Workplace Playbook
The first universal model for how to think and accomplish any task in any workplace. The model applies to everyone and anyone in the workplace - senior executives, middle managers, or entry level employees.
The playbook delivers the first system for applying the scientific method to accomplishing anything and everything in any workplace anywhere.
Expectations
4/29/09
Think
Expectations
Copyright 2009, Ara Bouloutian. All rights reserved. No part of this document may be photocopied, reproduced, or translated into another language without the prior written consent of the author.
5/4/09
2
Think
Expectations
RULE #1: EXPECTATIONS Expectations include objectives, sub-objectives, and a job description.
THINK 1. EXPECTATIONS Objectives Sub objectives Job description
2. PROCESSES 3. RESOURCES Equipment Tools People Space/Environment Budget
4. INCENTIVES Compensation Communications Recognition Objectives Control
5. SKILLS-TRAINING 6. FEEDBACK 7. MOTIVATION
5/4/09
3
Think
Expectations
EXPECTATIONS
QUESTIONS TO ASK YOURSELF
EXPECTATIONS 1. Are there objectives assigned to the job?
Y-N-?-N/A
2. Is the expectation described?
Y-N-?-N/A
3. Are the objectives measurable ?
Y-N-?-N/A
4. Are the objectives reasonable / attainable?
Y-N-?-N/A
5. Are the objectives easy to understand/clear?
Y-N-?-N/A
6. Are the objectives time dependent?
Y-N-?-N/A
7. Are there sub objectives assigned?
Y-N-?-N/A
8. Are the objectives developed, working with the team?
Y-N-?-N/A
9. Is there a very complete job description?
Y-N-?-N/A
10. Does the job description include ground rules and all information vital to the job?
Y-N-?-N/A
5/4/09
4
Think
Expectations
OBJECTIVES
Are performance objectives assigned to the job? If people don’t know what is expected of them, they can’t very well attain the unknown. It doesn’t take much to recognize that we can’t very well plan or do anything if we don’t know what is expected in the first place. Objectives are targets with measurable outcomes. In the workplace people are often viewed as hard or poor workers, which describe behavior rather than performance. Behavior deals with what people do. Performance deals with quantifiable accomplishments.
Try playing any game without having a clear objective and you will be puzzled not knowing what is to be accomplished. When walking a course prior to starting a golf tournament, many things go through the golfer’s mind. What is par? What can I reasonably expect to attain? This provides something to aim for along the way to hopefully winning.
5/4/09
5
Think
Expectations
CHRACTERISTICS OF AN OBJECTIVE An objective has these characteristics:–description, measurable, attainable, clear, and time. If it lacks any of these, it’s like not having an objective in the first place and things may blow up in your face. DESCRIPTION – Describes what is to be attained MEASURABLE - If objectives are not quantifiable there is no way of knowing if something has been attained. ATTAINABLE - If objectives are not reasonable, there is little incentive to attain the unattainable. CLEAR - If objectives are unclear, one can’t do the indiscernible. TIME - Objectives need to occur over a reasonable period of time, otherwise activities could go on forever without results.
5/4/09
6
Think
Expectations
EXAMPLES ACCEPTABLE OBJECTIVES * * * * * * * * *
Attain par in a game of golf. Do not exceed 100 pitches in a game. Make 80% of your field goal attempts in a football game. You need to average five assists and ten points per game. Sell $2,000,000 of product this year. Manufacture 2,000 units of part number 2650 each week. Process 30 orders per day. Serve 20 stores per day at a minimum of $1.000. Make one hand made Oriental rug every three months.
UNACCEPTABLE OBJECTIVES * * * * * *
Make one hole in one every time you play golf. Sell the Brooklyn Bridge in three days. Kick a football without a bounce 100 yards 50% of the time. Make combination bank shot off three cushions with eyes closed. Find one live oil well every month on the Island of Bermuda. Convince Queen Elizabeth to give up her crown in a week.
Many people think they have objectives, when they have targets without measures. For example, someone is told their job is to count money, but never told they have to do it with 100% accuracy and within a period of time.
5/4/09
7
Think
Expectations SUB-OBJECTIVES
Are their subordinate objectives assigned to the primary objective?
In addition to objectives, it's also possible to have sub-objectives that are like “milestones” along the way to achieving an objective. For example, a salesperson’s objective is to produce $20,000 per month. To do this, six proposals may need to be submitted to potential buyers. To find six potential buyers, 40 contacts may need to be found.
Ed Viesturs spent 18 years patiently pursuing mountaineering’s Holy Grail: to reach the summit of the world’s 14 peaks higher than 8,000 meters (26,000 feet). Ed Viesturs knows firsthand how hard it is to undertake a big challenge. ―Often when you’re confronted with things that seem impossible you say, ―Wow! That’s overwhelming‖. That’s especially true if you look at it from beginning to end and all the time and energy it takes.‖ Rather, he sets incremental goals during climbs. ―I always break it down into more manageable units, into days instead of weeks – even steps, going to that rock 100 feet away.‖ Viesters said, ―Instead of looking at all 14 peaks, I looked at just one of them and then looked ahead at the next one. If you had told me early on it was going to take me 18 years and 29 expeditions, I might have quit in the beginning.‖ Curt Schleier for IBD
5/4/09
8
Think
Expectations
TEAMWORK
Do team members work with the leader to develop attainable yet challenging objectives? When people are stakeholders they tend to take ownership and develop a stronger desire to attain the objective(s). If a team of golfers is to excel, they will work closely in estimating what they can attain as a team. Each of their estimates may be different, but if the total looks to be a worthy goal, that’s what they can work toward.
An offensive lineman in football needs to be able to describe his objectives; that is, his blocking assignments. Here is an interesting story regarding understanding what is expected. In 1929 Georgia Tech played the University of California in the Rose Bowl. Roy Riegels, a center and captain of the California team, picked up a football fumbled by a Georgia Tech runner. He got bumped, spun around and was in the clear. He sprinted frantically toward the goal line 64 yards away. There was only one problem; he went the wrong way. It wasn't until he almost crossed the goal line that he understood and tried to reverse direction. It was too late. Georgia Tech stopped him at the one-yard line. As it turned out Georgia Tech eventually tackled California behind the goal line for a two point safety and the win. From that day on he was known as ―Wrong-Way Riegels‖. Moral to the story: Know what is expected of you.
5/4/09
9
Think
Expectations
JOB DESCRIPTION
Does the job description describe the requirements for performing a job at the highest levels? The model and the elements provide the framework, an outline, for writing an in depth job description at every level. This means it needs to include the objective, the processes describing how the objective will be attained, the best resources for executing the processes, the incentives that provide the rewards for a job well done, the skills to ensure every worker is capable of performing well, a feedback system for providing information and data on progress, and finally the kinds of motivated people demanded by the job. Other supportive information and data should be part of the job description, such as, organization charts, ground rules of job behavior, ethics, human relations, and other information that supports attaining the objectives. In other words the job description is a living document for holding all of the information and data for any job, mission, or project. The golfer planning for a tournament will study the course rules very carefully so s/he knows what is expected. Breaking one rule without realizing it can cost a player the tournament.
5/4/09
10
Think
Expectations
PLAYING THE GAME A major business equipment company incentive program involved inviting representatives to an annual conference if they met yearly product and dollar goals. The company also set targets for selling a certain number of low priced devices. The targets were set in spite of Representatives complaining the products were not saleable. In addition the commissions were very low. As a result, a large number of the sales people made no effort to sell the product, which caused a significant reduction in attendance at the conference. The low level of sales resulted in a higher cost of sales of the product, which translated into reduced profits. Further, a few product managers and a national sales manager were replaced causing unnecessary organizational instability. All of this was due to poor game planning, setting unattainable objectives, and not paying attention to their people. Had leadership allowed the sales people to take part in building the plan, chances are, it would have been quite different and produced far better results.
"Rowing harder doesn't help if the boat is headed in the wrong direction." —Kenichi Ohmae—
5/4/09
11
Think
Expectations PLAYING THE GAME 2
During a staff meeting, the annoyed CEO of a New York bank told the Director of Human Resources he had been receiving letters from depositors complaining that tellers displayed poor manners in handling customers. He wanted her to take action and correct the problem. The question faced by the HR Director was, “What do I do?” On the surface it would seem the Director might develop communication training for the tellers. A consultant was called in to help with the problem. After thinking about what the HR Director described he asked, “Since this problem sufaced has the CEO confronted the employees to review what is expected of them?” The HR person said he had not. It was suggested that training may well be an unnecessary first action and investment. The job description indicated the tellers were to be polite and do everything to satisfy customers. The consultant said that rather than plan training, the CEO should first create a formal memo to the tellers, hold a face to face meeting to review the problems, review the requirements of the job description in the clearest terms, and to describe the consequences if the objective was not attained. She met with the CEO and explained the plan. As it turned out a letter was delivered from the CEO to each of the tellers. In addition face to face meetings were held at the branches. They were told the objectives and responsibilities to customers were a requirement of employment. Copies were sent to all key supervisors as well. In a short period of time this rather simple and inexpensive action solved the problem. The CEO reinforcing the expectations of the job was an easy and cost effective solution. Moral to the story: It was far more effective to first fix the objectives rather than invest into a far more expensive program to help people do what they should be able to do in the first place.
5/4/09
12
Think
Expectations
PLAYING THE GAME 3 1.
Consider why the objective needs to be the first tactic developed.
2.
Review the characteristics of an objective.
3.
Review other valuable items of information that need to be included in support of the objective(s).
4.
Work with team members when creating objectives that are reasonable yet challenging.
5.
For your job or another, record the related objectives on the following SCRATCHPAD or one of your own making.
The reason most people never reach their goals, is they never define them, or consider them achievable. Winners can tell you where they are going, what they plan to do along the way, and who will share the adventure with them. Denis Watley
5/4/09
13
Think
Expectations
SCRATCHPAD (side 1)
PLAYER NAME: TEAM NAME: BARRIER
5/4/09
SOLUTION
14
COST TO FIX
Think
Expectations
SCRATCHPAD (Side 2)
BARRIER
SOLUTION
KEEPING SCORE ESTIMATED POTENTIAL GAIN
ESTIMATED NET POTENTIAL GAIN
ACTUAL NET GAIN
5/4/09
15
COST TO FIX
Think
Expectations APPLYING EXPECTATIONS TO JOBS
APPLYING OBJECTIVES TO ANY INDIVIDUAL WORKER Am I clear about what is expected of me? Are the job rules clear? APPLYING OBJECTIVES TO ANY INDIVIDUAL MANAGER What does my superior expect? What do I expect of team? Does team understand what is expected? Are the job rules clear to all? APPLYING OBJECTIVES TO A PRODUCTION DEPARTMENT Does everyone on the production team know what is expected? APPLYING OBJECTIVES TO A FOOTBALL TEAM Does each player know his role with respect to every game tactic? Do they understand the team rules with respect to off the field conduct? APPLYING OBJECTIVES TO A LOCAL SMALL GROCERY STORE Does the owner and team members know the sales and profit objectives? Are the rules quite clear about who does what as well as the rules of behavior toward customers and other employees? APPLYING OBJECTIVES TO AN OVERNIGHT DELIVERY TEAM Does the team know the schedule and delivery objectives perfectly? Do they understand the job rules including customer contact behavior? APPLYING OBJECTIVES TO A LOCAL INSURANCE AGENCY Does the owner and team know the sales and profit objectives of agency? Are the rules clear about who does what and their behavior toward customers and other employees? APPLYING OBJECTIVES TO A LEMONADE STAND VENDOR Does the vendor know how much revenue and income s/he expects? APPLYING OBJECTIVES TO A HOSPITAL INTENSIVE CARE UNIT Can nurses describe patient and documentation care objectives? Can they describe rules of behavior toward patients and other employees?
5/4/09
16
Think
Expectations
THE SCOREBOARD Pre Game Game Plan Expectations Processes Resources Incentives Skills-Training Feedback Motivation Keeping Score The End Game
We find no real satisfaction or happiness in life without obstacles to conquer or goals to achieve. --Maxwell Maltz--
TO COMPLETE A REVIEW Click Here
5/4/09
17