed that he didn’t notice how hard you were struggling AND you now have to wait until he leaves before you can throw that inspection table full of out-of-spec product in the trash. On the other hand, if later that day, after you’ve fixed the issue and started producing good product, your boss comes by and says “thanks for your hard work in getting that issue resolved”, it makes you feel great.

Use the tool, don’t be one.

While you’re paying all this attention you need to be careful you don’t interfere. Micro-managers want to know every detail of what is going on so they can control it, but that is not what I’m implying. It’s tempting to want to meddle but resist the urge. Respect the chain-of-command, as well. With that being said, there may be times when you will have to step in. For example, if you see bad product being packaged for shipping you have to intercede, but know your place. In this case you could have the product set aside and request the shift supervisor send QA to have another look. This prevents bad product from leaving the building and keeps everyone in the loop. It also allows the appropriate supervisor to fix the issue and annotate the substandard performance, as well as provide some training for his supervisees.

As for the case against meddling, let’s just make up an example for argument’s sake. The guy you have in charge of the supply room has been working for months on a color coding system (his own initiative) in which to organize the supplies. You’re down there providing face time and chatting about what’s been going on in his world. He tells you about his color coding project and some of the issues he’s run into that he’s working to overcome. You decide to be “helpful” and suggest he could use a simple numbering system instead. No pressure, just a suggestion.

Do you see anything wrong with that scenario? I can tell you that if it were me and it was my color coding system, I’d never want to see that boss in my supply room again. At least not until I could prove how superior my color codes were working over any simple numbering system. Your reason for hanging out in the supply room was to keep lines of communication open, stay familiar with operations, and get a sense of how things are running in that work center. Possibly, you could have said, “That sounds fascinating, show me what you have so far.” This let’s him brag a little, lets you learn a little about how supply rooms are organized, and gives you an opportunity to offer a real suggestion if you find one to offer.

You want your people to brag about their work and show you what they’re doing. If sharing with you becomes a negative experience you’ve essentially shut down that communication. Don’t make sharing with you a risk. Remember, too, that any suggestions you make carry weight. The boss’s suggestion is not just a suggestion but an opportunity for them to hear an “I told you so” (even if you never say it out loud). Your suggestion may simply be meant to help them succeed but it could hinder their progress instead. Be judicious with any suggestions you make and be careful to couch them so they don’t cripple progress.

Get your hands dirty

Spending time in the trenches is one possible cure for the above scenario as well as many other communication related issues. Roll up your sleeves and help out during normal business events. Let the professionals working for you handle the complicated stuff but take on one of the simpler tasks. Helping with the grunt work puts you in the middle of things allowing you to observe the group when they’re in their element and have their hair down. They may remain a bit guarded in what they say or do but you’ll get closer to the truth of what their world is like than by any other method. You may not have a lot of time to spend doing this sort of thing but you should make it routine enough that they get comfortable with your presence.

The TV show “Undercover Boss” highlights just how out of touch some managers and executives are with what is happening below. We’ve all heard the joke that corporations are like a tree full of monkeys. The ones at the top look down and see a tree full of smiling faces looking up. The ones at the bottom look up and see a tree full of assholes. The CEO or Sr. Vice President might be a very nice person and want what’s best for the company but if they’re out of touch they can’t be effective in correcting problems happening below. They may be too aloof or too busy (either one is bullshit) to spend time rubbing elbows with those in the lower echelons of the organization but the amount of time spent in the trenches speaks volumes to me about the integrity and priority of the boss. As busy as a General is during a campaign, Patton took time to march alongside his troops.

...did you cut your hair?

Noting change, whether it’s big change, little change, or no change, let’s others know you notice. Don’t set yourself up to fail though. If you notice the normally messy supply closet is neat and organized make sure the transformation happened recently. The individual responsible doesn’t want to know it took you a year to notice. I realize everybody’s brain works differently so I can only speak to how mine works. The biggest way I note change is through constant exposure. When I worked in Facilities, or Buildings and Grounds, I made a point to take a “walk about” almost daily. I would end up visiting every project site, work center, and the current “areas of interest” no less than weekly. I would make a mental note about something in each area that impressed me. At the earliest possible convenience, I would strike up a conversation with those involved to get their take on how things were coming along. During the course of the conversation I would mention that item that impressed me. Maybe something as simple as the custodian taking the time and effort to strip the old wax off the edge of the floor where the buffer doesn’t reach. People tend to take direction more readily when they know you’re paying attention.

Breaking Bad(ly)

Break area at break time can provide a source of information on an informal level. Being human and approachable is constructive but being “one of the guys” typically isn’t. Having the boss hanging around the break area during break time can take all the relaxation out of a break. Having the boss show up occasionally during break time can offer your team an opportunity for some informal feedback. My experience taught me that showing up during break time typically extended the break time and wasn’t a good idea during busy times. I usually “dropped in” during slower periods when the group would be generally more relaxed. The ruse of seeking another cup of coffee would put me in the breakroom and the group demeanor would tell me if I should hang around.

And put it in our handy dandy… notebook?

Keeping notes on what you observe while you’re paying attention fills another vital role: your annual performance appraisal of each team member. Pulling together your notes on each individual every quarter will allow you to sit down with them and review their performance. Wouldn’t it be great if your boss told you several times a year that he thought you were doing a great job and then proved it with a list of your accomplishments? By basing those quarterly feedback sessions on the company’s annual performance appraisal format, you write their annual review over the course of the year. No surprises, lots of opportunity for performance improvement, and no insulting “Here, fill out your performance evaluation and have it back to me by the end of the week.” It will also allow you to differentiate between hiccups in performance and possible protracted morale/performance issues.

It is tough, amongst all the tasks and managerial responsibilities, to spend time paying attention. As a leader you have to know what’s happening around you. You need to have Situational Awareness, otherwise you’re clueless...a bit harsh, I know.