Every Team Member Is Important!

In the Mission: Impossible TV episodes, there were many times when the mission required the Team to simulate a large political reception…or a fully manned submarine… or a fully staffed hospital.  There is just no way that the 4 or 5 people who were part of the "main team" were going to pull this off.  When this happened, Mr. Phelps turned to outside repertory companies to help him fill the temporary staffing needs he had.  These people were critical to the success of the mission even if they were not named members of the Team.  The failure of these people to do their job well could have easily led to the failure of the mission as a whole.  Because of this, Mr. Phelps, I’m sure, went out of his way to let these people know they were valued and key parts of the overall success plan.

They were, in effect, temp workers.  Contractors.  Part-timers from a staffing agency.  Yet, it seems obvious to us that Phelps would have been foolish to treat them poorly because, even though they had no major part in the mission (such as a speaking part), they could easily cause the mission to fail should they be any less than perfect in what they were doing.

Is this really any different than the temps, contractors and part timers that we employ routinely today at our companies?  Obviously we need the temps working for us to be just as perfect in their jobs so that our “missions” are equally successful!  If you treat temps like they are expendable, isn’t it likely that they will not be working to the peak of their ability and will, in all likelihood, develop a bad attitude that will be noticed by a customer (who will have no idea that this is “only a temp”.)  We must find ways to remind them that they are part of our Team.

How do we do this?  In my past, I have worked for chemical plants that made a point of telling the 15-20 contract workers that worked for them that they were NOT invited to the company picnic because “they were just contract workers”.  Did the money this plant saved on a few hot dogs and glasses of iced tea really make up for the markedly depressed enthusiasm these workers felt at such a slight?  Hardly!  At my utility company, we make a point of inviting everyone who works for or with us to every function we hold…lunches, holiday get-togethers, awards dinners…everything! 

Treat everyone on your team like they are, in fact, on your Team… BECAUSE THEY ARE!   

ACTION:  What are YOU willing to do to ensure that the temps and part-timers working for you do not cause your mission to fail?  (And “firing them after they have allowed your mission to fail” is not really a viable answer.)  How can you make each one of them feel needed and vital.  Finding the answer to this question can determine the success of your entire mission!

Listen to the Team's Feedback

LISTEN TO THE TEAM’S FEEDBACK-

The one thing Jim Phelps did during his mission briefings was to listen a lot and let others answer the big questions.  “How will we get out of the prison once we have the General?”  “Well, Cinnamon, that’s where’s Barney comes in…why don’t you brief us on that Barney.” 

Even more than that, the IMF team often asked pointed questions like, “Do you really think you can convince him that you are his father, Jim?” 

They sometimes had to point out facts like, “That’s a time delay door.  It will take three minutes to open once we have input the code.  Your timeline won’t work as is.”  Phelps never got angry with the feedback he received.  He used it to refine the plan and allow others to feel more of a part of the overall success.  In addition to this, the act of listening to his people's concerns helped build faith in the plan as a whole.  This was vitally important in completing the mission because people who feel they are sent out to fail, usually do.  Likewise, people who have confidence in the plan and confidence in the person who scripted the plan, often succeed.

If your staff meetings and company meetings consist mostly with you talking about what you want to talk about, something is wrong.  Are you listening?  Are you sharing the stage?  Are you letting other people own their parts of the mission?

If you get angry when people question your plan, you are stifling valuable input that can make or break your mission.  Is it more important that you never be questioned?  Or is it more important that your mission be a success?

ACTION:  Listen as much as you talk and always be receptive to the feedback you receive.

Accomplishing Your Impossible Mission

Your mission, Jim, should you decide to accept it…

These words kicked off one of the best action TV shows ever produced.  Each week, Jim Phelps, leader of the Impossible Missions Force, somehow found a way to accomplish what so many around him thought was impossible.  You know, it says a lot about what people consider to be “impossible” when some people routinely find a way to accomplish the mission while others are content to say it just can’t be done.

We face the same issue today in the utilities industry.  We have a seemingly impossible mission ahead of us today.  Run a successful utility operation in the face of ever expanding regulations, a troubled economy that has dramatically cut our revenues, increasing maintenance cost on an aging infrastructure, a disengaged workforce, a customer base not receptive to rate increases…it certainly looks impossible.  Yet, somehow, there are utility managers that find a way to accomplish this mission while others satisfy themselves by saying it can’t be done.  How do they do it and, more importantly, how can we all learn from their example?

Mission: Impossible was certainly an entertaining show but it was so much more than that.  It actually contains a wealth of management lessons that can be applied equally well to accomplishing our impossible missions we face here in the utility industry.  Let’s look at a few of these lessons over the next few weeks:

First, every mission started out the same way:  Jim Phelps finding out his team’s mission from some sort of recording device hidden all over the city.  One of the first questions put to him was this one, “Your mission, should you decide to accept it…”   Did Jim Phelps have a choice whether to accept the mission or not?  Of course he did!  He could have said, “No”…but could he have done so and still been the leader of the IMF? Not at all!  This is a key concept not only for you but for everyone on your team.  We all have choices, but what we choose opens and closes doors.  As IMF team Leader, Jim Phelps did not have to accept the mission…but he could not be the IMF leader unless he did.

As utility managers, you don’t have to make the tough choices that come with management… but you can’t be a manager unless you do.  As utility workers, you don’t have to be drug free or care about our customers…but you cannot work for our utility unless you make the right choice.  Instilling these lessons into your people is what will set you apart as a success in this or any business. 

Are YOU ready to accept your mission?

Lesson #8: Welcome to the TEAM!

Smart coaches never hire great players and just hope that they figure out on their own how to best become part of the team.  This is far too important to leave to chance or luck.  They carefully manage the transition of a new player into a productive team member.  That often means a well-planned and detailed orientation to the team where they learn the history of the team they have joined, what the strengths of the team are and what goals have been set for both the near and long term.   This helps the new player get into the right mindset of the team. 

To help the new player become a productive part of the team in the shortest time possible, they assign the new player a roommate who can help incorporate him into the team and what is expected of him as a part of that team.  This gives the new player a person to learn from and ask questions of.  As part of this process, the roommate often takes the new player to make introductions to the key staffers he will need to know…coaches, trainers, therapist medical staff, payroll staff, etc.  This is never left to chance because there is far too much money on the line to risk having the new player become isolated, a loner or jaded on whether he should have joined this team in the first place.  The team needs him to start “earning his keep” as soon as possible, and this detailed orientations process is the best way to accomplish this. 

In business, it is equally critical to transition from “finding” to “keeping” your great employees. The orientation process helps to introduce your new hire to the company and the company family. Matching new hires to a partner who can look out after them during these first few critical days, weeks and months really helps them start earning their keep much sooner than just handing them a shovel and saying, “Get to work.”  Even little things like “Here’s how to use the time clock,” can help to ease the transition of a new hire from “outsider” to “key team member”.  This is vital to the success of your company and should never be left to chance.   

At my company, we introduce every new hire to everyone in their chain of command in the first day of their employment.  This goes from the supervisor, to the department manager, the operations manager and the general manager.  They also meet critical personnel such as the customer service representatives in the front office as well as the HR and finance managers.  Each person they meet welcomes them and reiterates that they have joined a great, winning team!

Help protect your investment!  Orient your new hires in a carefully planned way.  Marry them up with a steady, reliable worker on your staff so they will very quickly have someone to teach them the ropes.  Introduce them to all your key staff in the first day so that they can feel that everyone in the organization really wants them there.  The money you save will be yours and the team you run will be all the better for the efforts! 

Lesson #6: Effective and Complete Job Offers

A coach recruiting a great player would never say, “Will you be my running back for a salary of X dollars?”  The problem with this approach is that it bases the entire relationship moving forward solely on money.  This might be great if you will always have more money to throw at them in the future, but we know that this is not the reality in the real world!  If this great player will only join your team for X dollars, then they would be just as open to leave you and join another team for a dollar more than you have offered.  What will you have left to offer if there is no additional money for pay raises or promotions?

To build a better, stronger, more permanent relationship with the player, a smart coach lays out an offer that is much more powerful than just a dollar figure.  Sure, the subject of money comes up, but it does not rule the conversation, and money is certainly not the only thing discussed. 

When we think of “job offers” in the utilities industry, we focus too often on money. An effective offer should focus on FOUR KEY AREAS:

1)      Total Investment – That includes the full compensation package, not just their pay, including vacation, company-paid health benefits, sick leave, and other benefits…every dollar the company will shell out to have them working for you each year.  You should also mention the other costs that the company will bear such as the cost of their work truck, their tools, uniforms, initial training, etc.    It is not uncommon for a company to expend twice the worker’s salary just in year one of his employment to get this new hire outfitted for the job.  The company will often spend greater than 30% over and above each worker’s salary just on the company portion of the benefit package.  This means that a company needing to hire a new worker making $30,000 per year may spend $60,000 in year one of that person’s employment just getting them up to the point that they are fully productive and then spend more than $40,000 in salary and benefit costs every year beyond that.  Most workers are oblivious of this fact.  You might say, “Our company is willing to invest more than $55,000 in salary and benefit costs to have you come make widgets for us. It can be broken down this way…”

2)      Personal Growth – Explain what the company will invest in your personal development.  For example: “We’re going to keep on investing time and money in your professional development every year you work with us because it is good for both you and the company.  We’re going to work with you to build a career, not just have a job.  What we plan for you is this…”

3)      Work Life – What’s the mood or vibe of your company? What kind of events do you participate in at work and after hours? Softball? Bowling? Company outings? “Our company is tight knit like a family.  If you like working on a team where everyone pulls together to win, you’re going to love working for us.”  Whatever you do, BE HONEST about this!  Some companies simply don’t offer “work/life balance”.  Their offer is completely different.  “You are going to work hard and put in some long hours while you are here.  We are doing some cutting edge things and glad that you are going to be a part of it.  It will certainly pay off for you in the long run…but, for now, please know that everyone is putting in long hours and we expect you to as well.” 

4)      Corporate Future – Are company prospects good? Are you in a stable business environment or laying people off? Are you offering a career or just a job?  “We intend on being around for a long time and we intend to keep you around for a long time as well.  Sound business decisions by our top management and Board of Directors have positioned us well to ride out this downturn in the economy and we are poised for big things once the turnaround arrives. ”  What prospect doesn't want to hear that?

If you want to start each new hire relationship off in a strong, effective and powerful way, learn to weave these four points into your job offers.  You will be amazed at the difference they will make!

Lesson #5: Three Magic Words: “I Want You”

When a team is trying to get a great player to sign with them, the coach always makes the offer in person, face to face.  The coach looks the player in the eye and says three magic words: “I want you.”  

They don’t send the human resource manager or the university’s athletic director or anyone else to do it.  It is never as effective that way.  They don’t do it by phone or letter or email.  They make the offer themselves because it’s a deeply personal thing that has a powerful and compelling message behind it. 

Think about it.  “I want you to join my team. Come play for me.  Let’s win together.”  

Is there any doubt in your mind that employment of a new worker would start in a much more powerful way if the supervisor the person was going to actually work for made each offer face-to-face?

“I interviewed a lot of people looking for just the right person to fill this slot.  I think you are the person who can do it.  I want you to join my team and help us win.  Its hard work but you will be part of a great team that has accomplished some incredible things.  I think you will fit in perfectly with us and help us win.  I want you to take this job.”  

What you say can be long or short…flowery or straight to the point…but it needs to contain the magic words, “I want you.” 

Of course you will have HR in the room to go over benefits and cover the paperwork that must be completed, but don’t leave it to your HR representative make the offer and miss this opportunity to start the working relationship off in a powerful direction. 

“I want you.”  Simply magical. 

Build Momentum

Running a great company is a lot like paddling a canoe upstream: when you stop paddling, you don’t just stay right where you are.  You are quickly washed back downstream where you were.  The best way to keep from losing ground is to constantly paddle hard and fast against the currents of mediocrity.

Remarkable companies never stop improving. They never stop pushing forward. Regardless of what achievement or milestone they just obtained, they never consider themselves “there” or rest on their laurels.  Keep the momentum going by constantly raising standards. As you achieve your goals, set new, even higher ones.

Remember that the challenge only means something if it is a tough one.  No one would be impressed if the top NFL football team beat a high school junior varsity squad.  When you are lining up challenges for your people, look for ones that you are not sure you can attain.  The best challenges seem to be just out of reach of our fingertips.  You want ones that make you stretch and reach and strive.  This stretching is where your staff gains strength and confidence. 

As you gain victories, take the time to celebrate them with your people.  This is an important step because winning is extremely fun and will motivate your people to work even harder at the next challenge set before them.  Winning against tough odds is rewarding even in the most difficult of times.   It’s hard to get tired of winning.  That is, it’s hard to get tired of winning as long as the challenge was tough!  Finding the challenge that will keep people motivated is the key challenge for managers today. 

Row, row, row your company to a GREAT future!