Marginalization of Your Management System is Deadly Sign to Employees! EMPTY EXECUTIVE SUITE AT BOEING.

From G W’s Executive Leadership Workbench….

Yesterday I quoted the master creator that I follow, Jay Clouse, who said, “the harder the problem, the less competition you’ll face. So you should run TOWARD hard things. Hard things are the opportunity.”

Hard Skill competencies are what Gen Zers, creators, and executives need most to be successful, particularly today. They don’t need the subjective, touchy-warmy-feely competencies that accomplish little or nothing, and get in the way of lower echelons being promoted to higher levels, particularly minorities.

One of the most important hard-skill competencies of the 6 Functions of Leadership Management occurs in the function of Strategy.? It’s identifying the life-cycle quadrant your company is in based on the four life-cycle quadrants: Emerging, Growth, Maturing, and Aging/Dying.

Throughout my 50 years in business, first as a manager with a Fortune company for 17 years, and then as executive, including being a CEO, I have come to understand how the employees of a company at all levels lose the “fire in their belly” for achieving the mission of the company.

My four years on active duty in the U.S. Army showed the same symptoms, with the soldiers having the same environment.

This usually occurs as a sign that your company is moving toward the “dying” quadrant of its life cycle, and I see this occurring when a family-founded business is caretaking the business or preparing to exit entirely. No family owner believes this can happen to their successful business, but marginalization of the management process is a key indicator that it is.

The owners and management of these companies think that they only have to keep manufacturing and selling their products, and their management process is not significant. ??Well, just ask Boeing!

Today, this same problem starts at the top of the organization and flows down, much like a management process or system which goes out of use that previously evaluated and appraised itself based upon agreed-upon metrics and key performance indicators, KPI, for each department and individual.

Without accountability and metrics, no company will remain viable, and we see a lot of indications that such is happening today in business, particularly at Boeing.

Within any management process, the planning process of executive management and operational management must agree. In fact, to be totally effective the objectives and key metrics of the CEO must cascade down to lower levels each year so that each department knows exactly what they are accountable for.

157-AXIOM OF? Accountability

Accountability is the combining of the responsibility, the fixed duties or work, along with the authority given by a higher level to complete the work, and agreed to by the individual accepting the work and authority

• Accountability includes authority with the work but also includes agreement by the direct report to make decisions on that work.
• It is not important to a CEO or creator “who” is accountable, only that he or she knows “someone” is accountable.

?Without accountability and metrics at every level, we see conflicts arising between departments and individuals alike and 90% of this conflict is caused by nobody knowing who has the authority to make decisions.

I have had many consulting assignments where my task was to determine why there is a conflict between departments, and 90% of the time it’s not knowing who is accountable, has the authority, to make decisions, particularly my assignment with Martin Marietta of the space industry, now Lockheed Martin.

Could this be the situation at Boeing? I suspect that it is, and there also are plenty of indications that at this time there are major logic gaps in the management system at Boeing, particularly in the hard-skill competencies of evaluation and appraisal.

Could this be the situation at your company?

Marginalization of the people should be a major concern of the HR department-managers at Boeing, particularly as it relates to DEI, but “trace the line of authority” and you will find that it’s the CEO or President who is dropping the ball as the major line manager.?

In the armed forces, it’s the generals at fault.

Usually, what I see as the real problem in these issues, like using DEI, is the marginalization of the management process, which automatically marginalizes the people.

I was recently at a manufacturing client’s location where in the past I had helped them develop their mission statement and strategic plan, but when I asked some key department managers if they knew the mission, or what their evaluation and appraisal process entailed, I was informed that nobody knew anything like they did in the past. ?

The management process had been marginalized, and ergo, the employees and leaders. They had become a specialist-talent company only, without a need for management talent where one is taught what to think, not HOW to think.

These are all hard-skill competencies of leadership management, and the outcome at Boeing indicates their leaders and executives do not comprehend the hard-skills of managing, and it’s obvious to me that there are many other companies with the same deadly problem.

The Boeing insider said the company is under caretakers, not owners who love airplanes.

?It doesn’t matter if they love airplanes. Can they take accountability for the work to be accomplished and provide KPIs on its completion, so that window plugs don’t fall apart midair? Is there a logical management system of evaluation and appraisal? And do the people participate in the process that identifies the results required?

003-AXIOM OF Results Accomplished

CEOs and Leadership Managers are compensated to accomplish the key objectives of the company according to a key measurement (metric) or Key Performance Indicator KPI. The more objectives of the company accomplished, without being asked or told to do so, the more value that individual brings to the organization.

Suivez-Moi!

gw

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