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6 Questions to
ask your staff
ASAP
Alex Beraskow Management evangelist
Business person of the year (Ottawa)
Veteran management consultant - 3 decades
Founded and sold 3 management consulting companies – to international firms
Established IT/net Company of the year
50 Best managed
Best workplaces
Alex Beraskow Consulting (ABC)
3
Has th
e w
orld
changed ?
5 generations
now in work
place
Diversity
Gender
Ethnicity
Dress
24/7
operation
Globalization
Virtualization
Technology
Super
computing
Internet of
things
Ubiquity
Connectivi
ty
Any time,
any place,
any device
4
Has
managem
ent
kept
up?
? Do we need a new look at how we
manage? Do we manage the way we have
always done or do we adapt
Do we need more
models/theory?
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The m
anagement
riddle
Con
trib
uti
on
/Eff
ort
Performance
Create Value
How best to create value?
Identify staff on a 4 quadrant grid #1: keep up the good work #2: examine why results
are not commensurate with effort
#3: can a bigger contribution be made?
#4: examine alternatives
What are they doing?
Level Type
1 Participant Counting acorns?
2 Stakeholder Seeing the trees?
3 Shareholder Managing the forest?
1. Creating Value2. Doing the right job right
Performance Paradigm
8
The 6
questio
ns
1. What do you own?
2. Who are your clients?
3. Is there critical collaboration?
4. Are the vectors aligned?
5. Passion or drama?
6. What does success look like?
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Q1. W
hat d
o
you o
wn?
Stakeholders
Have
interests
Defend
those
interests
Act in self
interest
Profit
accordingly
Play defence
Shareholders
Act like
owners
Invest
Act in
corporate
interest
Profit from
corporate
success
Play offence
10
Do yo
u o
wn?
People/staff
Processes
Intellectual property
Relationships
Etc.
Are you/they maintaining
that value or improving that
value?
11
The re
cipe fo
r
the se
cret
sauce
Look for
gaps in the
ownership
and fill them
Identify
ownership
behaviour
Make sure
that they are
in quadrant
#1
Turn
stakeholders
into
shareholders
Friction is
acceptable.
Without
friction there
is no
traction
12
Q2. Who are your clients?
Clients
Expect service to a standard
With a positive attitude
To act in clients interest first
Have the right thing done right
Service provider is accountable
Service provider is responsible
Boss
Knows almost everything
Command & control style
Controls relationships
Be responsible – the buck stops here
Be accountable
Be the authority
Directs subordinates
Defines tasks
versus
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The b
oss p
ara
dig
m
is wro
ng!
Ask your
staff to treat
you like a
client
If that
doesn’t
work, be a
boss –
default
position
Your staff
should also
be serving
other clients
Your staff
should also
know their
client’s client
Q3. Is there critical collaboration?
Collaboration Trusted dialogue Sharing Consultative Hard on issues, soft on
people, Respectful Speak truth to power Active listening Ownership of the
outcome not the proposal
Critical thinking
Based on rational arguments
Challenge argument & assumptions
Systems approach Analyse,
synthesize, evaluate
Evidence based
Cri
tical C
ollab
ora
tion
All turf should be mowed – regularly
15
As th
e b
oss, a
cting
like a
client
1. Create value
2. Own the culture – values and beliefs
3. Empower your team – contribution
4. Create winning conditions
Winning
conditions
Supportive culture
Mutual purpose;
no hidden
agendas
Balanced team
Commitment to an
outcome
Self-directed team
Team work
Learning
environment
16
Q4. A
re th
e
vecto
rs alig
ned?
A vector has
both
force/energy
and direction
Every team
member
has/acts like a
vector
Force/Energy
Energy
Commitment &
focus
Conviction
Core belief
Direction
Corporate
interest
Self interest
End goal
17
A p
rimer o
n
vecto
r
analy
sis
Vectors, both force and direction, are
combined to produce a result
If the inputs are all over the place – force and
direction – there will be dysfunctional results
18
As ve
ctors, a
re te
am
mem
bers a
ligned
Going in
same
direction
with
comparable
effort?
Are team
members
going in all
directions at
once
Chaos
Dysfunction
al results
Need
alignment
Everyone
has to be
rowing in
same
direction
19
Q5. P
assio
n
or d
ram
a?
drama passion
emotion theatrics commitment
role acting doing
result manipulate inspire
perception mimic authentic
20
Need m
ore
pass
ion
and less
dra
ma
Drama is self centred and
demands an audience
21
Q6. W
hat d
oes
succe
ss look lik
e?
Every team
member should
be able to
define success
– the outcome
If everyone’s
success is
different, so
will be the
direction they
are pursuing
The team
needs to align
around
success, the
direction
Then needs to
commit – the
force
22
Your jo
b Own the culture – the values and
beliefs
Set the tone
Act like a client
Create an environment for critical
collaboration
Promote level 3 management
Create shareholders
Show passion and stop dramas
Make sure that everyone understand
what success looks like
