Billy is a new orange train. Thomas the Tank Engine is asked to look after him and teach him what to do. Billy thinks Thomas is bossy and ignores him. Thomas keeps trying. Everything goes wrong...
As I read this book for the 3rd time in a row, I couldn't help but draw parallels with people management. There are a couple of lessons to draw out...
Context: the Fat Controller doesn't tell Billy that he's asked Thomas to show him what to do. Thomas doesn't explain this either, nor does he explain why Billy needs to do each task. Ordering someone to do something may achieve reluctant compliance but will rarely get them fully engaged with delivering a successful overall outcome. A bit of context, whether it is around the contribution to bigger picture, impact of success, or even why something needs to be done a particular way, can achieve a lot. And may end up reminding you why you do what you do too!
Adaptability: Thomas's approach clearly wasn't working but he kept trying, following Billy around giving him instructions, and irritating him more and more. If it isn't working, don't keep doing it! It's easy as managers to get locked into one mind set ("they just don't get it / won't do it" etc) and to lose sight of the possibility that there may be another point of view. If your team aren't responding in the way you expect take a step back, and think about whether there is another way to approach it, whether this is attitudinal (coaching vs directive), language (another way to explain), or, dare I say it, that your way is not the only right way! Separating the how from the outcome may help.
And finally...when delegating something as important as the induction of a new team member, make sure the person / train you delegate to has the necessary skills to engage and involve the newbie, so that no-one ends up under the hopper covered in coal - it'll save you time and money in the long run!
No comments:
Post a Comment