“Mad” Management

- Some management lessons from 1961.

NOTE:  This is from my consulting practice, but also has bearing on the management of a Lodge.

One of the reasons AMC’s “Mad Men” television show is so popular is that it tries to authentically depict American attitudes and moods of the early 1960′s, including how business was conducted. Viewers find it fascinating how the Mad Men think, the priorities driving them, and how they interact with employees and customers. Recently, I was going through some of my father’s old papers back when he worked as Product Planning Manager at Remington Rand in New York City, the makers of the UNIVAC computer at the time. In particular, I came across a training manual entitled, “Creative Management Development” from 1961. Evidently it was used as part of a training class to groom managers for the company. Realizing this was from the same period and venue (corporate New York) as “Mad Men” I picked through the manual carefully to see the perspective of management back then.

The manual was rather thick and consisted of several sections featuring different lessons. In particular, I came across a chapter entitled, “Elements of Effective Supervision” which included the following:

“The most effective supervisor is the one who…

1. Delegates authority

2. Makes definite assignments and supervises by results

3. Minimized detailed orders

4. Uses low pressure

5. Trains subordinates

6. Does different work from that done by his subordinates

7. Spends his time on long-range rather than short-range problems

This is the pattern of what we call general supervision.

As superiors intrude on matters that rightfully should be handled by their subordinates, problems have a tendency to snowball. One subordinate described the situation this way: ‘As long as the boss gives us the right to make our own decisions, we cooperate with him. We report to him all the information he needs to answer to his boss, but the little things we don’t bother him with. But if he doesn’t give us any freedom we can make his life miserable. We can bombard his office with reports on everything we do. We can refuse to make a decision until we talk to him about it. We can stop saving his time by sifting the important from the unimportant and we can keep him on the run.’ “

Each of the seven sections were then explained in greater detail in the manual. The only problem I had between then and now was the distinction of supervisor versus manager. Whereas I tend to see a supervisor as someone working more closely with workers to assure work is performed properly, I tend to see a manager as more as a leader assessing priorities and plotting direction. Although the chapter referred to a “supervisor,” I believe they were actually describing the duties of a “manager.”

For some rather old management advice from over a half century ago, I found it rather refreshing and interesting. It confirms what we’ve been saying for years, that managers need to learn to manage from the bottom-up, not just top-down. Employees should be properly trained, empowered, and allowed to assume responsibility. In other words, managers should manage more and supervise less, which is just the antithesis of today’s micromanagement philosophy.

The management advice from 1961 is every bit as applicable today as it was back then, making it something we should reconsider. Maybe one of the reasons viewers find the “Mad Men” program interesting is because it represents a time when we were more concerned with results as opposed to political correctness. And maybe we wish we could actively participate in such companies as the Sterling Cooper Advertising Agency where Don Draper is the charismatic creative director who knows how to make things happen. Maybe he attended the same training course with my father.

Keep the Faith!

Note: All trademarks both marked and unmarked belong to their respective companies.

Tim Bryce is a writer and the Managing Director of M&JB Investment Company (M&JB) of Palm Harbor, Florida and has over 30 years of experience in the management consulting field. He can be reached at timb001@phmainstreet.com

For Tim’s columns, see:
timbryce.com

Tim is also the Secretary of Dunedin Lodge No. 192 F.& A.M. in Florida.

Copyright © 2012 by Tim Bryce. All rights reserved.

The Importance of Recognition

(Click for AUDIO VERSION)

For the last several years our Masonic lodge has been hosting an annual dinner to honor the county’s “Deputy of the Year.” Senior officers at the sheriff’s office select a person they believe deserves the honor and informs the Lodge as to why the individual merits the award. The Lodge then prepares a respectable plaque, schedules a dinner and invites the officer’s family, colleagues, and of course Lodge members. A lot of nice words are spoken on the deputy’s behalf, several photos are taken, and a small honorarium is presented to the officer who typically donates it to a local charity. The Lodge prepares a press release regarding the award and distributes it accordingly to the local press. It doesn’t really require a lot of work and it is the Lodge’s small way of expressing its gratitude not only for the job the deputy has performed, but for the sheriff’s office overall. It’s our way of saying “thank you” for their service. It is certainly not a lavish affair, but it is still greatly appreciated by the department for the recognition they receive. The honoree is flattered by the attention bestowed on him by the Lodge and his superiors, the family looks on proudly, and the public is informed of the good work performed by the sheriff’s office.

As human beings, we all crave some degree of recognition, some more than others. Entertainers gorge on it in a frenzy of media events, but most professions do not have such awards. Some people, who have confidence in their abilities, do not need such recognition and even avoid it, but many of us do, particularly in business where a kind word is rarely offered by anyone, including the boss. We may be quick to criticize, but we tend to be rather lethargic when it comes to issuing a compliment.

No, not everything requires a major media event to express gratitude, sometimes the best recognition is nothing more than a few kind words and a sincere handshake. A gift card, tickets, or some other small token of appreciation may be nice, but I tend to believe taking the person out for dinner or a drink, where you can personally thank the worker, is a nicer touch. To be even more personal, you might want to invite the person to your house for dinner. Such familiarity forms a bond between people and is a convenient way for building trust among workers. In this day and age of political correctness, such familiarity is often avoided as people worry they may offend the other party by saying something out of context and misinterpreted. Consequently, personal dinner parties, which used to be the norm in yesteryear, tend to be avoided in the business world these days. “Show me the cash,” tends to be the preferred alternative in today’s world which I consider somewhat unfortunate.

Regardless of the size of the award, be it a large prize or just a compliment, try to present it with a sense of finesse so the recipient understands it is a genuine and sincere token of appreciation on your part. Sometimes levity is useful for making a presentation, but there should generally be an air of professional courtesy when doling out such awards. If presented too lightly, the recipient may not take it seriously and even be insulted by the gesture.

We have cultivated a positive relationship with the sheriff’s office by presenting the “Deputy of the Year” award for several years now. The recipients appear to be genuinely touched by the sentiment, not to mention the families and co-workers. The award may not seem like much, but when it is presented by the master of our Lodge with a standing ovation from those in attendance, the deputy appreciates our thanks. It’s the little things in life that make it worth living. Saying “thank you” is one of them.

Keep the Faith!

Note: All trademarks both marked and unmarked belong to their respective companies.

Tim Bryce is a writer and the Managing Director of M. Bryce & Associates (MBA) of Palm Harbor, Florida and has over 30 years of experience in the management consulting field. He can be reached at timb001@phmainstreet.com

For Tim’s columns, see:
http://www.phmainstreet.com/timbryce.htm

Like the article? TELL A FRIEND.

Copyright © 2012 by Tim Bryce. All rights reserved.

10% Effectiveness

Hmm… I came across an interesting management study today that discussed the ineffectiveness of managers. This study is equally applicable to the fraternity and may give us some insight why the fraternity is floundering. In a study by academics Heike Bruch and Sumantra Ghoshal, they revealed some interesting impressions of the decisiveness of managers: “What we found in our research surprised us. Only about 10 percent of the managers took purposeful action.” The remainder were busy, just not very effective: 40 percent were energetic but unfocused; 30 percent had low energy, little focus and tended to procrastinate; and 10% were focused, but not very energetic.

Let that sink in: only 10% of the managers took purposeful action. That would imply only one in ten Lodges are led by decisive Masters. To me, that’s a scary statistic. It means we are not setting goals and devising ways to achieve those goals. Maybe it’s time for some management training in our Lodges.

For more information on the study, click HERE.

Dunedin Lodge (FL) Recognizes Dep. Todd Hoddinott as “Deputy of the Year”

The Master of Dunedin Lodge, W:.Mike Palenik (right), congratulates Deputy Todd Hoddinott.
Looking on is the Deputy’s wife, Lisa.
Click on photo to enlarge.

 DUNEDIN, FL, USA (November 28, 2011) – As has become a tradition for the last seven years, Dunedin Masonic Lodge No. 192 recognized a Pinellas County Sheriff’s Deputy for outstanding service to the community. The 2011 “Deputy of the Year” award was presented to Deputy Tom Hoddinott at a special dinner held at Kally-K’s Restaurant in Dunedin.  Making the presentation was W:.Ken Giesow, PM  of Dunedin Lodge. Also in attendance was Major Wayne Morris, Deputy Hoddinott’s supervisor, along with fellow officers from the Pinellas County Sheriff’s Office.

According to the Pinellas County Sheriff’s Office, “Deputy Tom Hoddinott has been a Pinellas County Sheriff’s deputy since July 1985. He started out in the Detention and Corrections Bureau and has served in various capacities with the agency including Patrol Operations and the Criminal Investigations Division where he worked in the Property Crimes Section assigned to the City of Dunedin. He is currently assigned to the Patrol Operations Bureau working out of the North District Station on Dayshift.”

On August 26, 2011 Deputy Hoddinott was on patrol in the City of Dunedin driving north on Pinehurst Road. Deputy Hoddinott noticed a suspicious vehicle backed into the driveway of a residence.  Upon investigation, he discovered and broke up a major marijuana farm being grown inside the residence.  Based on the Deputy’s intuition, coupled with his many years of experience, resulted in an excellent self-initiated criminal case being made. The male who burglarized the home was arrested for Residential Burglary and Violation of Probation and the owner of the house was arrested for felony Manufacturing/Cultivation of Marijuana. This subject was also currently on probation for a previous charge of Sale, Manufacture and Delivery of Marijuana. The equipment used to grow the marijuana was disabled and 33 marijuana plants were taken off the street. For this self-initiated act which contributed to a valuable law enforcement accomplishment, and for the outstanding work he does every day, Deputy Hoddinott was nominated to be Dunedin Lodge’s Deputy of the Year.

For his efforts, Dunedin Lodge gave Deputy Hoddinott a dinner in his honor, awarded him a plaque, and a gift of $100 which the Deputy immediately donated to the Florida Sheriff’s Youth Ranch which helps to prevent delinquency and develop strong, lawful, resilient, and productive citizens who will make a positive contribution to our communities for years to come.

According to the Master of the Lodge, W:.Mike Palenik, PM “Dunedin Lodge is proud of our long tradition of supporting local law enforcement personnel. On behalf of the Lodge, we congratulate Deputy Hoddinott and thank him for his years of service and dedication. We are proud of the PCSO.”

When Is It Necessary To Change?

Among the nonprofit organizations I belong to, there is one where I serve as secretary of the local branch. Like any nonprofit, there are records to be maintained, dues notices to be issued, reports to be filed with headquarters, minutes to be taken, and different mailings made to the membership. It’s not exactly rocket science. When I assumed office, I implemented a data base management system (DBMS) to track membership records and generate reports and mailing labels. I also send as much documentation as possible by e-mail in order to save money on postage and printing costs. All of this has saved us considerable time, effort, and money.

Over the last couple of years I’ve noticed our headquarters has changed the way they produce the annual dues cards and notices for the local branches. Prior to this, the dues notices were printed on a 80 column high speed printer on special carbon stock that formed an envelope and insert. All that was necessary was to burst the envelopes along the perforation marks, slap a stamp on it, and throw it in the mail. The envelope and enclosed dues notice may not have been graphically dazzling, but it worked quite well for many years. Likewise, dues cards were printed on the same high-speed printer which were also burst and separated along perforation marks. Again, the card wasn’t the most elegant from a graphical perspective, but it wasn’t bad either.

This all changed recently where the dues notices, cards, and mailing labels are now printed on special stock and are graphically impressive. The problem though is they are cumbersome to separate, fold, and insert in envelopes (which we now have to purchase separately). In other words, what was once a relatively simple task had become more labor intensive, costing more time and money to perform. The big question is, Why? What was headquarters trying to accomplish? To perhaps produce a better looking card that is stored and forgotten in a wallet? To produce a better looking dues notice for the post office? As someone who has been in the systems business for a number of years, I suspect the old approach was considerably cheaper to perform.

The scenario I describe herein happens every day not just in nonprofit organizations, but in corporations around the world. If anything is constant, it is change (Bryce’s Law). We live in a perpetual state of change where our systems change, our businesses change, our people change, and our technology changes. Change is natural and can be caused by a variety of reasons, such as government regulations, competition, economics, etc. The point is, you change when it is absolutely necessary to do so, not just because you contrarily feel like doing so. Change for the sake of change is madness. The example I describe is one where change is implemented merely to appear fashionable. There was no other reason as the old approach was working just fine, thank you. The point is, you should change only when it is cost effective to do so. This means it is necessary to demonstratively prove you offer a better solution; saving money or time, or perhaps a totally new avenue aimed at addressing specific business needs. In the case I described, I do not believe the developers did their homework and, because of this, have complicated the lives of many branch secretaries; all because someone wanted to show he was being fashionable with technology, which is perhaps the worst reason for change (yet is quite common). Always remember, there is a heavy price to pay for keeping up with the Jones’.

I can tell you authoritatively, whoever redesigned the dues notices and cards at headquarters was certainly not a systems man. Probably nothing more than a glorified programmer in sheep’s clothing.

Keep the Faith!

Note: All trademarks both marked and unmarked belong to their respective companies.

Tim Bryce is a writer and the Managing Director of M. Bryce & Associates (MBA) of Palm Harbor, Florida and has over 30 years of experience in the management consulting field. He can be reached at timb001@phmainstreet.com

For Tim’s columns, see:
http://www.phmainstreet.com/timbryce.htm

Like the article? TELL A FRIEND.

Tune into Tim’s THE BRYCE IS RIGHT! podcast Mondays-Fridays, 7:30am (Eastern).

Copyright © 2011 by Tim Bryce. All rights reserved.

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