A Manager's Three-Legged Stool
The three fundamental tenets that bear the weight of responsibility
Managers supply the structure a business needs to function properly. Good managers ensure that duties are performed to an established standard with trained, competent employees, in a safe environment, using functioning equipment, performed profitably, legally and ethically – and with the owner’s vision as a backdrop.
And much more…
The label “manager” covers a broad scope, from a working supervisor of a small crew to the highest levels of responsibility. Whatever the level, “manager” fundamentals stretch with responsibilities that grow in scope and importance.
Since the management role has such broad applications, three fundamental tenets can form a seat on which all other responsibilities can be supported, something like a three-legged stool. An explanation of each tenet follows after a brief scenario of how subtle, yet effective, they can be.
Joan was walking the production floor and saw Joe working at his machine. He saw her and waved her over.
“Hey, Joe,” she said.
“Hey, boss. You know, that new policy’s a real stinker!” Joe said pointing to the bulletin board. “The old one seemed just fine and a lot simpler!”
Joan replied, “Yes… It is different than the last one, for sure, but did you know if you ever need it, it helps you a lot more than the old one?”
“Oh?”
“Yep. It’s a big step up. Listen, you may never need it, but if you do, let me know and I’ll help you through the process.”
Joe smiled. “Thanks, Joan, I will!”
Joan caught herself before turning away. “By the way, Joe, did your machine get adjusted?”
“It did! After you called maintenance, they were here in a jiffy. Took a good minute to tweak it but it’s all good now.”
“OK. I’ll check with them to see if it’s going to be an ongoing problem,” Joan replied. “Your production was up for the week – you still in the green after the hiccup?”
Joe nodded.
“Good… and keep an eye on that blank stock. There’s been some problems with what we get from the supplier.”
“Will do!” Joe replied smiling.
“Keep up the good work, Joe.” Joan pointed at Joe, “We appreciate you!”
“Thanks!” Joe said.
Stool Leg #1:
Managers are a professional reflection of their employer.
It is very important to reflect your company professionally. Why? Its reach touches so many different elements that affect so many in important ways.
A business expends considerable effort and expense to create rules, policies, standards, culture, and values. As a manager, you are expected to accept and employ these mandates in your respective areas of responsibility. Accept the premise that you are the company’s “torch bearers”. Even if you don’t agree with a company directive, it is necessary to fully support it without discernible bias and without disparaging behavior or usurping its authority. Simply, it’s not at your discretion to decide what you should or shouldn’t represent to the company’s employees.
Maintain the dignity of management as an underscore of your personal behavior. Your conduct is on display for all employees to see. There is no “off” switch.
The cost incurred to find, hire, train, and compensate employees is an enormous investment that can pay dividends if a manager’s leadership strengthens the bond between the business and its employees, promotes unity, motivates performance and encourages retention.
Stool Leg #2:
A manager’s department should have a correct and consistent outcome.
Every department has a product that serves another, such as a widget for a customer or an accounting report to a different department. Whatever the product, and to whomever it goes, it must meet the established standard.
But “outcome” encompasses a broader result than just a standard-satisfying product. The product is right, yes, but so is everything else within the department. Requests to the department are satisfied on time, even if labeled “urgent”. Staff are friendly and helpful. When problems occur, they react productively. They proactively reach those affected to diffuse the frustration that silence and delayed disappointment cause. They may even have a solution prepared to quell concerns. Can you visualize the picture being painted? The product is correct; the department makes the outcome.
If you run your department as well as that, it would be impossible to ignore consistency, the discipline of repeating the established standard every time. The same effort that gets the product right also instills the value of getting it right every time as the expected way of doing things.
An outcome of this caliber results when you are proactive, understanding every element of the department and your people, and ensuring that nothing is neglected. You care about everything, take nothing for granted, and make no assumptions.
Stool Leg #3:
A manager enables employees to perform their duties well and efficiently.
On paper, a department is filled with the right people, doing the right job the right way, though a real work environment is typically not that sterile. It is filled with bad hires, those who don’t seek their fullest potential, others that are capable and reliable, and some who outshine the sun; a conglomerate of varied skills and personalities that must be wrangled and led in the right direction. Employees are hired to perform their duties correctly and efficiently, a basic premise of business profitability. You orchestrate the department members to function cohesively toward a common goal – a product with an expected result that is completed in its proper time frame.
Know what each job is, what an employee needs to do it, and make sure they have it. Know what training, environment, equipment, support, and supplies are necessary, influencing as needed to bring the intended result. Be proactive and preemptive to circumvent problems and downtime.
Be enthusiastic and thorough with training. Treat safety with concern and diligence. Be genuine regarding both.
Respond to employees’ needs with urgency. Be attentive. Do nothing to hinder their success. Treat employees fairly and equally in all respects. Approach employees when needed, discuss the problem, retrain if necessary, set expectations, and encourage them forward.
A manager’s responsibilities are vast. They require a full spectrum of skills, talents, and an understanding of how the world and people tick. If you employ the tenets of the Three-Legged Stool, you’ll discover they form a solid template for the many tasks that will rest upon it. The old, sturdy legs will take the weight.