When it comes to doing more with less, managers need guidance too

Even in times like these, when we all need to be able to do more with less, the austerity budgets that are developed and presented to us by our managers are often not as lean or austere as they need to be. After years of doing well, it’s just impossible for some of us to imagine a world without some workplace conveniences. In fact, our managers can easily come to view some conveniences as necessities. When one of our consultants recently challenged several items in a departmental budget he was in turn challenged by a senior executive; “Are you suggesting that our managers have lost sight of their objectives and are wasting resources?”

The management failure that our consultant was referring to is the result of the almost sub-conscious but common tendency of managers to work to make their jobs easier, even if it means being less efficient with company resources. In other words, every manager wants all of the resources needed to guarantee success while reducing stress and pressure.  This inclination needs to be understood and addressed by executives who manage managers.

Consider the case of the middle level manager whose job is to coordinate the use of company vehicles and personnel in making deliveries to customers. Every day is stressful because the job requires considerable logistical skill, energy and great multi-tasking abilities. In short, it’s a demanding job requiring constant attention to juggling resources. Even if the fleet manager’s performance records reflect superior outcomes with the resources at hand there may be a perceived risk of making mistakes that would embarrass the company and the manager.

It would be clear to this fleet manager that his job would be easier if there were more trucks and drivers available. The perceived risk of failing to make a delivery on time would be reduced and so would the pressure and demands of tight scheduling.

The question for the executive who manages the manager is whether the addition of new vehicles and drivers really produces a different and improved result for the customer and the company’s bottom line. In many cases the answer is “no.” The budgetary, or even periodic, requests for additional resources may be tied to the manager’s interest to reduce risk, be more comfortable and ensure his or her success.

Although most of us would like to be able to say that we have managers who are so good at what they do and so dedicated that we seldom need to provide them with substantial guidance, the truth is that even the best of managers can convince themselves of the necessity of having resources they may not need.
Managers who do so haven’t necessarily compromised their integrity. The tendency to seek resources to reduce pressure, stress and uncertainty are a normal part of working life. Effective executive leadership of those managers involves re-directing their attention and challenging them to identify a direct connection between requests for additional resources and the specific improvements in customer satisfaction and profitability that would be anticipated through the use of those resources.

In most cases providing the guidance to bring them back to focusing on results won’t be a stress-filled battle. It will look and feel more like a gentle nudge and a reminder of why they have achieved and occupy a position of trust.

Tom Aranow is a former CEO who now consults with CEOs and other executives as a Senior Advisor with Harrington Daniels Advisors, LLC. He may be reached at Tom@hdadvisors.com.