Q: At the beginning of the year, my company restructured, eliminating the corporate training function and consolidating other departments. As a result, I have two additional department managers reporting to me. They know their jobs well, but their "command and control" management style just does not work for many of the employees, especially the younger ones. I'd like to address this situation by sending both managers to some external training. They have been in management a long time, so the typical introductory management courses would not be suitable. Can you give me some guidance on finding the right training program⢠I prefer something local, requiring no more than a day or two out of the office. I am willing to invest some time and money in them, but if there is not enough change, it may well jeopardize their future here.
A: I understand what you are saying. "Command and Control" management style is now popular only in war zones. While there may be a great demand for it in the Middle East, in corporate America, no one's buying it.
When you spoke with your managers about the need to improve, how did they react⢠Did they agree there is a problem⢠How willing are they to change⢠Exactly what did they agree to doâ¢
If these commanders-in-chief have been operating this way for a number of years, convincing them that change is necessary is certainly not going to be accomplished in a five-minute chat. And let's be realistic -- a one-day training program is not going to deliver measurable, sustained change, either. Frankly, you are making me think you are really just looking for "proof" that you gave them a chance to change before letting them go.
But, if you really do want them to change, I believe you would get the most pronounced and permanent results by coaching them yourself, or if that is not feasible, by hiring a coach to work with them. Coaching will provide them with specific feedback on what they are doing wrong (and right) and, even more important, show them how to replace wrong behaviors with right ones.
Admittedly, with coaching, you won't see results immediately. But if your managers have the right attitude and if the coaching is properly conducted, you will get the results you seek.
Then, you won't have to ship them to Iraq.
Q: When my company was acquired last year, I chose not to relocate to the new corporate headquarters. Instead, I have been trying to establish a consulting practice. It's slow going. When I was employed, I was making a six-figure income. In 2005, I'll be lucky if I make half that. My wife, an accountant, used to work, but now she stays home to care for our sons. Being the sole provider for our family adds to the pressure. I am struggling with whether I should stick it out in consulting or start looking for employment.
A: Instead of considering just the financial component of your situation, examine your heart as well. Were you fulfilled, challenged and energized by your corporate job⢠If not, I encourage you to remain committed to consulting.
Let the 80/20 rule guide your decision. About 80 percent of those working for an employer are not fully content. Yet they lack the ability, resources, or confidence to become self-employed. Conversely, about 80 percent of the self-employed are satisfied and fulfilled.
I'm assuming you have some kind of valuable, marketable expertise, and it's clear you want to commit to consulting. During these lean start-up years, though, how can you do that⢠For now, live on less. Create a realistic, no-frills budget and stick with it. Talk with your wife about returning to work temporarily in a full-time or part-time capacity. If necessary, scale down to a less expensive car or home. Once you are emotionally committed to consulting, I am confident you will figure out a way to make these numbers work, and in time, you will be able to return to your standard of living.
