And we are still waiting……
Well it’s now twelve days since the saga started. You will recall that the local county council had resurfaced a road. In the process local residents had fallen and injured themselves due to the delay in scrapping the top surface off and truing up to resurface the road. The local paper picked this up and gave it publicity. In the process of finishing the job the road worked managed to fill six drains with a mix of the old top surface and the new black top.
Well, the drains remain blocked. I have heard nothing from the council, other than an acknowledgement to my email. ( No real surprise there!) The autumn is upon us and the rainy season has returned.
I am wondering how long it will take the council to clear the drains. I am also wondering what the next issue will be, if they don’t pull their finger out. Flooding is on my list. A road traffic collision is not beyond the realm of possibility as the road in question adjoins a busy route. All addition costs and potential distress that could have been avoided if the job had been done properly in the first place. Better still that the inspector that visited the job afterwards had done their job properly and got the rework undertaken quickly. Of course if inspection was built-in to the work on the ground then the job would have been left in a good shape. However, because management believe that you need to separate inspection from the job it causes sloppy behaviour on the ground, as no one accepts responsibility for the job. Every one blames someone else. Driving costs up and customer satisfaction down.
In the meantime the resurfacing work goes on elsewhere in the town. Guess what the drains are also being filled with debris. A systemic fault with the way that the work is being undertaken. Adding more costs for a council that claims to be hard presses for cash. Getting the job done right first time would be a start. I am guessing that the ‘chaps’ in their ivory tower over in Preston have not been out of the office to see what is really going on across the patch. If they did they would learn how to design and manage the work in a different way, producing better outcomes for everyone. The balanced score card that they rely upon is telling lies, but no one can see beyond the fiction created by made up numbers.
Watch this space….
If you read the first instalment you will already know that the council came to resurface a road nearby where I live. It’s a road that I travel on at least once a day. It’s a busy road. It took them over a week to get the job done. The work was packaged into discrete components that obviously suited the work schedule and the works order, but singularly failed to deliver a good outcome for local people. Not least because six drains were left blocked by the ‘expert’ work of the team on the ground, whose job it was to remove and re lay the top surface. So, I decided to log the issue of blocked drains using the on-line e form and wait to see what happened. I would have called them, but it was going to cost me money to call them and help them do their job. Why would I bother doing that?
It was not easy to find the form on the web site. You had to know your way around local government departments to find it. Anyway, a few minutes after logging the call I get an auto response back saying that the ‘aim’ to respond in 48 hours. An hour later another email arrives. A speedy outcome I can hear you thinking. Sadly not! A note to say that the call has now been logged in the highways system and passed to a Highways Inspector who will inspect and decide upon the action required, and that this will be planned and prioritised as seen appropriate. I am then advised that if I want an up date on this matter then I can call the contact centre after 10 days and they will advise me of progress.
Having taken breath, I dropped them a line back to say that the drains did not need inspecting – they needed clearing! Needless to say they have not as yet responded to my comment. The saga goes on..
But it does not end there. In the local paper at the weekend I read an interesting article “Streets like a minefield’. It talked about the dangerous obstacles faced after the surface had been left pitted and potholed. Apparently three people had been injured as a result of falling over on the poor surface. A local Town Councillor was quoted as saying ‘it’s ludicrous’. Unsurprisingly, no one from the Highways Department was available to comment.
The councillor is right, along with the resultant insurance claims that will surely follow the cost of this job will rocket as lawyers and bureaucrats from different parts of the council come together to defend their corner. And for what?
The chaos comes down to the design and management of work. Budgets, targets, inspections, specifications all prevent the workers on the ground from doing the right thing. The contact centre operation has so far added only cost into the process, keying data into a back office system, generating pointless emails and doing their level best to dissuade me from contacting them again. I could show them how to save a bob or two.
The clock is ticking on the blocked drains. Poor weather is forecast and even more problems will mount if action is not taken quickly to sort out the failures caused by the work done so far. Watch this space….
I have been walking a long a road on my way in to my local town for a few years now. The surface has been getting worse over time. The occasional botch job has put ‘chewing gum’ in a couple of holes, but as we all know this does not last a winter. A waste of time and money: a temporary fix that ought to fixed properly the first time. The madness of inspection and scheduling of work on the basis of arbitrary priorities made against a limted budget.
Imagine my surprise when I arrived home one day recently to find a road machine ripping the surface off the road for a stretch of about 200 metres. So far so good. Obviously the road then lay in its temporary state for a week with raised inspection covers and signage on the pavements, blocking access and causing confusion for road users. Organising the job as a continuous flow would make a lot more sense.
Then it was all systems go! The road workers and machinery arrived and by the end of the day the road was complete. Bingo! At face value the job looked a good one. The resurface was well finished sealed to the existing surface. But then oh no! I walked down the road a few days later and happened to look down a drain cover. I was shocked to find it full of road chippings. On my way back I decided to look at all the drains on the road, and guess what all of them were full/blocked by road dressing. So a great job on the face of it had turned in to rework. A further job for a different team to return to site and unblock each drain. More inspection, rescheduling and prioritisation; not to mention cost.
Given the weather this year I decided to take action and logged on to my local county council web site to see how good their on line service was. It took me a while. I decided not to ring the hot line number as the council has decided to charge me for the priviledge. So, having navigated the web site I found the section I needed. Not that easy to do. I have an advantage because I know what I am looking for because I understand how council departments organise themselves. I started to enter the detail in to the web site: a tedious process. I got an acknowledgment on the site and advised that I would get a response within 10 days! This was followed a few minutes later by a standard email saying my request would be dealt with soon! More duplication, and a confusing series of messages.
Let’s hope that it does not rain too hard before the work is scheduled. The damage caused by blocked mains drains is obvious; and all caused because the job was not done correctly at the time. Bad system or sloppy workers? Ironic really that the council faces a financial crisis, and by taking sort cuts based upon unit cost it has increased its costs! Madness.
As I write the saga goes on. Watch this space.
It’s that busy time of the year for people in finance in local government – ‘close down’.
A magical time when every last ounce of energy goes into the exercise.
Life and death for accountants: like watching paint dry for everyone else.
During ‘close down’ it’s very difficult to get any useful information out of accountancy, as they are ‘too busy’.
So whilst the business goes on spending millions of pound a week managers run blind on what’s actually happening with cost, until they get an update at the end of the quarter. That’s when the fun starts again.
One persons view of a budget and spend profile is different to another. As the manager of the budget you often have limited say in what get reported to the many meetings that purport to scrutinize the detail only to nod it through.
It’s claimed that only the accountants really understand what the figures mean. In practice I wonder if even that it true.
The slight of hand that goes on to churn money in the system means that it’s difficult for anyone to know what the true picture is. By the time it gets reported, and audited the game has moved on.
Every year as a manager you do you best to manage and profile your spend to get value for money.
Now let’s not get started on VFM that will come up in a later blog.
A while ago in quarter two I was told that I was going to over spend by the end of the year by £2M (I was naturally quite worried) at the end of the following quarter I was going to underspend by £550K (now I was even more worried, did anyone know what was really going on?)
You could not make it up. What are you supposed to do!
Experience says keep your own information, so most of us keep our own spreadsheets just in case. They obviously sit outside of the main financial system, possibly even on memory sticks, but don’t tell IT as its against the policy to stick anything dodgy into your USB port.
At least having your own records gives you something to argue with when the accountant tries to manage your codes and your budget for you, and gets you in to hot water.
Ironically the latest accountancy system was introduced to remove the need for all those spreadsheets, but I am really glad that I secretly kept mine. It’s duplication of effort, but you cannot be too careful.
Another thing that bugs me is that fact that you are accountable for the budget and its spend, but the accountants mysteriously have secret powers to enter the system and move numbers around, seemingly at will, to balance things out for that all important financial report.
Overspends of course remain the managers problem.
This can be hugely frustrating when the overspend is cause by a cock up in accountancy when a Zero or the comma in the wrong place. Opps sorry these things happen!
Can you give me an explanation of the reasons for the overspend, and what you intend to do about it for the Management Team report. Oh and by the way the Director of Finance needs it by tonight.
The irony is that the budget is pored over and used as some amazing tool that informs our decision making.
In truth it’s a lagging measure, historical information regurgitated at various meetings to show everyone that we are in balance for the year against the agreed allocation of spend.
This whole exercise is an arbitrary judgement made largely on the basis of rolling forward previous years spent plus or minus a percentage.
It has little relationship to community or customer need, and gives us little if any information about true end to end operational cost of the services being delivered.
Why? Because budgets are apportioned to hierarchical structures and further subdivided into functions and cost centres causing the system to sub optimise.
In practice this means that individuals manage the money that they have been allocated and spend it on the part of the organisation for which they have responsibility.
The issue is that each of us looks after our bit and has little, if any, focus upon the impact this has upon the customers that we are all here to serve. This in fact drives massive inefficiency and therefore cost into delivering essential services.
The result is that the organisation runs very inefficiently, but few people realise that this is the case because they are focused on their bit. The drive for efficiency only compounds the problem faced by many organisations.
Salami slicing or prioritisation of spend via a lottery causes individuals to act in a territorial way to protect spend in their area. It’s human nature.
The true cost of the system is in the flow – how things actually move around the organisation, not in unit cost.
Only by studying the organisation as a system can you begin to understand where and how to act to improve service and reduce operating cost.
I was sat in a coffee shop the other day enjoying a refreshing cuppa, well on my way to earning my free cup, and reflecting upon what I call nodding dog syndrome.
I just have one more stamp to go and then i get a free drink.
The power to comply with the rules and win the bonus is really strong isn’t it. I know that a free cuppa is not going to change the world, but the principle is sound. Follow these rules and you can get a prize or a bonus.
I am more likely to go back to get the prize than pass over it. After all I have earned it. My behaviour has in a small way been affected by the hook of a free drink. The parallels with the working environment are strong.
Let’s take the all important performance data reporting as an example.
So the pressure is back on to make the numbers fit the plan. We are all well in to the quarter and probably already starting to panic about what stories we can make up to cover the slippage or the short fall.
Everyone in the chain is keen to make the numbers look good, and come up with a form of words that will fit the highlight report to show that everything is on track. Doubtless some of us will also have to remember to log on and fill in the blanks in the computerised software that pulls our performance into the all important dashboard.
Now where did I put my password again?
I have to confess that I only log in to the system once a month because I find it tedious, long winded and unhelpful.
The information does not help me or my team to learn and improve in the work, but because everyone is obliged to fill in the blanks, ( it’s in my objectives) audit, and/ or nod through the numbers it has become an inevitable routine to endure once a month.
I can see everyone pawing over the keypad dreaming up fine words, or thinking of who or what they can blame for the problem.
I have asked around and I don’t seem to be in the minority, and yet this is the core system that the organisation uses to monitor performance. I’ve been told that it provides a good audit trail and a narrative that can be pulled out and fed in to the series of important meetings that are held each month to determine that performance is on track. Critical to business performance or so they think!
The trouble is that few people seem to acknowledge that the data keyed in to the system is manipulated to fit the target. The aim here is to make it look ok for the boss.
Bosses like green flags!
If you make it amber or red you need to write an essay on what has gone wrong and how you will put it right, and the boss will have to fill in lots of boxes and answer lots of difficult questions too. No one wants that do they?
The quarterly one to one review will be a nightmare if anything is not green. So, it’s just easier to make it look ok and nod it through. As long as the boxes are populated on time and are green then everyone is happy.
How can this be the way to do business?
The trouble is that targets do not help us to understand how effectively we are delivering our service against customer expectation. By this I don’t mean the data from the annual customer poll or the generic customer panel that was run a few months ago.
I am thinking real-time feedback.
The other problem is that by the time the ‘big wigs’ get to view the scorecard the information, even if it was useful, is long out of date – lagging behind what is really happening at the sharp end.
Making the whole process a massive waste of time. Time that could be spent in the work with front line colleagues understanding how to improve the system to enable a great service to be delivered every time.
I can remember a time when i had to go and explain why I was behind on a key performance indicator. The meeting took place two months after the data had been prepared rendering the cross-examination pointless.
Nevertheless the top brass took turns to ask me very detailed questions about the slippage. There was no interest in learning or improvement, just a determination to find someone to blame.
I tried to show them a control chart which ably demonstrated that the variance was normal, and therefore to be expected, but the meeting turned a little sour.
My hard evidence was unwelcome as it blurred the issue. Never let the facts get in the way of a good row over data! We cannot learn anything useful from such an exercise, other than to keep your head down and make the stats go green.
Make it up, do what it takes; find a way to fiddle the numbers.
We are feeding a machine with data like a hungry beast to keep it quiet, not using live data based upon what are customers are asking for in the moment to help us learn and improve at every opportunity.
So, if you want the bonus that you have ‘earned’ be a nodding dog – better to keep your head down and make the numbers fits the plan at all costs.
Alternatively, you might be curious about using real data to help deliver excellent services, at lower cost, and to improve the mood and engagement within your team.
As a leader the choice is yours.
I have missed my deadlines!
I should have completed all my end of year reviews by the end of last month.
I am late putting the final touches to my business plan, and the performance team wants to know the reasons why my numbers were down for quarter 4.
It seems to be getting harder each time. The last management review removed three of my colleagues and I inherited two extra reports to go with the six that I already have.
The performance objectives that had been set for the new guys have been passed on to me together with the outstanding objectives from two of the managers that did not survive the last jobs cull.
Everyone seems to me to be trying really hard, but according to the latest guidance from HR I need to score three of my team as under performing. This means that they will miss out on a bonus, and I will have to fill in a detailed improvement plan with each of them, which I have to monitor on a monthly basis.
If I fail to do this then my boss will put me on to an improvement plan! I am drowning in paperwork; well I tell a lie some of it is paperless.
We have a new on line web based portal to update our performance metrics on each week.
Honestly I spend more time staring at my computer screen up dating forms and scorecards than I do actually trying to do my job. Is this what I joined this business to do? I talked down the pub with a few of my mates and they mainly seem to be caught in the same trap.
The end of year reviews are all based on the revised competency framework, revised again this year by HR, and also have to link into the business plan targets for the team.
Mine are linked to the team and to my boss, and so on. It’s a maze. I am not sure that anyone really understands what it all means.
The online guidance and video blogs don’t help much with explaining what we need to know, I just need someone to talk to in person, but the HR team now operate out of a contact centre 400 miles away.
The game at the end of the year is to come up with smart words to show how what we ended up doing looks like it fits with the original plan. I have become pretty skilled at making things look ok.
In truth what we actually do and what we put into the plans are very different, but as long as the right boxes are filled in and we can come up with a sensible reason why we missed target we can usually get away with it.
What a way to run a business!
I sometimes wonder whether everyone is up the same trick? Is the MD also spinning the numbers with the board? He must be! As long as the board is happy then we live to breath another day.
As for this years business plan, well everyone else seems to be rolling forward last years ideas and adding a bit at the margin on performance targets.
You have to do it to survive, but it feels like cloud cuckoo land to me. It feels more and more like a losing streak when betting on the horses. A few of my colleagues have let all this get to them and it has starting to impact upon their home lives.
One of my colleagues had her longstanding partner walk out on her the other week, because she was hardly ever at home. The culture of presenteeism means that we have to be seen to be at work crunching the numbers.
Two of my colleagues are off with stress, and I am not sure that one of them will ever come back. Maybe it’s for the best, at least he will end up with some sort of deal to keep him quite and the company out of the courts!
I have to sit down later this week with one of my reports, to talk to him about his performance this month.
It’s going to be a difficult conversation you see because he is very good at his job and brings in great results; in fact he is ahead of target. The problem is he is ahead on the wrong target.
Let me explain a bit further – the powers that be have decided that we need to review ten clients a day, and this is the target that we get measured on. Well Alan has only been hitting around five a day for the last three months, so things are not looking too good for him.
The problem is that he has actually converted more of his reviews in to new business than any other member of the team, but the other team members regular hit their target for reviews.
How can I explain that one to him? The business needs new business to survive, but the target is for numbers of completed reviews. The big bosses don’t seem to realize the implications for the business.
I wonder if it has anything to do with the bonuses they are due at the end of the financial year?
However, I am not sure that it has to be this way. I was reading an interesting article the other day by a chap called John Seddon. In it he talked about that fact that targets always drive the wrong type of behaviour in organisations.
When I reflected upon my own experience I could see what he meant. He also argued that business planning, and annual performance reviews were a waste of time and energy. Well I agree with him there! He argues that such processes are entirely arbitrary and add no value to the business what so ever.
So, why I am finding myself having to doing more and more of this stuff?
The article says that as a manager I need to connect with the work and my team and to understand what my team is about through the eyes of the customer and then to work with them to design and manage the work on the basis of what matters to the customers.
It sounds simple enough; I would love to find the time to have a go.
Thanks for taking the time to read my blog.
My blog aims to be a reflection of what I have learned so far about leadership and management, both as an operational leaders and as a result of working with others to help them on their own journey.
I have come to realise that most of what we get up to as organisational leaders does in fact get in the way of good performance, Inhibits innovation; and adds cost to the business.
Above all it often means that the customer/service users suffers as a consequence – not that we would ever admit it, or in some cases even realise it.
Indeed many of us would not even realise that what we do as leaders actually has a negative impact.
There will be lots of performance data around in the organisation to show how well we are doing. Such information will be used to justify our strong performance in plans and appraisals.
My blog aims to reflect upon the impact of mindsets and behaviours in the work, and expose some of the myths about the impact of leadership and management as I see them.
Hopefully, this will encourage others to comment or start to blog themselves. I am learning as I go!
We help individuals and teams to purposefully reflect upon their current challenges, and identify practical and pragmatic ways of getting balance back into the demands upon your life, and delivering positive results in life and work.
Our one to one support will help you to cut through to the nub of your personal, and organisational challenges and help you to facilitate a way forward that will give you: –
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Thanks for reading.