Engagement

Interlude 6A Sure Tour de Force

IT IS NO SURPRISE THAT MICHAEL SEES the team's plan as a mirage pretending to be a miracle. The team is asking him to trust a process that, by all indications, violates both his beliefs about how to manage and motivate people and what is possible from this group of employees. Why should he believe that the “motley crew” will do better than it ever has before? They have a history of failure; and even Michael's browbeating, threats, and firing of their multiple bosses have done nothing to change that. That is, until Vicky came.

Vicky brings another approach to managing people, and she and her team have achieved something remarkable. They have found a path to success under difficult circumstances. There is much to learn from how they did it. Vicky has consistently relied on the principles in the SURE model, and she has coached her team on the rules of engagement so that they can begin to do the same.

1. Stop, Look, and Learn: Step Back, Step Up, Step It Up

   Vicky's first move in her new job is to study the business and the players. The business results have been disappointing, and careful diagnostic work allows her to see that the problems are more about a failure of teamwork, adequate support, and clear expectations. She sets out to work on that. Vicky also knows that she'll solve the teamwork problem only if she finds ways to alter the climate of fear and ragtag individualism created by Michael's erratic, punitive management style.

   Vicky asks her ...