The Saturday Serial Number 1—Welcome to ACME John Anderson

A text slide reading: The Saturday Serial: A Management and Leadership Story Delivered One Post at a TimeThe Saturday Serial is an on-going management and leadership story and case based on a fictional firm and fictional characters all dealing with very real challenges in leadership and management. The intent is to stimulate thinking and discussion in a format different than the traditional “how to” blog post. Each episode includes a series of discussion questions for your consideration (or use with your team). I’ll share my views on the prior week’s chapter and questions in a subsequent post.

Episode 1:

The electronic sign in the lobby, offered up a friendly, Welcome to ACME CONSOLIDATED SOLUTIONS GROUP (ASCG). As John waited to check in with the receptionist, he was pleased to see his name scroll past: John Anderson, Manager, Product and Marketing. Nice touch, he thought as he stepped up and gave his name to the receptionist.

John was excited to be starting at ACSG today. This was his third employer in 14 years since graduating from college. While ACSG was a big conglomerate, John would be working with one of the smaller units…the Data Systems Solutions Group (DSSG)…an area that from all of his research, appeared to be an important part of the conglomerate’s future. During the interview process, John had been impressed with the entrepreneurial spirit he sensed in the people working in the Data Systems Solutions Group, and he liked the fact that he could help grow a start-up under the umbrella of a firm with deep pockets and diverse business interests. Also, John was mid-way through his MBA program and it didn’t hurt that the firm offered to pick up the future tuition costs as part of their generous employee education reimbursement policy.

All in all, John was excited to start this next chapter in his career.

After a quick greeting with his boss, Pat Paulsen, John was off to a whirlwind of meet and greet sessions. He met with security and had his picture taken for his permanent i.d. badge. HR took him through benefits sign-up and then Pat walked him around the Data Systems Solutions Group offices and introduced him to all of the unit’s 54 employees, including his new product management and marketing team members. After some time spent with I.T. setting up log-in credentials, it was 11:45 a.m. and John was scheduled for lunch with the unit’s six-month new CEO, Victoria Pyott. Victoria’s policy was to have lunch with every new employee regardless of level or title on their first day, and John was impressed with this thoughtful treatment.

Over lunch, Victoria outlined her view on the opportunities and challenges for the team in DSSG, and John was impressed with both her excitement about the unit’s prospects and her frank assessment of the challenges for the upcoming 18 months.

“We’re in a great arena,” offered Victoria. “The opportunity to help firms, teams and managers make better sense of their data is huge. All of us in all of our firms have spent years investing in systems to capture and access data, but we’ve still not resolved some of the fundamental issues…how to get the right data at the right time for the business problem or process issue we’re attempting to resolve. There’s all manner of software packages and tools to help clients do this, but by and large they’ve failed, because they’ve been expensive, complicated to install and integrate and frankly, very complicated to use. We can’t expect the finance or supply chain manager to be a software or even data expert…we have to create offerings that make their lives easier and that easily help them develop trusted, complete data on demand for the problem at hand,” she stated.

“Of course, like any firm motivated to grow and supported by a parent company that looks for results, not just promises in the future, we have to do a better job turning our ideas into solutions that we can monetize,” added Victoria. “That’s where you and your team come in, John. Thus far we’ve been led by the vision of our CTO, Raj Nataraj, and while he’s brilliant, he doesn’t have that knack for commercializing his vision. I’ve invested heavily in your team, and when your predecessor was grabbed by our parent company to lead another new initiative, we worked hard to find the right replacement. I think you’re absolutely the right person at the right time to lead this team and help lead this business into a successful future. It won’t be easy, but you have my support and the support of our entire management team.”

After returning to his office and sitting down with his manager, Pat, he relayed the lunch discussion and shared his over-the-top excitement with her.

“John, Victoria is right,” said Pat. “We’ve got a great opportunity and your role and your team is critical. But remember, no one said this would be a day at the beach. There are challenges ranging from the choice of markets and the development of the best entry strategies to critical product investment calls and challenging execution issues. We’re a young unit, but we’re big enough to need more process around our approach to daily operations…while at the same time insuring that we keep that entrepreneurial culture. And yes, I read once that these jobs would be easy if it weren’t for the people. It’s true here…there are a wide variety of personalities, all with different perspectives and all trying to help the firm grow and go. More than a few of them missed the memo on teamwork. You definitely have your work cut out for you, but I’m glad you’re here. And I’m thrilled to have your help and to offer my support,” she said.

“Now, are you prepared for your first team meeting?” asked Pat. “It’s in five minutes.”

While the morning’s raw enthusiasm was still there, John was beginning to understand the magnitude of the work out in front of him. He smiled, and said, “Absolutely. Just point the way to the conference room.”

Discussion Prompters:

  1. The initial meeting with a new team is one of the more challenging for any manager. What do you think is running through the minds of John’s new team members as they head to the conference room for this first meeting with their new boss?
  2. What are John’s objectives for this initial, formal group contact?
  3. What must John do and say to make a positive first impression?
  4. What must John avoid to minimize tarnishing that first impression?
  5. Help John get started on the right foot in the weeks ahead. What should John do in the early days of his new role as the head of Product Management and Marketing in the DSSG?

All characters and firms are fictional and any resemblance to any person or any firm is purely coincidental. The Saturday Serial is a copyright (2015) of Art Petty, The Art Petty Group and The Management Excellence Blog.

Introducing The Saturday Serial—An Ongoing Management & Leadership Case

A text slide reading: The Saturday Serial: A Management and Leadership Story Delivered One Post at a TimeA note from Art:

I’ve long believed serials are great ways to share stories. Dickens published many of his works in serial format and the dockworkers were reputed to shout from the shore as ships arrived with the latest installment of The Old Curiosity Shop, “Did little Nell live?” The Golden Age of Science Fiction was filled with stories told one chapter at a time from issue-to-issue and today’s Game of Thrones novels from George R.R. Martin are an excellent example of the serial on steroids, with fans (myself included) waiting impatiently to learn the fate of our favorite characters and hoping that Mr. Martin finishes the story. Who lives? Who dies? Who conquers?

Serials provide readers an opportunity to become invested in a story and the characters, and I believe the approach provides authors an opportunity to think and then create new twists and new approaches to challenge the characters and further engage the readers. As a child and teen I was addicted to the Encyclopedia Brown Mysteries because I appreciated the characters and I loved the ability to try and solve the cases. I’ve added that twist here in the form of discussion questions and I look forward to sharing my ideas and learning how readers might solve these business cases.

Welcome to my intent and attempt to share and cultivate management and leadership lessons beyond the format of a stale blog post and endless lists of “10 ideas to… .” While I love writing the Management Excellence blog and the first 1,025 posts are testament to my commitment, I’ve wanted to experiment with the serial and management fable format here for a long time. I’m emboldened by the reader appreciation for the short, fictional cases around my mythical APEX Corporation, inserted in front of the chapters in my book with Rich Petro, Practical Lessons in Leadership. Those mini-cases and their discussion questions and the author’s take on the cases have been a staple of this book and something many managers have leveraged to stimulate thinking around the issues we all face in growing as leaders. I’m grateful for the appreciation many of you have expressed for those cases.

Lencioni and Goldratt popularized the novelized or fable form of business lessons in their various writings and I understand that some of you love those and others don’t. For those who prefer their business and leadership lessons and questions with a taste of drama, The Saturday Serial is ideal for you.

Beginning with my first episode, “Welcome to ACME John Anderson,” you will meet a growing cast of characters facing a series of very real management, leadership and career challenges in this fictional high-tech, global conglomerate and its various units and divisions.

Yes, the issues are real. I see them every day and I’ve experienced and observed these dilemmas around strategy and execution and learning to lead and learning to manage in many flavors  for 30-years. And while the characters and firms are all fictional, I will wager a fair amount, you will recognize these issues and challenges…and many of you will be dealing with them in real time. Now, you get to see and hear them unfold here in this on-going series of stories and cases, and hopefully, we’ll all engage in sharing some ideas on how to navigate the challenges. After all, the intent of my work and this entire blog is to help those striving to grow their firms and grow in their careers find useful and creative ideas and answers to the vexing challenges we all face during our journeys.

Welcome to The Saturday Serial at Management Excellence I hope you’ll tune in and chime in as the story develops. After all, the beauty of this format is that you can help determine the outcomes. -Art

Check out Episode Number 1.

 All characters and firms are fictional and any resemblance to any person or any firm is purely coincidental. The Saturday Serial is a copyright (2015) of Art Petty, The Art Petty Group and The Management Excellence Blog.

Leadership Caffeine™—Breakaway Leadership Part 2

image of a foam coffee cup with brown outer sleeveThe Leadership Caffeine series is over 200 installments strong and is dedicated to every aspiring or experienced leader and manager seeking ideas, insights or just a jolt of energy to keep pushing forward. Thanks for being along for the journey!

In the first post in this blended, Leadership Caffeine/Art of Managing series, I focused on leadership and management behaviors that stifle or derail efforts to escape the gravitational pull of the past as organizations work to achieve what Geoffrey Moore calls, Escape Velocity.

In the words of that business pundit, Pogo, “We have met the enemy and he is us,” when it comes to building new on top of old (For those too young to have met Pogo, he was a popular newspaper cartoon character from another era.)

In this post, we look at behaviors and approaches that YOU and your management counterparts directly control that contribute to success with this challenging endeavor of building something new while managing the existing legacy business.

8 Ideas to Help Improve Your Odds of Success in Building the Future:

1. Create organizational awareness and understanding of the new endeavor. Every day. Seriously. I’m invoking Kotter’s dictate that, “in times of change, you cannot over-communicate.” Every time a firm’s senior leaders stop working at this, the cultural storm clouds emerge. Take care of it. Daily.

2. Position the new and legacy efforts as two equally critical but very different endeavors. It’s true. The existing business pays the bills and funds the future, while the new endeavor strives to ensure a future. One is no more critical than the other. They are both critical. Share the over-arching strategy (or opportunity) far and wide; create an understanding of how the firm will execute on the opportunity and share results, good and bad. Help the entire organization become invested in the success of the new endeavor!

3. Share the cool new toys! New endeavors often introduce new processes or approaches to innovation, development and market testing. Find opportunities to cross-train and cross-pollinate new approaches with legacy teams where appropriate. I’ve seen this most often in the move away from waterfall development to an agile approach. Frequently, all teams can benefit from understanding and learning to apply the new techniques.

Graphic with the words of Art of Managing and other management terms4. Recognize and manage the inertia of your legacy business in creating new opportunities to invest. Your product managers will naturally identify opportunities to improve existing products and introduce new offerings into legacy markets. Marketing associates will find ways to spend their budgets in pursuit of the business, and rarely do the volume of development asks or marketing opportunities shrink of their own accord.

Senior leaders must manage the incremental requests with a clear filter and a firm hand. See also points 1 & 2 and recognize that creating context for “No” on new requests is critical to avoiding a cultural rift over the team with the shiny new toys and the other team with yesterday’s retreads.

5. You get what you measure…use the right progress measures. Moore does a good job of reminding us in Escape Velocity that you cannot measure new ventures with the same metrics you apply to existing businesses. New ventures are about engaging innovators and early adopters, gaining feedback and step by step, increasing activities, pipelines and then dollars and profits. We expect our existing businesses to quickly translate activities into revenues and profits, but the new ventures have to grow into those measures.

In larger entities, particularly holding companies and conglomerates, there’s often little consideration for the meaning of the numbers in cells on a spreadsheet…it’s up to you and your peers to establish this understanding and ensure proper context for costs without revenue that occur in most new endeavors.

6. Be prepared for the “Stuff Happens” phase. I don’t care how well you define the project and anticipate risks, something always happens that the team did not anticipate. The unknown-unknowns bite hard, and it takes leadership to stand firm in the face of the onslaught of finger-pointing and second guessing, and prevail. A senior leadership divided against itself will not stand. (OK, sorry President Lincoln.) The firm’s senior leaders and the new venture’s executive sponsor must fight the knee-jerk reactions and guilty before proven innocent tendencies of others vying for resources.

7. We think, therefore we are prone to errors and traps. Be merciless about avoiding group-think, dodging escalation of commitment and side-stepping other group and individual cognitive decision-making traps. Use outside perspectives to challenge your strategy and your assumptions. Promote outside-in discussions with target audience feedback and competitor analysis. Ask others to frame your perceived opportunity in a different way and challenge them to identify alternative approaches. And importantly, cultivate the leadership team dynamics needed to ask hard questions about insights, direction and strategies.

8. Avoid starving the new endeavor. One of my favorite managers often intones, “We’ve been doing so much for so long with so little that we can now do absolutely anything with nothing.”  He always gets a laugh, but it’s no laughing matter when promising ideas die on the vine due to lack of care and feeding. If you’re making a courageous leap to push into a new arena, back it with the people, equipment, tools and organizational support needed to improve the odds of success.

The Bottom-Line for Now:

This is a big topic contained in a couple of small posts. Many organizations never move beyond the business that made them successful. They are yesterday’s name brands and tomorrow’s answers to trivia questions. The effort required to add something new in an environment of existing (or old) is not to be trifled at. Use the ideas here and in post #1 as prompters and engage in the hard discussions and invoke the courageous leadership it takes to move beyond the gravitational pull of your firm’s past.

Don’t miss the next Leadership Caffeine-Newsletter! Register herebook cover: shows title Leadership Caffeine-Ideas to Energize Your Professional Development by Art Petty. Includes image of a coffee cup.

For more ideas on professional development-one sound bite at a time, check out Art’s latest book: Leadership Caffeine-Ideas to Energize Your Professional Development

New to leading or responsible for first time leaders on your team? Subscribe to Art’s New Leader’s e-News.

An ideal book for anyone starting out in leadership: Practical Lessons in Leadership by Art Petty and Rich Petro.

A Great Product Manager

Someone asked me about the importance of product management in my prior tech businesses. My answer was blunt. Great product managers see beyond customer requirements to the often unspoken needs, and they move organizational mountains to fill those needs.

If you’ve ever worked around, for or with a great product manager, you know this to be true. I’ve worked with a few who live up to this lofty description. Without them, there would have been less success. Maybe no success.

For those of you who aspire to follow in their very big footsteps, you need to think bigger about your role…about your cause. Learn to lead across boundaries…quit staring at your competitors so much and climb into the businesses of your customers, until you can feel their stress and pain and see their opportunities. And then do something about it.

A great product manager is a difference maker.

Next! Call for Interviews: Product & Project Managers & Organizational Integrators

When chatting with leadership author and expert, John Baldoni, on the Leadership Caffeine Podcast (published on itunes last week), I asked him which of his books was his favorite. I loved his response…“The one I’m working on now.”

I’m just a few weeks away from the publication of book #2 for me, a collection of essays organized into helpful…self-help sections for professionals striving to survive and succeed (Leadership Caffeine-Ideas to Energize Your Professional Development), and try as I might to resist the urge to do this again (right away), I have to have a book in process in my life.

Next!  Bring on the Organizational Integrators and Informal Leaders!

(This means you, Product Managers and Project Managers.)

I’ve been hanging around professionals who function as organizational integrators for most of my career. These people are more commonly identified as product managers, project managers, team leaders and any of a number of additional titles and roles where there is heavy responsibility for outcome from cross-boundary activities with little formal authority. I’ve referenced these people as “informal leaders,” and am good with that label regardless of the occasional jibe that comes my way on this particular use of both informal and leader in the same breath.

Regardless of label, these individuals who build coalitions, navigate the stormy seas of crafting successful team environments and think about (and act on) issues from both the big and little picture perspective, are the people making things happen in organizations large and small.  Yes, I have a distinctly positive bias on the value, and a distinctly negative view on how organizations are leveraging and cultivating these professionals.

For many of these integrators, the work is hard, the pay mediocre and the grief nearly endless. Oh, and then there’s the respect issue from senior management.

Interestingly, the skills required to lead complex projects and drive change across organizational boundaries are increasingly the skills required to compete in this distributed, always-on world, where complexity is the norm and time compression seemingly inevitable.

The skills employed by the best integrators are increasingly valuable…and those who have them and who work on developing them, represent outstanding pools of talent for bigger, bolder and broader leadership roles over time.

A Big Idea Here Somewhere…and It’s Time to Talk:

Whether I’ve articulated it or not, there’s a big idea here somewhere, and I intend on finding and sharing it. The focus is on the art of leading without authority…in pursuit of driving results across boundaries.

The line of questioning for product managers, project managers and other integrators will focus on the challenges that you face in navigating your role and in developing your career. Consider these three as a great starting point:

1. What’s working?

2. What’s not?

3. What needs to change to better enable you and your colleagues to succeed?

Yes, these are open ended by design. It’s early.  And no, the focus is not on project process  nor on product management steps or frameworks, but rather on organizational, cultural and leadership issues that either support or hinder the efforts of integrators like you.  Along the way, we’ll explore the personal professional development issues for individuals in these roles as well.

Want to Talk?

I have a well-developed network of contacts in these communities and will be reaching out to these professionals. However, I’m curious to hear from people who I don’t know in industries and groups I’ve not encountered.

If you or someone you know might like to participate in a non-invasive, anonymity guaranteed discussion on the challenges and opportunities you see in your work as a product manager, project manager or organizational integrator of any type, I’m all ears.

Drop me a note and we will find a way to connect. For those who prefer a survey approach, I plan on releasing one after the first round of interviews.