"Skilled Incompetence"

"Skilled Incompetence" is a phrase coined by Chris Argyris, a business theorist who taught at Harvard and is known for his work in the area of "Learning Organizations". I was reading some of his ideas on this phrase in my favorite management book, "The Fifth Discipline" by Peter Senge. Senge is commenting about this during his comments about "the myth of the management team".

Skilled Incompetence, according to Argyris, is the consequence of "teams full of people who are incredibly proficient at keeping themselves from learning". This is in reference to business teams who keep from learning because it's not "safe". The thing is, this problem is often present in any organization, be it business, volunteer organizations, charities.

What's one the main reasons for skilled incompetence? It's the culture. It's a culture of knowing instead of a culture of learning. It's a culture of protectionism, ensuring each of the group members look good, instead of a culture where it's OK to disagree and to make mistakes in the search for the best way to operate.

How many times have you heard (or even thought, yourself) someone say, "I don't agree with that idea, but I'm not going to stick my neck out..."? How many times would you love to be able to say what you are thinking and be in a dialogue where you and your teammates are free from fear of challenging the status quo and are allowed the freedom to truly brainstorm and create?

As long as business is good, skilled incompetence doesn't necessarily show or, at least, seem to get in the way, too much. However, when there's crisis or chaos, teams like Senge speaks about often fall apart.

Have you ever seen or experienced Skilled Incompetence? What, if anything, has the organization done about it? What can be done to rid teams of this malady?

Making A Difference

Good leaders make a difference in the lives of the people they serve. I didn't write "good leaders make a difference in the lives of people who serve them". I also didn't write "GREAT". I wrote "good". Most of us are not and never will be great leaders even though we hopefully strive to be great every day.

I have written several other posts on "leaders" in this blog. Some are: Visibility, Leaders are There, Leaders Never Quit, Servant Leadership. This time the post is about how we, as leaders, can make a difference in the lives of our people.

I've been blessed to have several really good bosses over the years. The "hands down" best boss I ever had was Colonel Joseph J. "Jake" Simmons, IV. Why was he the best boss I've ever had?

It's because he:

• invested in me.
• believed in me.
• challenged me.
• helped me grow.
• cared about my well-being.
• patted me on the back and kicked me in the butt.
• helped me believe I was a winner.

Good leaders have the most unique of abilities and opportunities...the ability to make a difference in the lives of the people they serve.

On Veteran's Day, I remember Colonel Simmons and say "thank you, sir" to his service to his God, his country, his people, and to me.

Change...a clean slate

Change can be a scary thing. So much of what we want, as human beings, is to feel secure. We like things the way we like them and we don't want them to be different.

Of course, change is inevitable and it's really hard to have growth without change. One thing I do find very inviting about change is often the ability, in a sense, to wipe the slate clean, so to speak. When we start in a new position at work with a new group of people, or we take a new job, or the makeup of our team changes, it can give us the opportunity to "start over", even a little bit.

We all make mistakes and, hopefully, we learn from our mistakes. Still, our mistakes can haunt us or taint us a little bit, if only in our own minds. Change can give us the chance -- can be the catalyst -- to leave some of our mistakes and baggage behind and start fresh.

This attitude toward change is very positive and can help us move forward more energized, focused, and dedicated than we have been in a while. It can allow the real, "improved" us shine to those around us.

A clean slate is good, don't you think?

Checking Up

Do bosses have to know how to do their people's jobs in order to be able to check and ensure they're being performed correctly?

I remember having a discussion with one of my team leaders about spot-checking the work of our teams. He was adamant that a boss needed to know exactly how to perform his people's work in order to accurately determine if the work was being performed and performed correctly.

I disagreed with him. I said that key indicators often let a boss know whether work was being performed. Sure, the quality of the end result or product will let bosses know 100% (more traditional key indicators), but then it's too late to make any corrections. Let's face it, bosses are supervisors, not worker bees, and it's often not possible to realistically know how to perform every step of every team member's job.

I gave the team leader my example of ensuring that maintenance was being performed on a fleet of trucks. I said that, while I didn't know how to perform all the preventive maintenance, checks, and services on the trucks, I could check the tire pressure, the cleanliness of the oil dipstick handle (it was very large and easily got dirty), and battery cell levels to get a decent idea if the maintenance was being performed. I believe I convinced him of my argument.

What do you think? Are there checks that bosses can perform that allow them to see their teams' work is being done? What examples do you have?

Before we "jump"

How many times have we KNOWN the right answer before we even knew all the facts?

How many times have we gotten upset with someone because we jumped to the result before we heard all the information?

How many times have we jumped in and tried to solve the problem before we even knew if our team member wanted our help?

How many times have we Looked Before Leaping?

If we, as leaders and bosses, are to have any credibility with our team members, we have to stop, listen, and think before we act. Nothing turns our people off more quickly than knee-jerk reactions from us.

Credible leadership is mature and thoughtful leadership. Let's take a minute to think about that.

Visibility

ARMY Story (this is a follow-on to this post "Leaders are there").

When I was the Communications Officer for 8-43 Air Defense Artillery back in the 80s, we spent a ton of time doing maneuvers out in the New Mexico desert. The reason we were out in the field so much was that we had just formed the unit from an initial group of 25-30 of us and built it up to about 700 soldiers in preparation of our move to Germany as part of the air defenses against the Russians and the Soviet bloc (this was before "the wall" came down, you know).

8-43 ADA was a PATRIOT missile unit that was heavy on communications (some called it a communications system that shot missiles). Anyway, I digress.

If the control vans and the launchers couldn't communicate, the unit was useless, so we trained, trained, trained. Back in the 80s, the doctrine was to move at night because we were less visible to the enemy in the dark. I did my best to be on site whenever a missile battery moved into position so I could watch the Commo guys get everything set up. Those days, people like me didn't get much rest because some unit was always moving and when that wasn't happening, other communication issues had to be dealt with. I would sit on the hood of my vehicle, watching the soldiers getting the equipment all set up and operating, trying to stay awake. I often looked at my watch to see what time it was...0200, 0300, 0330 and thinking about when I'd get some sleep. That's what I did.

"OK, great. You looked at your watch", you say. Yeah, yeah, I'm getting to the point. After our 4 months of rolling to the field every week was finally over, I was speaking to the Commo section sergeants from one of the PATRIOT batteries about how fast and efficiently his team had been...even more than the others. His response surprised me. He said, "we had to be fast, sir, since I saw you were constantly timing us." I started laughing. He asked what was funny. I said, "I wasn't timing you. I was just tired and kept looking at my watch to see how much sleep I'd get that night." He said, "And all that time, we thought you were timing us and I was determined my team was going to win the competition." I wish I had thought of that.

Visibility and interest by the leaders are key to the success their people. Even though I didn't realize it, I was giving the sergeant the perception of my keen interest (and I was interested) and my expectations of him and his team.

Do you have other examples of how leader visibility positively impacts the team?

Down the wrong path

You're working on a project or task and, after working on it for a while, you realize you're just heading in the wrong direction. You've got a lot invested here. There's a lot of visibility to your work and your reputation could be at stake. What do you do? Can you afford to deviate? Can you admit you made a mistake? Should you just move ahead down the wrong path and make the best of it?

From my perspective, there's only one thing to do: S T O P !


You need to stop, regroup, realign, and get on the right path. Think about hikers out in the woods. They probably use a map to keep heading the right direction. If they find out they're heading the wrong way, do they typically keep on going or do they stop, get back on the right path and move on? Of course, they stop...to do otherwise could be disastrous.

So it should be with us. As bad as it may seem to admit you've been going down the wrong path, it could be many times worse to stupidly keep going just because you can't be wrong.

Is there ever a time to keep on going down the wrong path?.