Lessons Learned as an Organization Remodeler – Part IV

Lessons Learned as an Organization Remodeler – Part IV

Lessons Learned as an Organization Remodeler

Part IV


In Part I of this this series on “Lessons Learned as an Organization Remodeler,” I  (1) shared with  the readers of this column the experiences which I felt qualified me to call  myself an “organization remodeler” and (2) explained that the lessons I had learned as an organizational remodeler led me to the conclusion that the keys to having an effective organization are the development of:

The correct organizational design,
A clear and compelling vision and mission,
A well-coached team of talented and highly motivated individuals,
A culture based on effective communication, collaboration, shared values and personal accountability, and
A strategy for developing each of the above.

and (3) discussed why organizational design is important.

In Part II, I described the various types of organizational designs and the strengths and weaknesses of each. 

In Part III, we explored “having a clear and compelling vision and mission.”

Staffing your organization with a team of talented and highly motivated individuals and creating a culture based on effective communication, collaboration, shared values and personal accountability requires:

Selecting and keeping team members who share your values and beliefs.

   Do not misunderstand me on this point.  I am not talking about hiring “yes” people, but people who share the same values and beliefs that I do. 

   It has been my experience that most organizations do not do a good job of this.  First of all, they do not spend enough time defining exactly what they are looking for in an employee and, secondly, they don’t ask questions that cause applicants to give answers that reveal whether an applicant is appropriate for the organization and even more importantly whether the person is appropriate for the position they are filling. 

 I think is even more of a problem for detention facilities and residential programs because they have to maintain a staff-resident   ratio.   As  a  result,  the  administrator   feels pressured to hire someone even if there was not a good candidate in the interview pool.   

This is a mistake.  I can assure you that the employee who will give you the most problems, the most grief, and be the most difficult to supervise is the one you never should have hired in the first place. You can hire easy and make managing tough or you can hire smart and manage easy. 

You cannot build a team of talented and highly motivated individuals and create a culture based on effective communication, collaboration, shared values and personal accountability if you are hiring the wrong kind of staff.  You are not being fair to your current staff when you hire people who do not share the organizations values and/or are not highly motivated.

If you don’t have a good pool of candidates, tell your staff what happened. Ask them to help with coverage until you can find a candidate who will be someone they would like to work with, who will be a team player and shares the organization’s values and philosophy. 

Notice, that not only do you want hire people who share the same values and beliefs as you do, you also want to be able to keep the employees who share your values and beliefs.  In order to do that you have to train them, develop them so that they can easily find a job somewhere else and then treat them so well they don’t want to leave.

Indoctrinating and socializing individuals to your way of thinking and feeling: Once you have them on board, invest in your employees. It is important in creating a culture that there be shared beliefs and values. That does not come easy, nor does it happen overnight, but it is worth what it takes to accomplish it.
Your behavior serving as a role model that encourages employees to identify with you and thereby internalizing your beliefs, values and assumptions.

These three steps are not easy, but whether you are the director of the agency, the supervisor of a unit, or anyone else who supervises people, these three things are the things a super supervisor does.

During my career of remodeling and changing organizations, the first thing I did when I assumed the top position in the organization, or the division for which I was responsible, was to figure out who the leaders were – not who was in a leadership position, but who actually had followers, regardless  of  what position  they held  in  the  organization.   I started working on selling those people on how we could make the organization a better place to work and how they could be a part of that.  If I could sell it to the leaders and get them on board, their followers would follow them even if they did not follow me. 

 Once I felt that I had successfully hired and/or socialized and indoctrinated enough people to the new way of thinking, I appointed a committee consisting of people who had bought into the new way of thinking and charged them with developing a new mission statement and a new vision statement for the organization which would serve as the guide posts for the organization.  Even though I love facilitating vision and mission development, I brought in an experienced facilitator to work with the group so that the vision and mission would not be seen as something I had developed.  It would be the group’s vision and mission and since it was their vision and mission, they would be more committed to selling it to the rest of the organization.

When you start remodeling or changing an organization, you will need to deal effectively with the various reactions you will get employees within the organization. 

You might find the research by the Hay Group, a worldwide human resources firm, helpful.  Their research  identified four types of employees, based upon how they adapt to change. Those four groups are the Superstars, the  Open-minders, the Skeptics and the Resisters. 

Dealing effectively with the four groups should be a part of the strategy you develop before you start remodeling process in  your  organization.

Let’s look at each group and what needs to be done in dealing with each. 

Superstars – This is a group of high performers who understand and buy into the organization’s mission and vision and they know what it takes to achieve it.

         What you need to do with this group is whatever it takes to keep them (e.g. recognition, rewards, compensation, the choice assignments).  In exchange, they                  help drive the change by serving as examples for the rest of the organization.

Open-minders – These are top performers, but they are not ready to sign on to the plan. However, they are willing to listen to the reasons they should.   You can develop their talent and increase their contributions to the group.  It’s worth the effort and cost to get them on board quickly.

         What you need to do with the Open-Minders is to make sure they understand how both they and the organization   will benefit from the changes you are                         introducing. Spend time coaching, provide formal training and development, and provide rewards for improved performance.     

Skeptics – This is a critical group because they’re good workers. They’ll wait and see how the changes shake out. If you identify them early and help them adjust, roughly half of this group will become Superstars.  The other half will be dead weight and become resisters.

         You need to identify the ones in the group who are worthy of keeping, then invest heavily in mentoring and coaching them.  Make sure that they clearly                           understand what is expected of them and tie their rewards to attitudes and behaviors that support the change that is being introduced.

Resisters – This group comprises about 15% of employees in most organizations. They are likely to be strong producers, but they worship the status quo.  They are not going to buy into the change and some will attempt to sabotage the remodeling process. Your only choice may be helping them to move on.

          What you do with this group is constantly address their inappropriate behaviors with appropriate sanctions and spend your time concentrating on developing              the other three groups.

Good luck on the remodeling project. Keep me posted about how it is going and let me know if you have any questions.

Lessons Learned as an Organization Remodeler – Part III

Lessons Learned as an Organization Remodeler – Part III

Lessons Learned as an
Organization Remodeler
Part III

In Part I of this this series on “Lessons Learned as an Organization Remodeler,” I (1) shared with the readers of this column the experiences which I felt qualified me to call myself an “organization remodeler,” (2) explained that the lessons I had learned as an organizational remodeler led me to the conclusion that the keys to having an effective organization are the development of:
• The correct organizational design,
• A clear and compelling vision and mission,
• A well-coached team of talented and highly motivated individuals,
• A culture based on effective communication, collaboration and shared values, and
• A strategy for developing each of the above.

and (3) discussed why organizational design is important.

In Part II, I described the various types of organizational designs and the strengths and weaknesses of each.

In this month’s column we will focus on “having a clear and compelling vision and mission.”

For a number of years now, MBA has been conducting training, providing technical assistance and facilitating strategic planning initiatives with a variety of organizations. One of the
things that we have discovered is that a number of executives have not learned the difference between a vision statement and a mission statement. We often see organizational vision statements that are actually mission statements and organizational mission statements that are actually vision statements. We also see well intended vision and mission statements that are uninspiring, confusing, and so long that they are impossible for anyone to remember.

You may be asking yourself, “Why does it matter if there is confusion about vision and mission statements, or if they are written in a certain way?” The answer is that a study by Bain and Company indicated that organizations that have clearly defined vision and mission statements that are aligned with a strategic plan outperform those who do not.

That being said, let’s clear up any confusion between what a vision statement is and what a mission statement is.

A Mission statement:
• Defines the present purpose of an organization;
• Answers the questions about why an organization exists.
o What it does
o For whom it does it, and
o What the impact of doing it is.
• Is written succinctly in a few sentences, and
• Is something that all employees should be able to articulate upon request.

Some examples of effective mission statements are:
• Erie Insurance: “To provide our policyholders with as near perfect protection as is humanly possible and to do it at the lowest possible cost,”
• Nature Air: “To offer travelers a reliable, innovative and fun airline to travel in Central America,”
• Nissan: “Nissan provides unique and innovative automotive products and services that deliver superior, measurable values to all stakeholders in alliance with Renault.”
• Mel Brown and Associates: Equipping individuals and organizations to accomplish their visions, missions and goals.”

Some organizations periodically refine their mission statements based on changing economic realities or unexpected responses from consumers. For example, some companies are launched to provide specific products or services; yet, they later realize that changing what they do, who they do it for, or the impact of doing what they do will enable them to grow the business faster and more successfully.

Having a clearly defined mission statement helps employees better understand organization-wide decisions, organizational changes and resource allocation, thereby lessening resistance and workplace conflicts.

A Vision Statement:
• Defines the optimal desired future state – the mental picture of what an organization wants to achieve over time,
• Provides guidance and inspiration as to what an organization is focused on achieving in five, ten, or more years,
• Functions as the organization’s compass. It is what all employees understand their work every day ultimately contributes towards accomplishing over the long term; and,
• Is written succinctly in an inspirational manner that makes it easy for all employees to repeat it at any given time.

Leaders may change, but a clearly established vision encourages people to focus on what’s important and better under-stand organization-wide change and alignment of resources.

Some examples of effective vision statements are:
• Alzheimer’s Association: “Our vision is a world without Alzheimer’s Disease.”
• Avon: “To be the company that best understands and satisfies the product, service and self-fulfillment needs of women – globally.”
• Norfolk Southern: “Be the safest, most customer-focused and successful transportation company in the world.”
• Microsoft: “Empower people through great software anytime, anyplace, and on any device.”
• Reston Association: “Leading the model community where all can live, work, and play.”

Effective vision and mission statements help clearly define the organization for organizational employees and for the community they serve.

The absence of vision and mission statements or poorly written vision and mission statements are lost opportunities for:
• Attracting/engaging/retaining talent;
• Building organizational culture; and,
• Increasing productivity while leveraging all resources to successfully implement a strategic plan.

Facilitating the vision and mission development process for our clients is one of the methods that MBA uses to equip individuals and organizations to accomplish their visions, missions and goals.

Lessons Learned as an Organization Remodeler – Part II

Lessons Learned as an Organization Remodeler – Part II

Lessons Learned as an

Organization Remodeler

Part II


Part I of “Lessons Learned as an Organizational Remodeler” contained an introduction to the topic and Lesson 1 which was “Organizational Design is Important.”  In discussing this lesson, I emphasized “Each organization is unique. Organizations need to be designed to meet their unique circumstances, cultures, environments, needs and purposes.” 

Last month’s column ended with me saying that in this month’s column “we will explore how to develop:

Correct organizational designs,
Clear and compelling visions and missions,
Well coached teams of highly motivated individuals,
Cultures based on effective communication, collaboration and shared values, and
Strategies for developing each of the above.”

However, in order to adequately address some of the questions we have received about organizational structure, some of the items I had planned to cover this month will have to be postponed to next month. 

With that explanation, let’s return to the point in last month’s column, “organizational design is important.” 

At some point in your career, you may have been asked to provide an organization chart for an employee handbook, an annual report, as part of a budget request, for your organization’s website, or for something else.  If you did and I had to guess what that the structure looked like, I would guess that it looked like a pyramid. At the top would be the chief executive officer (or whatever the title is of the highest ranking person in the organization) with lines stretching down to middle management, then to supervisors, and finally to staff-level employees. 

The problem is that not every organization functions best with a hierarchical organizational structure and other types of organizational structures exist. Let’s examine the basic types of organizational structures and the strengths and weakness of each.

The Hierarchical Organizational Structure – This is the type of structure just mentioned above. It is the most common type of organizational structure — the chain of command goes from the top position down to the entry level positions and each employee in the organization has a supervisor.


The strengths of the Hierarchical Structure are that it:

Better defines levels of authority and responsibility,
Shows who each person reports to or who to talk to about specific projects,
Motivates employees with clear career paths and chances for promotion,     
Gives each employee a specialty, and
Creates camaraderie between employees within the same department


The weaknesses of the Hierarchical structure are that it:

Can slow down innovation or important changes due to increased bureaucracy,
Can cause employees to act in interest of their department instead of the company as a whole, and
Can make lower-level employees feel like they have less ownership and can’t express their ideas for the organization.

Functional Organization Structure – This is similar to the hierarchical organizational structure. It starts with positions with the highest levels of responsibility at the top and goes down from there. However, employees are organized according to their specific skills and their corresponding function in the organization and each separate department is managed independently. 


The strengths of the Functional Structure are that it:

Allows employees to focus on their role,
Encourages specialization,
Helps teams and departments feel self-determined, and
Is easily scalable in any sized organization.


The weaknesses of the Functional Structure are that it:

Can create silos within an organization,
Hampers interdepartmental communication, and
Obscures processes and strategies for different markets or products of an organization (Most MBA’s clients are criminal justice agencies and this is seldom a concern for the organizations with which we work).

Horizonal or Flat Organizational Structure – This structure organizations with few levels between upper management and staff-level employees. Many start-up organizations use a horizontal structure before they grow large enough to build out different departments, but some organizations maintain this structure since it encourages less supervision and more involvement from all employees.

The strengths of the Flat Structure are that it:

Gives employees more responsibility,
Fosters more open communication, and    
Improves coordination and speed of implementing new ideas                           

The weaknesses of the Flat Structure are that it:

Can create confusion since employees do not have a clear supervisor to report to,
Can produce employees with more generalized, rather than specific, skills and knowledge, and
Can be difficult to maintain once the company grows be-yond start-up status.   

Divisional Organizational Structure — In divisional organizational structures, an organization’s divisions have control over their own resources, essentially operating like their own company within the larger organization. Each division can have its own purchasing team, IT team, accounting team, etc. This structure works well for large organizations as it empowers the various divisions to make decisions without everyone having to report to just a few executives.

Depending on your organization’s focus, there’s a few variations of the Divisional organization to consider.  Among them are the Market-Based Divisional structure, the Product-Based Divisional structure and the Geo-graphical Based Divisional structure.

As mentioned earlier, the Market-Based and the Product-Based Divisional Structures are not applicable to MBA’s clients; therefore, I will address only the Geographical-Based Divisional Structure.  In this structure, division are separated by region, territories, or districts, offering more effective localization and logistics. An organization might establish satellite offices across a county, state, country or the world in order to stay close to their customers.

The strengths of the Divisional Organizational structure are that it:

Helps large organizations stay flexible,
Allows for a quicker response to industry changes or local needs, and
Promotes independence, autonomy, and a customized approach

The weaknesses of the Divisional Organizational structure are that it:

Can easily lead to duplicate resources,
Can mean muddled or insufficient communication between the headquarters and its divisions, and
Can result in an organization competing with itself.

Matrix Organizational Structure — A matrix organizational chart looks like a grid, and it shows cross-functional teams that form for special projects. For example, an IT employee may regularly belong to the IT Department (led by an IT Director) or a security employee may regularly belong to the security department (led by a Security Director), but work on a temporary project (led by a project manager). The matrix organizational chart accounts for both of the employees’ roles and reporting relationships.

The strengths of the Matrix Organizational Structure are that it:

Allows supervisors to easily choose individuals by the needs of a project,
Gives a more dynamic view of the organization, and
Encourages employees to use their skills in various capacities aside from their original role


The weaknesses of the Matrix Organizational Structure are that it:

Presents a conflict between department managers and project managers, and
Can change more frequently than other organizational structure types.

Team Based Organizational Structure – After reading the name of this organizational structure, it is probably no surprise to you that this type of organizational structure groups employees according to teams. A team organizational structure is meant to disrupt the traditional hierarchy, focusing more on problem solving, cooperation, and giving employees more control.

The strengths of the Team Based Organizational structure are that it:

Increases productivity, performance, and transparency by breaking down silos,
Promotes a growth mindset,
Changes the traditional career models by getting people to move laterally,
Values experience rather than seniority, and
Requires minimal management.


The weaknesses of the Team Based Organizational structure are that it:

Goes against many companies’ natural inclination of a purely hierarchical structure, and
Might make promotional paths less clear for employees.

Network Organizational Structure – In today’s world, few organizations have all their operations under one roof, and dealing with a multitude of vendors, offsite locations and satellite offices can become confusing.

A Network Organizational structure makes sense of the spread of resources. It can also describe an internal structure that focuses more on open communication and relationships rather than hierarchy.

The strengths of the Network Organizational structure are that it:

Visualizes the complex web of onsite and offsite relation-ships in organizations,
Allows organizations to be more flexible and agile,
Gives more power to all employees to collaborate, take initiative, and make decisions, and
Helps employees and stakeholders understand workflows and processes.


The weaknesses of the Network Organizational Structure are that it:

Can quickly become overly complex when dealing with lots of offsite processes, and
Can make it more difficult for employees to know who has final say

Organizational structure is not a one size fits all option. The structure that worked in one organization may not work in another.  In addition, the structure that served the organization well in one phase of its existence may not be as effective in the next phase.

In remodeling various criminal justice agencies in which I worked, I considered the size of the organization, the different types of services to be offered, the geographical area which needed to be served, the political environment in which I was working, and the culture I wanted to create. I would advise anyone to do the same.

In the movie, “Indiana Jones and the Last Crusade,” the Grail Knight said, “Choose wisely, for while the true Grail will bring you life, the false Grail will take it from you.”  The same is true of choosing an organizational structure.  The right structure can help bring life to your organization and the wrong one can snuff the life out of it.

I hope that addressed the questions that were raised about organizational structure.

Next month we will pick up the lessons learned with where I had planned to start this month’s column – developing a clear and compelling vision.

If you have questions about this column or would like to suggest topics to be addressed in future columns, email them to ceo@melbrown.org.

Lessons Learned as an Organization Remodeler

Lessons Learned as an  Organization Remodeler

Part 1


Before I share with you the lessons I learned as an “Organization Remodeler,” I need to share with you my experiences so you will understand why I chose to call myself an “organization remodeler.”

 Early in my career, I made a decision to never accept a position that had been vacated by a great leader.  While it would be easier to manage an organization that had been finely tuned and was running like a well-oiled machine, I knew I would have always been compared to my predecessor and it would be very difficult to measure up to the high standards he or she had set.

When I was selected for my first supervisor position, I began reading everything I could find on leadership and management and I began seeking advice from people I knew who had been successful as supervisors, managers and leaders. I also made a lot of mistakes along the way, but I decided to use those mistakes as learning experiences. 

After I began to rise up through the ranks from front line supervisory to mid-manager positions, I made another decision that served me well in my career.  I decided that not only would I not accept a position vacated by a great leader/manager, but I would deliberately seek out positions in which the previous person in the position had been a terrible leader or manager and the unit, division or organization for which I was to be responsible was experiencing difficulties. That decision brought two results: (1)  Every time I accepted a new job, I had a tremendous challenge ahead of me, and (2) there was no way I could look bad. Anything I did would be an improvement over what my predecessor had done.

Shortly after making that second decision, I was offered a position as the director of a detention center from which there had been 37 escapes during the previous 12 months,  which had very little programming, and which room confinement was the primary tool for dealing with behavioral problems.

In addition, to dealing with the problems of the detention center, I was charged with establishing a residential program for status offenders a few miles from the detention center.

It was at that point that I realized I needed to not only learn as much about leading and managing people, but also about developing effective organizational structures that helped me more effectively address the needs of the organization.  The structure of the portion of the department for which I was responsible had to be remodeled to accommodate the adding of a different facility and additional programming.

Later I accepted a position in Montgomery County, Texas as “Director of Juvenile services.” I inherited a department  in which the previous director was a former sheriff and which was staffed with certified peace officers whose duties con-sisted of investigating crimes committed by or against youth. It functioned much like the youth division of every law enforcement agencies in the county. 

If, in the investigating of a crime, local law enforcement officials discovered either the perpetrator or the victim was a juvenile, the case was turned over to the juvenile department for investigation. 

The  former sheriff was the only one in the department who actually supervised offenders and supervision consisted of the juvenile reporting to the office once per month, filling out a form and answering questions such as, “Are you behaving yourself?” “Are you minding your parents?” “Are you going to school?” The department had no case management system and children who were detained were in cells in the adult jail which was located on the top two floors of the courthouse.

A little less than five and a half years later, with the detention facility fulfilling its functions and the “juvenile department” having been converted from a law enforcement agency to a probation agency, I applied for a position as Director of a much larger juvenile probation department which was experiencing problems.

During the first five and a half years I had been Director of Juvenile Services, the adult probation department had been under the leadership of three different  directors and the pos-ition was vacant again.

The judges offered to match the salary of the position for which I was applying if I would stay and run both the juvenile and adult probation departments. I accepted that challenge only to find out that there was a history of employee distrust of management that had to be resolved before employees would be willing to buy into what needed to be accomplished. While I eventually earned their confidence, it was not something that happened overnight.

Approximately five years later, the judges asked me to also assume responsibility for the county’s Pre-Trial Release Pro-gram, which I did.  

In addition to the merging of the three departments into a single organization, the adult and juvenile arenas were also adding new programs and establishing satellite offices to better serve the 1,077 square miles the county covered.

Eventually, I had responsibility for Juvenile Services (juvenile court intake, Juvenile detention, juvenile probation super-vision, a juvenile justice alternative school, and through a con-tract with the state,  we  also  assumed  responsibility  for supervision of juvenile parolees in our county), Adult Community Supervision (pre-trial supervision, court services, and probation supervision, offender employment Program) and Adult  Community  Corrections (a residential treatment facility with two different in-house treatment programs).

As the organization was repurposed, grew in size, merged with other organizations, began providing more diverse services, and increased its locations, the structure of the organization was “remodeled” a number of times. 

Lessons Learned

The reason I think of myself as an “organization remodeler” is that I had to redesign the organization nearly everywhere I have been employed. 

The lessons I learned as I remodeled organizations led me to the conclusion that the keys to having an effective organization are the development of:

The correct organizational design,
A clear and compelling vision and mission,
A well-coached team of talented and highly motivated individuals,
A culture based on effective communication, collaboration and shared values, and
A strategy for developing each of the above.

Organizational Design is Important – Organization Design is more than just drawing boxes on paper. Organizational design is a systematic process for establishing the principles and structures that guide an organization toward achieving its goals. 

Successful  organizational design consists of the following elements:

Strategy – A detailed plan of action or policy designed to achieve major or overall goals,
Structure – How people are organized hierarchically,
Systems – The processes for submitting departmental re-ports, rewarding employees, or allocating resources,
Processes – The methods and technologies people use to get their work done,
People – The type of talent that should be hired across departments in order to meet organizational goals, and
Culture – Communication, collaboration, values, and  managerial styles

Ineffective, nonexistent, or outdated organizational  structures often lead to:

Rigid silos caused by too much structure and not enough systems or cultural practices to counter-balance them,
A culture where people don’t feel empowered to take responsibility, resist doing tasks outside their job descriptions, or defer decision making for fear of stepping on someone else’s toes, and
Inefficient operations and redundancies caused by poorly designed systems.

One of the problems I have observed in most of the organizations in which I have worked is that administrators did not rethink and redesign their organization as the environment in which they worked changed.

The recent pandemic caused every organization to deliver their services in new ways.  Any administrator who assumes that when the pandemic is over that we can return to doing business as usual is deluding him or herself. We must apply what we learn from that experience.

Another problem I have observed is that many times when  administrators move from one organization to another, they try to transplant the structure from their former organization to their new organization.

That never works.  Each organization is unique. Organizations need to be designed to meet their unique circumstances, cultures, environment, needs and purpose.

Leaders who able to rethink and redesign their organization’s structure based upon the vision, mission, culture, and environment can see these high-level benefits.

Increased innovation supported by a holistically designed organizational structure, efficient resource allocation, and a culture of collaboration.
Increased efficiency and productivity thanks to customer-centric innovations combined with faster production cycles.
Happier and more engaged employees who thrive in a culture of collaboration and feel their efforts aren’t wasted on inefficient processes.
A clear vision and roadmap for the organization’s future, which is understood by everyone at every level of the organization.

In next  month’s column, we will explore how to develop:

Correct organizational designs,
Clear and compelling visions and missions,
Well coached teams of highly motivated individuals,
Cultures based on effective communication, collaboration and shared values, and
Strategies for developing each of the above.

The Art of Managing Virtual Teams

The Art of Managing Virtual Teams

During the last few months, the operations of probation and parole agencies have been greatly impacted by the “Stay-at-Home” orders issued by governors as a result of the COVID-19 Pandemic (also referred to as the Coronavirus Pandemic).

The requirement of having offenders report to the office of the supervising officer and the practice of having officers conducting home visits were both discontinued. In most cases, officers began to meet with offenders through the use of video conferencing software such as Zoom or GoToMeeting.

Surprisingly, officers in many jurisdictions have reported that offenders appear more relaxed and more open about what is happening in their lives than they are when they report to the probation or parole office or when the officer conducts a home visit. Officers are reporting that there is a totally different relationship developing between the officer and the offender. Many offenders are beginning to see the officer not just as someone to whom they have to report and who oversees the conditions of their probation, but as someone who is trying to help them.

Pre-sentence Investigation officers are discovering that it is easier to obtain from offenders the information they need for the Pre-sentence Investigation Reports (PSI) prepared for the courts and that it takes them less time to prepare the PSIs because they are not interrupted by telephone calls, other officers stopping by their office to chat and other activities that accompany working in an office environment.

Some agency administrators are looking at these positive results and realizing that supervising offenders after COVID-19 is going to be different than it was before. This will mean that not only will the way the officers supervise offenders change, but if agencies continue the practice of allowing staff to work from home (WFH) the supervision of employees and management of probation and parole operations will also have to change.

Tips for Managing a Virtual Workforce

Some administrators may already have managerial and leader-ship techniques for staff in remote locations, such as satellite offices and institutions and some of those skills may also work with leading and managing the virtual work force, but some will not.

Just as we had to develop new methods of leading and man-aging staff when we established satellite offices and residential facilities, the same will prove true with leading and managing WFH employees. Simply put, we cannot lead and manage the virtual workplace the same way we lead and managed before. We must learn new and better ways to lead and manage in the new environment. As Eric Hoffer pointed out, “In times of change, learners inherit the earth, while the learned find themselves beautifully equipped to deal with a world that no longer exists.”

While this is not an exhaustive list, here are some tips to improve your effectiveness in the art of managing virtual teams.

1. View it as an Opportunity to Grow

Regardless of your comfort level in managing a virtual team, view it as an opportunity to increase your leadership and management effectiveness. Embrace early disruptions and focus on implementing the infrastructure, revised processes and new rituals that will enable your team’s success. As the world moves towards more remote and virtual models, your efforts won’t be wasted.

2. Understand the Challenges of Managing a Virtual Workplace

To lead a virtual team well, managers may discover they need to loosen their reins a little while finding ways to continue to hold employees accountable.

Without the ability to continuously monitor employees in a shared office space, they may find success by focusing more on what gets done and whether it meets well-defined quality standards than whether they are working the traditional 8 a.m. to 5 p.m. schedule. In managing a virtual team, the manager should establish two measurements for work to meet: (1) quality, which should be defined as the completion of a task or responsibility in a manner that meets all standards of excellence for that task or responsibility, and (2) timeliness, which should be defined as completing a task or responsibility on or before the stated deadline for that task or responsibility.

It’s helpful, too, to be willing to experiment a little with technology and how meetings are conducted.

Adopt New Ways of Communicating

While most leaders/managers are aware that communication will be an obvious challenge with managing the virtual workplace, some challenges aren’t so obvious. Not only do you lose some of those hallway conversations, and quick in-office chats, but it goes deeper than that. When you don’t have enough face-to-face communication, it can become difficult to sense intent in messages between you and the person you are supervising. It’s harder to understand a message when it’s only text, or you don’t know the employee as well as other in-office employees.

When you first begin managing a virtual workforce, it will quickly become obvious that people have different preferences when it comes to communication. Some people prefer to be contacted by text, some by a phone call, some by email, some by instant messaging, and some prefer video conferencing even if it is a two-person meeting.

The most effective administrators will establish ways to effectively manage the communication styles of your entire team and create a structure that supports collaboration.

The most important things the manager of a virtual team can do is to establish clear expectations of team members which should begin with effectively communicating the team’s vision and mission. The manager’s focus should be on creating a shared purpose by engaging the team in answering the following questions: “What should be our contribution?”, “What are our objectives?”, “How are others depending on us as a team?” and “What are the key activities for successful performance as a team?”

In clarifying expectations, the manager should clearly define each team member’s role and responsibility, the specific tasks and outcomes to be accomplished and the standards by which performance will be measured.
It is also important that the manager establish clear check-in times for the team as a group and for one-on-one meeting between the manager and each team member.

Benefits of Having a Virtual Workforce

Considering hiring an employee and allowing them to work virtually could improve the pool of candidates when filling positions within your organization. For example, if you were interviewing for a Pre-Sentence Investigation Officer, an applicant with excellent interviewing and writing skills might be the best candidate for the position even though they did not live in your jurisdiction.

This would not be a totally new concept. Dr. Kelli Martin, who was employed by the Tarrant County Community Supervision and Corrections Department, accepted a position as a researcher for the Taylor, Bexar, and Hidalgo County CSCDs, but continues to live in Tarrant County.

A few years ago, El Paso County CSCD allowed an employee whose husband was transferred to move with her husband without giving up her position. She did all the visits to the state facilities for the other officers who had State Jail caseloads, which mean the other officers did not have to travel from El Paso to the locations where the State Jails were, thus reducing the travel costs of state jail visits.

Allowing some employees to continue to work at home would also reduce the amount of office space needed by the department even if employees were allowed to work from home only part of the time. Schedules could be arranged to accommodate the sharing of offices.

Once we adjust to having a virtual workforce, we may find that, with the right technology and the right management and leadership techniques, having a virtual workforce is not significantly different from leading and managing employees located in satellite offices.

The question we should be asking is not “Should we consider adopting components of the virtual workforce environment?”, but “How can we capture the advantages the virtual workforce provides and still effectively fulfill the organization’s vision and mission?”

What is your answer to that question?

It’s Time to Make Lemonade

It’s Time to Make Lemonade

It’s Time to Make Lemonade

With the arrival of COVID-19 (Coronavirus), we were all faced with a crisis that has reshaped the way we live our daily lives. Restaurants have been forced to cease dine-in services and serve meals for “take out” or “delivery” only. Well-stocked shelves at grocery stores have been replaced with rows and rows of empty shelves because of “panic buying.” Who would have ever thought that toilet paper would be a prized possession? Schools have either closed entirely or are now providing educational services on-line only. Many states and local governments have issued “shelter in place” orders. Others have encouraged citizens to only leave their homes when necessary. Most churches have replaced congregational worship with on-line worship services and I know of one church which built a stage outside to provide worship services for people who call to get the radio frequency so they can attend worship services much like we used to go to drive-in movies. Sports addicts are being forced to watch reruns of previous games since all sports events have been cancelled. The contents of emails and posting on various social media are now filled with tales of frustration and boredom.

As I was contemplating various topics for this month’s column, it occurred to me that since all of us are faced with the same dilemma — how are we going to deal with this crisis – I decided I would share with you my perspective on dealing with this crisis. I decided the things I will do are:

Realize that dealing with crisis is not something new: In fact, dealing with crisis is a rather common occurrence for all of us. We have all dealt with numerous crises. While this is certainly not an exhaustive list, during my life time, some of the crises that have occurred are the bombing of Pearl Harbor (12/07/41)which resulted in the United States’ participation in World War II which had begun in 1939, the “Recession of 1949,” Korean War (June 25, 1950 – July 27, 1953), Vietnam War (11/1/1955-4/30/75), Cuban Missile Crisis (10/16/62-10/28/62), assassination of John F. Kennedy (11/22/63), assassination of Malcolm X (2/21/65), assassination of Martin L. King (4/4/68), assassination of Robert F. Kennedy (6/6/68), Energy Crisis of the 1970s, AIDS epidemic (1981), Black Monday (1987), Columbine High School Massacre (4/30/99) and numerous other school shootings that followed, “Y2K”, “9-11” (2001), Enron Scandal and Crisis (2001) and a host of others which I cannot recall at the moment.

Control what I can Control – I cannot control the virus, but I can control my reaction to it. I can decide to take all the necessary precautions recommended by the World Health Organization, such as practicing social distancing, washing my hands with soap and water for at least 20 seconds or if soap and water are not readily available using a hand sanitizer that contains at least 60% alcohol, and cleaning and disinfecting frequently touched surfaces daily.

I can also remember that crises come and go and I do not have to sit around and let this crisis control my every thought. I can choose not to be overcome by boredom, fear and frustration.

Make Lemonade: There is an old adage that says, “when life hands you lemons, make lemonade.” That is what I decided to do.

During the first few months of 2020, MBA was experiencing less business of almost any year in the nearly 14 years since we started the company. However, it looked as if everything was going to change beginning in the middle of March. On the calendar we had training events in Denton (March 17th-18th), Midland, (March 23rd-24th), Angleton (25th-26th) Corpus Christi (30th -31st) and Tyler (June 17th-18th). I was scheduled to speak at a National Leadership Institute in Annapolis, Maryland the first week in June. A group in Oregon had contacted us about providing them some technical assistance. Things were looking bright, then the Coronavirus arrived. All the March trainings as well as the National Leadership Institute in Annapolis had to be cancelled or rescheduled.

It became glaringly obvious that for the next few months, MBA’s “outgo” would be exceeding its “income.” While nothing will be going into MBA’s coffers, the utility bills (gas, water, electrical, telephone, etc.), payroll, and office expenses will continue to result in withdrawals. All of a sudden, MBA was transformed from a job I love to an expensive hobby I love.

Rather than becoming frustrated and overcome with worry, I am choosing to look at it from a different perspective. First of all, we have dealt with crises before and we managed to survive. Why should this time be any different?

As I began to look at the situation differently, I realized that most of the events we had on the calendar are not being cancelled but rescheduled. We may have to work harder to fit them into our schedule, but most of the projects are still there. Finances may be tight for a while, but we will survive. I have decided I am not going to let this get the best of me. I am going to make lemonade.

I am using the extra time I have available as a result of the coronavirus to do a variety of things: Among them are cleaning and reorganizing my office (which should have been done a long time ago), developing some new workshops, reading some books I have been wanting to read, but have not gotten around to reading and which I hope will also contribute to the development of the new workshops, writing more, and doing some marketing to secure projects for when the crisis is over. Even though my calendar does not look as crowded as it was at the beginning of the month, I feel more productive.

Another impact of the virus is that the Bible Study group I teach at our church on Sunday mornings has been suspended. Most of the people in the group are older than I am. Most are in their 80s & 90s. I am now reaching out to them each day, checking on them by email to find out if they need assistance with something, to encourage them and even share a little humor from time to time. All of that is less time consuming than the six to eight hours a week I spent preparing to teach the Bible Study before the virus caused us to suspend our meetings.

I have friends across the county who are either retired or are near retirement, some of whom are wrestling with some serious illnesses. I decided to call each of them and catch up with what is happening and to try to provide them some encouragement. We shared memories, laughed at some of the things that have happened over the years and in trying to be a blessing to them, they became a blessing to me. What a great time I have had with them. Not sure I would have had that experience if my schedule had not been interrupted by the coronavirus.

As I penned the paragraphs above, a memory bubbled up to the surface of my mind. In 1998, I was driving back from Austin late at night after having been there to testify before the legislature. It was late. I was tired and things had not gone as well as I would have liked. I was afraid that what the legislature was about to do would have a negative impact on the field of criminal justice and especially on probation. As I drove along with my negative thoughts, I began to focus on other areas of my life and the negativity began to permeate my feelings about every aspect of my life. I got to thinking about having kids so late in life and how that was going to affect my retirement. I was thinking, “I’ll be 65 when my oldest child finishes high school and 67 when my youngest finishes, and then I will still be facing college expenses. My children will be going to college on Social Security Scholarships.”

As I was driving and feeling sorry for myself, I began to think about the good things about those situations. As an older parent, I have had more time to devote to my children than I would have had when I was first starting my career. Hopefully, I became a wiser parent for having waited to have children. Financially, I was able to do so much more for my children than I would have been able to do if our children had been born when my wife and I were younger. When I got home, I began to write the following poem:

Aging Gracefully

© 1998

by Mel Brown

Lord, remind me when I whine

of all the things that are mine.

Make me grateful for what I’ve got

and for all the things that I am not.

My knees – they creak and they crack

and I always have a pain in my back;

but when I hurt with each step that I take,

I can know I’m alive, because I still ache.

My eyesight’s not what it used to be

and that’s not all that’s failing me.

My hearing gets worse as each year passes,

but I still have ears to hold up my glasses.

The teeth I have now are all fake;

But, as a result, they don’t ache.

So Lord remind me when I whine

of all the things that are mine

and make me grateful for what I’ve got,

and for all the things that I am not.

And please help me to always recall

halitosis is better than no breath at all.

The question I would like for my readers to answer is, “How are you making lemonade?”

Loyalty and Long-Term Employment, Are They the Same?

Loyalty and Long-Term Employment,  Are They the Same?

Loyalty and Long-Term Employment, Are They the Same?

While providing some technical assistance to an organization a few years ago, it became apparent to me that a very pleasant employee, who had been  with the organization a very long time and who seemed to be liked by nearly everyone on staff, had learned to do just enough to fly, unseen, under the performance issues radar and really contributed nothing to the organization.

Later, in a conversation with the organization’s chief executive, I asked him to tell me about the employee, who for the purposes of this article will be referred to as Joe.  He described Joe as “a great guy,” “very likeable,” and “very loyal.”

My follow-up question was, “Tell me how Joe has demonstrated his loyalty.” The ensuing conversation between me and the “Exec” went something like this.

His response was, “We have had an extremely high turnover for a number of years, but Joe has stayed with us when so many have not.  He could have taken a job somewhere else, but he has remained loyal to us.”

Me: “Has he told you he has had opportunities to work other places or do you know of specific places that he had the opportunity to take a job and did not?”

Exec: “No, not really.”  I just know that with the high turn-over rate we have had, he has chosen to stay with us.”

 Me:    “Could it be that Joe is just not motivated enough to apply somewhere else?’

 Exec: “That’s what I am saying.  He is loyal to us and does not want to go anywhere else.”

 Me:    “Has Joe ever done anything here that would make you think he is the best employee on your payroll?”

 Exec:  “Not really.”

 Me:    “Has he ever gone out of his way to make another employee successful?”

 Exec:  “I don’t recall him ever doing something like that.”

 Me:    “Does he volunteer to take on tough assignments.”

 Exec: “I don’t believe so.”

 Me:    “Has he ever offered solutions to problems the organization was experiencing.”

 Exec: “Hmmm, not that I remember.”

Me:    “Does he ever do anything for the organization that is not in his job description?”

 Exec: “Now that I think about it, I am not sure.”

Me:    “Has he grown in his current job over the years?”

Exec:  “Not really.”

 Me:    “If every employee you have did their job the way Joe does his, would you think your organization would be the most outstanding organization in the state?”

 Exec:  “No.”

 Me:    “Is there anything about Joe other than he is likeable and he is still on the payroll that makes you think of Joe as a loyal employee.”

 Exec:  “I am beginning to think that maybe Joe is not as loyal as I thought he was.”

 Me:    “I think you are right.  I think you have been confusing loyalty with comfort, lack of motivation and long-term employment. I think Joe is just comfortable, not loyal. He doesn’t seem to be contributing anything significant to this organization and he lacks the motivation to apply for a higher job here or to apply for a job somewhere else.” 

This is a rather long introduction to this month’s column, but I wanted to make a strong point — loyalty has nothing to do with length of employment, blind obedience, or unthinking devotion. The things that demonstrate an employee’s loyalty are:

Integrity – Employees who consistently seek to do the right thing are not just following a personal credo – They are also looking out for the long-term interest of the organization in which they work. Such employees are faithful to the company; possess strong feelings of care, responsibility, and bonding. They have a powerful willingness to make an investment in the organization and sometimes make personal sacrifices for the good of the organization.

Doing Their Best to Make the Organization a Success – Loyal employees make sure they do quality work.  They per-form as if they own stock in the company.  My Administrative Assistant who actually runs the office ensures that it runs smoothly. When making travel arrangements or purchasing supplies, she treats our company’s money as if it were her own.  She makes sure we get the best price for everything we purchase.  

Loyal employees are not limited by their job descriptions.  When they see something that needs to be done, they do it. They volunteer for difficult assignments.  They also become the “go to” person in the organization.  Other people in the organization seek them out for advice.

Dissenting and Disagreeing – Loyal employees do not blindly accept every idea presented by the organization’s executive.  As pointed out by Patrick Lencioni in his book,  The Five Dysfunctions of a Team,   members  of  cohesive  teams  engage  in unfiltered conflict around ideas.  Loyal employees weigh the positives and negatives of a decision, sharing conflicting opinions and play the devil’s advocate.  They create stimulating conversations that lead to better decisions.

 Talking Positively about the Organization – When loyal employees talk to people outside their organization, they talk positively about where they work.  After a decision is made, loyal employees get behind that decision even if they privately disagree. They don’t just pay the decision lip service; they support the decision as if it were their own and work toward its successful implementation. Truly loyal employees put aside their feelings and actively try to make every decision the right decision – instead of undermining it or wishing it would fail so they can prove themselves right.

 Asking Questions Others Will Not — Many employees hesitate to voice their opinions or feelings whether in a group set-ting or in a private meeting.

During a meeting, I once had an employee ask me a question about a new initiative I had just announced to the group. After the meeting, I pulled her aside and ask her why she had raised the question since she had been on the planning committee that developed the initiative.

Her response was, “I was not asking for me.  Some of the people in the room had expressed some concern about it and yet they were not asking questions in the meeting, so I thought I would give you an opportunity to explain it and answer the questions they had, but were hesitant to ask.”

Loyal employees have a great feel for the issues and concerns of the people around them, and they ask the questions or raise the important issues when others won’t. They know that if the organization is going to function well, the executive needs to know what employees are thinking and employees need to know what the executive is thinking.

Preparing You When They are Going to Leave —

As you have realized, truly loyal employees are not your aver-age employees.  They are usually your best employees – the ones you hate to see leave. However, they often do.  They leave for a variety of reasons – a better opportunity, their spouse is being transferred, or to do something entirely different that they have always wanted to do.

When it is time for them to leave, they will tell you. They will help you in any way they can to fill the hole they create by leaving. 

When that time comes, be as loyal to them as they have to you. Wish them well and remain a resource for them as they begin a new adventure. 

The Art of Delegation – Part 2

The Art of Delegation
Part 2

At the end of April’s column, “What Are Your Leadership Priorities,” I suggested:

When you finish reading this column, ask yourself, “what is required of me?” “what gives me the greatest return?” and “what brings the greatest reward?” Then make a list of the things you do that do not fit into one of those categories. Those are the things you need to delegate or eliminate.

In May’s column I pointed out: (1) “Anyone taking that advice needs to ensure that when they delegate, they do it effectively. There is a difference between delegating responsibilities and abdicating responsibilities. Delegation is when a leader assigns a personally held task, project or responsibility to someone else while maintaining accountability. Your responsibility is to see that the job is accomplished in a way that meets all standards for quality and in a timely fashion,” and (2) effective delegation involves a process that includes the following components:

• Preparation for delegation
• Assignment
• Confirmation of understanding
• Confirmation of commitment
• Ensuring accountability.

“Preparation for Delegation” was explored in last month’s column, and if you followed the suggestions in part one, you have selected the person to whom you are going to delegate the task for one of two reasons: (1) The person is the best qualified and can deliver the best results or (2) the person is the one who will most benefit from the learning experience that comes from doing the job. Now, it is time to make the assignment.

Assignment: For delegation to be successful, the employee to whom the task is assigned must be provided the “big picture.” The employee should be given enough information to see how what he/she will be doing contributes to the overall operation of the organization. When making the assignment, you should describe what success looks like so that the employee has a clear picture of what you want accomplished.

Delegation is most effective when we are delegating responsibility, not just work. You should focus on the results not the process. The effective delegator focuses on the result and allows the employee to exercise initiative and to develop the methodology for achieving the desired result.

When assigning the project, it is essential the employee has the necessary resources to successfully complete the task. Point him/her in the right direction if the work involves other people or resources are needed to get the job done.

Let the employee know that you are available for guidance and advice and point out any roadblocks they may encounter.

Establish the parameters, conditions and terms before you delegate and do not impose controls after you have delegated. Conditions must be stated up front.

Confirmation of understanding: Delegation should be accomplished through a dialogue and in an environment that is conducive to fully explaining the project with a minimum of disruptions. Encourage the employee to ask questions and offer suggestions. Instead of asking “do you understand?” which almost always receives a “yes” answer, ask questions such as “at this point, do you have any ideas about what you will do to accomplish the result we have discussed?” or “What resources do you think you will need to get this done?” This will enable you to see whether or not the employee has a clear picture of what you have asked him/her to do.

Confirmation of commitment: This is the part of the delegation process that most managers overlook. Instead of confirming the employee’s commitment, they often just assume that employees have accepted the assignment.

Runners know that the most important part of a relay race is the handing of the baton to the next runner and they spend a huge amount of time learning this skill. Just as in running, the delegation process cannot be successful unless the employee takes the assignment he/she has been handed and successfully carries it to the finish line.

It is the delegator’s responsibility to confirm that the employee to whom the task has been delegated is committed both to the expected results and to the process that has been set out (including the schedule, budget, and tools) and that their overall goals for the task are aligned with the goals of the organization.

Ensuring Accountability: Accountability is key to the process of delegation. Finding out at the completion date that an assignment hasn’t been completed or has been done unsatisfactorily is the nightmare scenario of delegating.

To ensure accountability, you should establish deadlines and check-in dates when making the assignment. Make sure the employee clearly understands the due date for completion of the assigned task. By also assigning check-in dates, you can be aware of the status of the project without hovering and micromanaging and can offer guidance and advice without interfering. Two-way communication is an essential ingredient of the delegation process if accountability is to be achieved.

Once you have delegated the task, it belongs to the employee. Do not let them delegate it back to you. If the employee comes to you for guidance and advice, listen without assuming responsibility for the problem. If the employee asks you what you think, turn the question around and ask the employee what he/she thinks or what he/she recommends. Help the employee solve the problem. Give the guidance needed without taking the project back. There is a difference between rescuing an employee and providing guidance and support.

One other piece of advice (which was not included in the original outline for this article but which you should consider in delegating) is that when the job is done, give full credit and recognition to the employee who did it. However, if the employee was unsuccessful, take the blunt of the blame yourself. Do not use the employee as a scapegoat. Ultimately, as the manager, the responsibility for getting the job done is yours. Use the failure as a learning experience so you can become more effective in the delegation process.

By becoming an effective delegator, you enable yourself to tap into the strengths of others, free you up to do the things you are required to do or can only be done by you, and you enable others to grow and expand their capabilities.

Happy Delegating.