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Joe Fearn’s Management Maxims

Joseph Fearn

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Being a successful operation is about making pieces work effectively together. One of those pieces are the relationships in a team. The relationships are created by the principles that guide our work. These relationships might be task related, timing related, hierarchically related, and are usually contextual. Context is fluid, and requires a framework that can give it meaning and logical structure. Because while some work may be accomplished in chaos, achieving specific objectives is challenging in chaos. Pursuit of a goal denotes unity of purpose. It is for this reason that over the years I have come up with several maxims that help to articulate context and shared belief to my crew. I would like to share a few and let you try them on for fit.

 

When at work, be at work

This may seem obvious. Honestly speaking though, I occasionally will find myself performing tasks or passing the time in ways that are not really getting me farther down my grounds management road. Catching up on a coworker's news, getting a second (or third) cup of coffee, or looking for that long lost mulch kit baffle will eat up time but is not work. I think back to a comic strip that was posted in our grounds shop at George Mason University. The punch line was "It seems it has taken me a particularly long time to get nothing done today". Committing to stay productive doing something accomplishes much even if it is not the biggest priority.

 

...while some work may be accomplished in chaos, achieving specific objectives is challenging in chaos."

 

You achieve what it is you want to achieve

I believe that I have a good grasp of what my crew can reasonably accomplish. We (the crew and I) will also sit down to develop priorities and review the rationale of those priorities. Therefore it is frustrating to me when things do not get accomplished. What I'll tell my crew is something was accomplished, just not the something we were pursuing. Instead of doing what we agreed, or what they were told to do, a competing objective took place. This competing objective was also done with the active participation of the crew. So my belief is that if they wanted to do the work that needed done, they were perfectly empowered to do so. It also occasionally demonstrates a purposeful willingness of the crew to put their priorities first. What you (I) really want to accomplish will likely get done. Make sure it is what was planned.

 

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There are many different ways to achieve a happy, productive crew.

 

You cannot define/dictate what I believe

Work in a grounds crew cannot be judged from only one vantage point or perspective. Occasionally when calling a crew member to task, we will disagree on what is happening. If my crew member says he is doing his job, he might very well be doing it based on his judgement, but not according to mine. I am sometimes told I am not considering all information available. This is sometimes true. But the crew must extend me the same respect and consider that their point of view may be the erroneous one. Making a decision unilaterally can lead to conflict, but it cuts both ways.

 

I'll be as eager to pursue your objectives as you are to pursue mine

As the head groundskeeper my job is to set objectives and determine the best way to achieve them. I try very hard to consider both the spoken, and unspoken, needs/preferences of my crew when doing so. What I don't get to do is unilaterally dictate all that is undertaken during each minute of the day. To attempt to do so would certainly create more resentment than it is worth. So I try to give my crew enough leeway so they do not feel they work in a prison nor can't exercise any freewill. Problems will arise when they err too far pursuing what they want, without adequate consideration of what I want. Maintaining some modicum of fairness goes a long way to maintaining morale and productivity.

 

Problems will arise when they err too far pursuing what they want, without adequate consideration of what I want...

 

Internal locus of control... external standard for success

This is one of my bottom lines. I decide whether I am successful or not. I can't put the responsibility for any failures on anyone else. My boss doesn't make me fail, or succeed. I can persevere no matter the situation and attempt to turn circumstances to my favor. I also can't unilaterally declare that I am successfully performing my job. My boss (organization) gets some say in what success looks like. If the people around me aren't getting their needs met, or have legitimate expectations that aren't met, it is up to me to strive to understand that. Another way to say this maxim is "I decide to meet your needs".

 

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Good management helps us instill pride in our operation.

 

Success requires shared understanding

The grounds crew at Drury is not a dictatorship. Sometimes I think it might be easier for me if it were, but I know I couldn't work in one. I am extended significant leeway to do what I think is best, and I want to extend that same level of freedom to my team. That is not the same in any way as compromising principles or expectations. The compromises I make are on allowing the team (organization) to have input into creating successes, not simply in doing the work. This shared understanding (responsibility), resulting from my management maxims, makes us a more effective, and happier, crew.



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