Changes Coming to Bennett's Blog: Make More Donuts

"Make More Donuts!" by Greg Bennett Is Complete

I've finished (for the most part) my short story called "Make More Donuts!" - if you're a sales manager or business owner, I hope you'll take the time to read it!

Here's a link to the story:

Download Make More Donuts

Let's make 2011 great!!!

Happy New Year!!!

GB

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"Make More Donuts!!" - Chapter 10

This is the serialized story about a fictitious donut factory where all they do is make donuts. The floor manager, a curious fellow with an even curious-er name - Sales Manager, is in charge of collecting the donuts and taking them to his regional manager, who then passes them on to the factory owner. This is a story about how Sales Manager and his crew attempt to make more donuts. To read the previous chapters, please go to the link on the right side of the blog and you can read the story from the beginning. Please check back every Wednesday for another chapter in this delicious saga about life as a manager.

Chapter 10: The 10 Essentials to Make More Donuts Forever

As you'll recall from the beginning of our story, my marching orders were to double the amount of donuts we were producing, and thanks to the timely assistance of my new best friend from the far east, Mr. Fran Chise, we did it! It was one of the best feelings in the world to walk into that meeting with my regional manager and the factory owners and report that we had indeed gotten the job done!

The question was then -- "Well how are you going to keep it up? And maybe do even more?" The Amish have their barn-raising, and we in management have our bar-raising -- the age-old trick of top management to never be satisfied and always keep raising the bar higher and higher. I guess it makes good corporate sense, but it can be rather intimidating.

Luckily before Mr. Chise departed for his next great adventure in saving another donut factory, he left me with a blue print for how to continually create more and more donuts. Hopefully you'll find it useful in your world.

The 10 Essentials to Make More Donuts Forever

Great Donut Making is a Process Maximized by People. See donut making as a process, a stand-alone machine, designed to create a certain result for the company, the top management, you as manager, and for your donut makers. Detach everyone from the machine...the machine is designed to be run by anyone to create the right results. If you see donut making as just the best efforts of a collection of people doing it, you'll be subject to whatever outcomes they feel like creating.
Involve Your People In Creating the Best Practices Process. A great way to get everyone buying into the best practices process is to involve them in creating it. First share the goal with your people -- "We are creating a best practices process for how to make the most donuts". Then tell them how they can participate -- "Each of you needs to share what you do to create more donuts. Some of you are good at the first stage, others at the middle stages, and a few of you at the final stage. We need input from each of you." Let them know that this is an on-going, evolving process (more on that later) and they should continue looking out for better ways to get more done.
Managers Must Move From Merely Collecting What Comes Out to Knowing All That Goes In and Goes Through. If you see yourself as nothing more than a collector and reporter of what comes out of the pipelines of your people, you are living on the edge of extinction, unable to control 90% of what happens. You live on the hope and faith that what your people are doing each day is enough of the right activities. If they aren't doing the right things often enough, it is usually too late for you to do anything about it. You must spread your attention out, paying more attention to what is going into the pipeline, and to what is happening in the middle of those pipelines.
Create Performance Standards That, When Followed Correctly, Will Create the Right Results. One of the most important jobs a manager has is to create a model of performance that, when followed correctly, will create the right results 99% of the time. Then to make this performance standard throughout the organization. One of the great mistakes many, many managers make is that, in the spirit of "letting my people do what they feel they need to do", they allow their people to perform their jobs any way they feel like performing. What other profession does that? Do pro football players get to do whatever they want? Practice if they feel like it? Block whoever they feel like blocking? Run to wherever they feel like running? How about experienced pilots? Are they allowed to start up the plane in whatever way they feel like doing it? Or fly to wherever they're flying along the route they feel is most scenic?
Micro-Manage the Process Not the People. Everyone is afraid of "being micro-managed". And managers don't like to be seen as "someone who micro-manages". We say these things with great pride and passion, as if micro-managing is something evil. But what if micro-managing something created far better results? For instance, isn't a personal trainer someone that helps micro-manage your diet and exercise? When it's obvious that we can't manage what we eat or how hard we work out, a professional is brought in to help design a program, then to hold us accountable to follow the program. And when we do follow it...it works! Isn't that micro-managing your process? The key is to focus on micro-managing the right process, not necessarily micro-managing what people do each moment of the day. As long as they follow the process, it will create results.
Be Hard on the Process and Soft on the People. We can be very demanding on how our people follow the best practices we've designed for creating the right outcomes, while still being "soft" on our people as unique individuals. We don't need to belittle, or attack people on a personal level in order to get better results. Those things will usually create the opposite. But the key is to let them know that our goal is to help them be the best donut maker they can be, and we've determined that the way to do that is to follow the processes and systems we've designed. Don't waiver on insisting that people follow the best practices. We don't honor people by allowing them to fail. When they fail, you fail. You honor everyone by discovering the best practices to produce the most donuts and making those practices mandatory, thus giving the entire team a chance to win a championship.
Define a Championship Each Year. A team needs something to aim for that is bigger than the individual, and bigger than you the manager. If all people are working for is to hit a number, it's often seen as being good for the company, and the management, but not necessarily for every member of the group. Yes many people work hard to make more money. And yes they work hard to compete against each other. And those are good things. But can we come up with something the whole group works to achieve, something they become known for? Perhaps your championship is to be known and recognized as the best donut making organization in the company. Or to set certain production records. Or to achieve at higher and higher rates each year. Name the championship and let each person know how important they are in helping the team get there.
Have Rewards and Ramifications That Are Appropriate. Winning the championship is hollow without a reward. What are you playing for? Can you create something? Perhaps you go to top management and ownership and say "We've identified a championship, and we'd like a reward worthy of winning it". Why not make the reward spectacular? Outrageous even? While some may say, "Why do they need a special reward? Their reward is they get paid and they get to keep their job." Sure, but do you want a company full of people who are simply "getting paid and doing my job" or a team of people on fire to do something spectacular? The other side of the equation are ramifications for non-performance. Their needs to be consequences for not following the best practices process. You want the consequences harsh enough so that people realize it's just easier to do the right thing than it is to not and have to pay the price.
The Best Practices Process is Never "Done". You must continue holding everything up to the light and testing new ideas from your donut makers. Encourage them to submit new ideas and concepts that could someday become new best practices.
The Greatest Compliment Is to Create Team Members That Go On to Create More Donuts Elsewhere. Great managers and leaders are often determined by how many of their protegees go on to do likewise elsewhere. What does it mean to "play for you"? Do you have a defining style? Do have a consistent belief system? Is that belief focused on the success of your people, or on your own success? Identify a championship. Create performance standards that, when followed, will win championships. Be demanding on how your people perform, but loving and caring for them as individuals.

I hope you've enjoyed our story about how we made more donuts, and can apply some of these same ideas to your world!

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"Make More Donuts!!" - Chapter 9

This is the serialized story about a fictitious donut factory where all they do is make donuts. The floor manager, a curious fellow with an even curious-er name - Sales Manager, is in charge of collecting the donuts and taking them to his regional manager, who then passes them on to the factory owner. This is a story about how Sales Manager and his crew attempt to make more donuts. To read the previous chapters, please go to the link on the right side of the blog and you can read the story from the beginning. Please check back every Wednesday for another chapter in this delicious saga about life as a manager.

Chapter 9: Mr. Chise Says Goodbye

I'm not entirely certain how Mr. Chise knew it was time for him to leave, but once he knew, he knew -- "We are now complete, Mr. Manager. I am leaving." Chise said with his traditional nod.

"Oh? Okay...so soon?"

"Yes...so soon....we have implemented all that we need to implement.. Now it is a matter of simply running the system and keeping a sharp eye out for donutage."

As I looked at Fran, who had gathered all his belongings in two suitcases that he sat neatly near the door to my office, I couldn't believe how much of an impact he'd made in just a few weeks. "Fran...I don't know how to thank you...your ideas have totally transformed how we make donuts...I checked the numbers this morning, and every donut maker is creating about twice what they used to...and I believe we're going to reach the goal my manager was hoping for. I just can't believe it."

"That is very good news Mr. Manger...does this surprise you? It doesn't surpside me in the least." Chise smiled about as big a smile as I'd ever seen from him.

"Well...I have to admit that when you first arrived I thought you'd be like every other consultant we've had in here...just spout a bunch of obvious theory and go on your way...but you're not like that...you gave us things we can understand and use immediately...and the results have been amazing." I stood to shake his hand. "Thank you...sincerely...for helping me see all this so much more clearly."

"It has been my distinct pleasure to work with you...what is the most important thing you've learned about making more donuts Mr. Manager?"

"I've learned that it's my job to create systems and processes that, when applied properly, will create great results...championship results..then to make sure my people follow the systems and strive to go above and beyond...while at the same time making sure they feel valued and have a voice in what we do."

Mr. Chise stood and nodded. "That is quite correct, Sales...I am going to leave you with this document..."The 10 Essentials to Make More Donuts Forever" I thank you for allowing me to join you on the process."

I nodded slightly as Fran walked out, ducked into the cab he'd arranged to take him to the airport, and left. The little man known as Fran Chise, who had saved my skin in many ways, was gone.

After I watched him leave, I looked at the document he'd given me, and was amazed at the simplicity and power of the ideas. I knew they would help us stay on track in moving forward.

Next: Chapter 10: The 10 Essentials to Make More Donuts Forever

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"Make More Donuts!!" - Chapter 8

This is the serialized story about a fictitious donut factory where all they do is make donuts. The floor manager, a curious fellow with an even curious-er name - Sales Manager, is in charge of collecting the donuts and taking them to his regional manager, who then passes them on to the factory owner. This is a story about how Sales Manager and his crew attempt to make more donuts. To read the previous chapters, please go to the link on the right side of the blog and you can read the story from the beginning. Please check back every Wednesday for another chapter in this delicious saga about life as a manager.

Chapter 8: Dealing With Donutage

While Fran was enjoying a day of skiing at our beautiful Steamboat resorts, we were busy in the factory making donuts...lots and lots of donuts. It was amazing, our people were creating more donuts than ever by following the plans we'd developed for them and by my ability to see into the funnels and clear away small clogs before they became big clogs.

It was going great and I'd told our team that I was happy with what they were doing. I wasn't sure how this was going to play into this thing called donutage Fran mentioned would happen before he left a few days ago. I didn't sense any negativity at all. But as I found out later on, it was certainly there, it was just silent and lying beneath the surface.

Fran walked in that morning and I burst out laughing. "You've been racconed!" He had suffered a common fate for out of towners who ski under Colorado's sunny skies -- his face was bright red everywhere but around his eyes where he'd been wearing goggles.

"I must say a very much hurting raccoon at that Mr. Manager," Fran smiled as he touched his face. "I must rethink my sun block number."

"The only safe sun block is a mask my friend. So other than that, you had a good day?"

"I had a fabulous day, thank you. And you? How have things been going with our DM's?"

"Well...I'm glad you asked...they seem to be going great...they are cranking at levels we've never seen, and no sign of that donutage thing you mentioned."

Fran sat down and took some papers out of his carrying case. "Well...it is still very early Sales...and the donutage effect hasn't really had time to kick in, but it will...I can almost guarantee it."

"So tell me about this...thing...what is it? How does it work?"

"Donutage is a very tricky thing Mr. Manager...it doesn't impact everyone...and for those it does impact, the reasons for why it happens vary greatly, as do the levels of severity. Basically donutage is the inability to deal with the new found success our processes are creating."

"But I don't get that...why would anyone struggle with success? Failure, yes I can see that, but success?"

"You must realize that many people don't feel they deserve success...they have attached failure and struggle to who they believe they are as individuals. This could come from their upbringing, old tapes from mom or dad that continue to play in their head...or from things they may have experienced in school, kids can be quite mean, Mr. Manager."

The way he said it made me think Fran had experienced some of this in his past. And truth be told, so had I.

"I guess I can relate to that a bit," I said.

"Yes...as can I...but we have learned to deal with these things in different ways. For many people, the negative feelings and thoughts linger and they turn into a lack of self-esteem and self-confidence. Then when they start to experience success, the negative person inside feels threatened and will actually start to fight the positive changes through sabotaging their efforts."

"How do they do this sabotaging?" I asked.

"It can be very subtle, and small at first, then it can grow. First they may say things to discount the effort, like "Well, we got lucky", or "This was pretty unusual, we normally don't do this well"...these kinds of things. Then they may claim that they're overworked, or that the increased production is going to cause other problems. Finally, they may seek out others who also suffer from donutage and solicit their help...misery loves company as they say. Soon these pockets of negativity can have an impact on the whole organization."

"Hmmm...I guess I haven't been paying attention to that, but again we haven't had enough success for anyone to sabotage."

"Yes..another tell-tale sign of an organization that suffers from donutage...all success has been snuffed out early." Fran grimaced as he touched his burnt cheek.

"So...what can we do about stopping it?"

"Here are some things you can do to deal with it...stopping it completely is nearly impossible." Fran slid a single piece of paper across the desk to me.

The title was "Five Ways to Stop Donutage"

Acknowledge that it exists and recognize the symptoms. The first step is to acknowledge that the disease exists, or has the potential to exist within your organization, and then learn to reconize the symptoms (discounting their efforts, writing success off as luck, complaining about being overworked, etc.)
Talk to your donut makers about their thoughts about winning and creating success -- how would it impact their personal life? They may start out saying "That would be great" and "I can't wait"...but when you press them on how it would impact their personal life, they may share some concerns like "I may alienate some people" or "I'm afraid I'd become a jerk" or "I'm afraid I'd be too consumed by work". Have your DM's list all the positives and negatives they associate with being successful, then talk about their answers. (Can be done individually or as a group)
Challenge the negative thoughts and ideas associated with success. Once you've gathered the negative thoughts from individuals or the group, begin to challenge those ideas "where did that idea come from?" "Is that true?" "how can you prove that?" Ask them "has that ever NOT been true?"
Have DM's come up with more positive self talk and affirmations, and then act as if they're okay with success. Have your people write down positive, productive thoughts and have them keep them close by. They need to practice saying these things over and over again, out loud and silently. They need to just act "as if" they were okay with success and then focus on the positive affirmations and thoughts.
Separate the "Eeyores" from the group and get them individual help. Negative people can have a terrible effect on the morale of others on your team. Don't let it happen. Encourage people who may have negative thoughts to come to directly to you to voice their concerns. Make it safe and non-judgemental when they share their thoughts with you and above all don't be defensive and negative in how you respond back.

"So this donutage is very real then?" I asked as I pushed the paper back towards Fran.

"You keep it...and take these too." he pushed the other two sheets toward me. "Those are more suggestions and tips for dealing with donutage. Shall we visit with some of your people to determine where it may exist?"

We spent the next few hours talking with the individual DM's and congratulating them on thier success. And I must say, I was amazed at observing some of those early stages of donutage Chise had just shown me. I heard a few people saying, "I'm just lucky really" and "It's just temporary, I'm sure it won't last". And three other DM's mentioned how hard to handle this success was going to be, saying "it's going to cause problems everywhere else" and "this pace is going to burn everyone out".

I spent the next several days after that implementing the suggested 5 steps for dealing with donutage and it certainly seemed to help, but I didn't stop there. I continue to this day revisiting the concepts and trying to root out negativity. It always seems to raise it's head, even within my own mind.

Next: Chapter 9: Mr. Chise Says Good-bye

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"Make More Donuts!!" - Chapter 7

This is the serialized story about a fictitious donut factory where all they do is make donuts. The floor manager, a curious fellow with an even curious-er name - Sales Manager, is in charge of collecting the donuts and taking them to his regional manager, who then passes them on to the factory owner. This is a story about how Sales Manager and his crew attempt to make more donuts. To read the previous chapters, please go to the link on the right side of the blog and you can read the story from the beginning. Please check back every Wednesday for another chapter in this delicious saga about life as a manager.

Chapter 7: The Power of Managing With Glass Silos

When Fran first gave me my plan I was a little taken back: why did I, the manager, also need a new plan? My job was to run things, to be in charge, to report on my group of Donut Makers...and to be held accountable for those things. So why a plan?

"I can understand my DM's getting a written plan, but why me? My marching orders are pretty clear already. Unlike the Donut Makers, my whole world revolves around paperwork and reports. I probably have 10 plans already if you think about it." I said while continuing to read the sheet of paper Fran had given me.

Fran sat quietly for a moment as I read, waiting for me to finish before he answered.

"The plans you have are all made for a donut collector, Mr. Manager. Collectors that simply walk around underneath metal silos and collect whatever comes out. Do you see anywhere in your reports where you are to be accountable for the activity of your DM's?" Fran asked as he made a makeshift coaster for his tea from a blank sticky note I had on the desk.

"Well...no...I don't."

"No...your upper management talks only about the outcomes you need to achieve...on a yearly, quarterly, monthly, weekly, maybe even a daily basis...is that correct?"

"That's pretty close, yeah."

"Yes...they too are seduced by outcomes...and they are encouraging the same behavior from you. We are going to change that, at least at your level, by creating your own plan for how you run your day. Let me start by asking what you think about each day when you see or talk with one of your Donut Makers?"

"What I think about?"

"Correct...what are the first thoughts you have each day when you glance out your large window here and you look up at the DM's at work in their cubicles?" Mr. Chise asked. He pointed back over his head and up toward the DM's without breaking eye contact with me.

I ran a hand through my hair as I thought about it. "Well...I guess the first thing I think about when I see one of the donut makers is 'how is this person performing against their production goal for the month?'....you know, how they're pacing against their number."

Mr. Chise scribbled a quick note in his notepad. "This is the trained outcome thinking I'm talking about Mr. Manager. All you think about when you see one of your people is - how are they performing against their number, correct?"

"Yeah...you're right...and that's because it's what I'm asked about by the top people here everyday. Where is Tom at for the month? How is your group pacing against your goals? It's all any of us ever think about." As I said it I'd realized I had just demonstrated Fran's main point - we were seduced by outcomes.

"This is what consumes your thinking each day Mr. Manager, and it's understandable, but it is also what gets in your way of being able to help people perform at a higher level."

"How exactly does it get in the way?" I asked.

"It's like you're trying to help someone on a long car trip...and all you pay attention to each day, and all you tell them about, is how far they are from the destination...you are still 50 miles away...today you are 48 miles away...ooops now you're 60 miles away," Mr. Chise had somehow slipped into a comical western twang as he said the last few lines. " and meanwhile never asking -- where are you driving to today? And then helping them determine if they're even driving in the right direction at the proper speed. Does what I'm saying make sense?"

Of course he made sense, he always did. But the outcome thinking was so ingrained in me, in the whole organization. I wondered how that could ever change.

"So...how do I...or we...start paying attention to where people are going as much as we wonder how far they are from the destination?"

Fran took a long sip of tea and sat the cup back down. "Please read the top line on your plan Mr. Manager."

I lifted the sheet and adjusted my readers. "It says...'I must replace my main questioning and thinking process - from "how are you pacing against your number?" to "what are you doing today?"

"If you will accomplish just that one step you will be well on your way to leading your people and not just managing whatever they're producing."

I read it again and the light started to come on from somewhere deep in my gray matter. He's so right! The light flashed. I realized by only caring about how far my DM's were from their number, I was never engaged in what they were doing each day. What they were loading into their funnels. How they were planning to spin their silos. What blockages they may be experiencing. I never paid attention to any of it; I was focused solely on where they were.

"I got to tell you, Fran...you got through to me...you really did. But, it's easy to know where they are and how far they have to go...how can find out what they're doing each day...or maybe help them see what they should be doing each day?"

"This is why we have glass silos, Mr. Manager..and why I gave each person a written plan. Knowing what they should be doing each day is a good start, then you need to watch the donuts as they're being made...all the various steps within the the stages." Fran turned around and looked at the silos through the window. "Look there. Do you see the various stages stenciled on the side of each silo?"

"Yes." I said. There were small numbers that sat above thin white lines that segmented the glass silos.

"By knowing what each person is supposed to be doing, then watching the donuts in the various stages as they're being made, you can make decisions about the best use of your time, and help them make the best use of their time. Take for instance Jackie's silo there on the end....do you notice something peculiar about what is going on in stage 2?"

I walked to the window and stared out at Jackie's silo; about half-way up, in what was marked "stage 2", there were several donuts clogging everything up. Instead of rolling through the donut-making process, several donuts were just spinning in place, causing everything to back-up.

"I better let her know about that," I said as I picked up the phone.

"Yes...and isn't it wonderful that you can see that clog? What would have happened last week when you still had your metal silos?"

"I certainly wouldn't have seen that...but I'd guess something was wrong within a few days as the donuts would stop flowing." I added.

"Correct...within a few days...and that's a few more days of not enough donuts being produced."

After picking up the phone and telling Jackie about what I'd seen, and her thanking me profusely for letting her know, I sat back down across from Mr. Chise. This time it was I who nodded slightly as I said, "I thank you...Fran...I do. Your program seems to be working, I don't think I've ever seen so many donuts flowing through those silos."

Fran stood and walked toward the window, he looked out at the hanging silos as they poured donuts into the large baskets that lay beneath them.

"Now comes one of our biggest challenges...living with our success."

I chuckled lightly, assuming he must be making some sort of joke. He, of course, wasn't. "Uh...excuse me... what do you mean our challenge will be living with our success? I don't that's going to be a real problem."

"You would think not, but it is, or soon will be. It's an affliction I call donutage." Fran said. The word rhymed with sabotage.

"What is that...donutage...?"

"It's self-sabotage done by donut makers...basically an affliction where they won't be able to handle the success of making so many donuts." Fran took another silent sip of tea.

"THAT is crazy...of course they'll handle it...they're probably up there throwing a freaking party!" I glanced up toward the DM's but didn't see much revelry.

"For some yes...for others no. There are many donut makers who won't be able to with this level of success Mr. Manager...we will see this in exactly two days...when I will return from a day of skiing."

"Well...I'll take your word for it...I just can't imagine anyone upset about making more donuts and making more money."

"You will be most surprised Mr. Manager...now...I must find my entourage."

"Entourage? There's more than one of you?" I said with a smile, then it hit me. "Ah, let me guess...you mean the tv show?"

"You catch on quickly Mr. Manager." Fran stood, bowed slightly and threw his paper tea cup in the trash. "See you the day after tomorrow at 8 a.m. sharp. and we will tackle our donutage. Good day."

Next - Chapter 8: "Handling Donutage"

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"Make More Donuts!!" - Chapter 6

This is the serialized story about a fictitious donut factory where all they do is make donuts. The floor manager, a curious fellow with an even curious-er name - Sales Manager, is in charge of collecting the donuts and taking them to his regional manager, who then passes them on to the factory owner. This is a story about how Sales Manager and his crew attempt to make more donuts. To read the previous chapters, please go to the link on the left side of the blog and you can read the story from the beginning. Please check back every Wednesday for another chapter in this delicious saga about life as a manager.

Chapter 6: The Changes Begin to Show

After our meeting Mr. Chise and I walked onto the donut making floor where the huge glass silos now hung in place of the old metal ones. I was stunned. For the first time I could see clearly into the various production stages of the donut making process - from where the separate ingredients came together near the top; through the blending stage; down through special ingredient insertion points; and then into the areas where there are often clogs and something we call "drop outs", where donuts just escape for one reason or another.

"That is amazing Fran...all these years of making donuts and I've never seen what happens from the time they load the silos to where they come out....look at that."

"There is so much for you to learn by watching inside the silos Mr. Manager...much to learn." Fran said as we moved between the huge glass structures. "May we please go up to the DM cubicles?"

"Sure...right this way."

We walked up the narrow staircase toward the ceiling where the DM's were getting settled above their silos to start their daily loading. As we approached the first cubicle - John's cubicle - Mr. Chise stopped and pulled up a chair next to John.

"May we visit with you before you begin your activities?" Mr. Chise asked with a smile and a slight nod.

"Uh...yeah...no problem...I'm John," he extended his hand and Fran shook it gently.

"Very good John...do you have an idea of what you're supposed to be doing today?" Fran asked.

I thought it was an odd question, one John better know the answer to.

"Well...yeah, sure...I'm gonna be...making donuts," he laughed uncomfortably. "...right...boss?" John gave me a look, hoping for assurance.

"Yep...lot's of donuts I hope.," I tapped Fran on the shoulder, "you want to head this way with..."

Fran cut me off. "No...I understand you're here to make donuts, John...but do you know exactly what you should be doing today to make the most donuts?"

John thought for a moment, then glanced at me again. I didn't have an answer either. I guess we all just all took for granted that everyone knew what they're supposed to be doing each day to make the most donuts.

"I...know generally...but I guess I'm not 100% certain of what I should be doing..."

"Do not be embarrassed John...most DM's aren't exactly sure what they should be doing each day to produce the maximum amount...it is not to say that you don't work hard, or are incapable, it's just that most people don't follow any set program...would you mind following this plan?" Fran handed him a single sheet of paper.

John spent a few seconds reading the paper as he sipped his coffee. "Hmm...okay...seems to make sense. But how can I know this part..." he pointed at the sheet and turned it so both Fran and I could see it. "How am I going to know what's going on in the silos?"

"They're clear now, remember? You'll be able to see everything...we all will." Mr. Chise nodded.

I took a step toward John. "Can I see that?' John handed me the plan. It had specific instructions for how much of each ingredient to add at specific times. It also had a chart for how to spin the silos and even a timeline for checking the stages in the silo. I was a bit confused.

"So...I have to ask...how is this different than what John may do on any given day?" I asked Fran.

"John may indeed be doing several of those things at varying degrees from time to time. But probably not all of them in that particular order."

Then John hopped in. "No...he's right...I do most of what's on there," he pointed at the paper. "But certainly not that much and not with some of those added twists with the silo."

"What if I told you that by following this plan you will double your output? Would that be acceptable?" Fran asked John sincerely.

John laughed and glanced around to see if any of the other DM's might be listening in - they weren't, "Yeah... it'd be more than acceptable...it would be awesome!"

"Very good...please proceed with what is on this sheet and we will check your progress later." Mr. Chise said as he stood and put the extra chair back next to the wall. "Now...let's visit with the others."

We spent the next several minutes going through the same routine with the other DM's. Some were like John, very open and willing to try, others weren't open at all.

"Sales, would you tell Mr. Chise here that I've been making donuts for about 20 years, and I've been at the top, or near the top, in production for most of that time?" Maryanne said while staring at me and not even acknowledging Fran.

"I am right here, you may tell me." Fran said calmly without blinking.

She glanced coldly at him. "Okay...I'll tell you...this is just...nuts...I mean, I don't need to be told how to load a silo and monitor the donut production...really?" she dropped the paper on the table and turned back into her cubicle - the matter was closed.

I leaned into her cubicle and said quietly. "Maryanne...it may seem nuts to you, but it was put together with many of your thoughts when we talked...remember? We wanted to capture the best practices?"

"Yeah...I know, but this is for...other..."

"Other people?" Mr. Chise asked, also lowering his voice.

"Yes...I've got it all down...I'm number one again for this month."

"Do you feel you're as good as you'll ever get, Maryanne?" Chise asked her.

"Yeah...well, I shouldn't say that, I mean everyone can improve...but..."

"I believe so, too...but let me ask you this...do you WANT to improve?" Chise found a way to ask this without sounding totally condesending.

"Of course...I didn't get to be the best if I didn't believe I could get better." She turned around half way to look up at me. "You know that about me, Sales.' I nodded that indeed I did.

Fran cleared his throat and continued, "Maryanne...what if you discovered that the best performers in nearly every field got demonstratively better by following a written program of practice and improvement? The best athletes, doctors, pilots, teachers, musicians...the best of the best have coaches and they follow a program of improvement."

Maryanne nodded and seemed to agree with Fran's argument. She picked up the plan again and studied it. "So you think that if I follow this plan I will improve?"

"I guarantee you will...but only because it's a plan built for someone like you...someone at the top, the best of the best...this plan in the hands of others would not work. It is customized for you."

She smiled slightly and raised an eyebrow. That idea seemed to appeal to her. "Okay...let's give it a try...what can it hurt?"

Once we'd finished with each of the DM's we moved back down to my office.

"Well...that went better than I thought...they all eventually agreed to follow it." I said.

"Yes...and now it is time to present you with your plan." Fran said as he handed me a sheet similar to the ones he'd given the DM's but with a bit more writing.

"I have a plan, too?"

"Yes...you have a most important plan Mr. Manager...for you see all those DM's up there, and those silos you can now peer into?" he pointed at the floor at the glass silos that were now starting to hum with activity. "Those are your plan."

I glanced at the piece of paper and read the series of instructions he had given me. Some of what was there I already did, but there were things I hadn't thought of, or had the ability to do with our old metal silos.

"This is going to be interesting Mr. Chise."

"Interesting and quite exciting...for look...the first donuts are on their way down!"

Next Chapter 7: The Power of Managing With Glass Silos

Posted at 12:12 AM in Make More Donuts | Permalink | Comments (0)

"Make More Donuts!! -- Chapter 5

This is the serialized story about a fictitious donut factory where all they do is make donuts. The floor manager, a curious fellow with an even curious-er name - Sales Manager, is in charge of collecting the donuts and taking them to his regional manager, who then passes them on to the factory owner. This is a story about how Sales Manager and his crew attempt to make more donuts. To read the previous chapters, please go to the link on the left side of the blog and you can read the story from the beginning. Please check back every Wednesday for another chapter in this delicious saga about life as a manager.

Chapter 5: Selling the Process to the Donut Makers

As I drove to work the next morning, the morning we'd be introducing the glass silos and the unusual strategies of Fran Chise to the Donut Makers, I thought about my role as the manager. It was a role I'd wanted for several years before I got it, and now that I'd been in the job for awhile, well I wasn't too sure about it. I had doubts about whether I was a good manager, or whether I even knew what a good manager was. Should a manager be liked? Respected? Both? Neither?

I knew my job was to manage the creation of donuts...to keep everything running smoothly. At least that's what I'd assumed it was. No one really gave me a vision or a plan for the position, they just said, "you're now the manager...go make some donuts." But I don't think that's unusual, most other managers I knew said the same thing - no one really tells you how to manage, you just figure it out. I mean you're given some direction, on how to do reports, set budgets, establish goals, etc., but few people really teach the emotional and motivational side of managing people, you sort of pick it up. Or maybe you don't; lots of crummy (no donut pun intended) managers out there. Perhaps Mr. Chise could give me some sage advice to make sure I wasn't one of the bad ones. I decided to ask him before our meeting.

When I arrived at the office, Mr. Chise was sitting outside the front door on a little concrete bench we have set up for the few smokers we have. He was just sitting and staring. My first thought was, "Oh, he's meditating", but thought that was probably stereotyping. "Morning, Mr. Chise...getting a little fresh air?"

"Indeed...just clearing my mind before our meeting...I guess you thought I must be meditating."

Was I that transparent to this guy? "Well...I don't..."

Chise cut me off with a slight laugh, "That is as you say 'no worries' Mr. Manager...meditating or clearing the mind is the first step to being a good manager...if your mind is clear you can listen to your people...and make better decisions."

"Speaking of being a good manager, Mr. Chise...what would you say are some critical things I could focus on to improve? Do you have any advice?"

"Ahhh a great question...shall we sit before our meeting?"

"Yes...please." I said as we walked to the conference room where our meeting would start in a little over half an hour. I turned on the lights and motioned for Mr. Chise to sit near the head of the table.

I poured coffee for me and hot water for Fran's tea. He nodded slightly then said, "So...you want to be a better manger...our meeting today will be the perfect opportunity to improve. Let me ask you first...how do you see your people, your DM's?"

"How do I see them? You mean do I see them as colleagues, employees, friends? That sort of thing?" I asked.

"Yes..."

"Well...I guess I see them as all those things..."

"What if you decided to see them as customers?"

"Customers?"

"Yes...how would you treat them if you saw them as customers? How do you treat your customers?"

"Well..." I thought for a moment, "I focus on knowing what's important to them...what their goals are...their struggles...what they're looking for...you know, are they happy, getting their needs met, etc.."

"Now...apply that to your DM's...what if you approached them the same way?"

It made sense, at least in part. "Well...yeah I can see how that would apply...but I still need to lead my DM's...and be the bad guy sometimes."

"Don't you need to lead customers? And yes, even be the bad guy sometimes?"

Again, Chise was making sense.

"Of course this analogy only makes sense if you see customers as partners and not yourself as simply a vendor." Fran added.

"A partner not a vendor? "

"Yes...imagine for a moment Mr. Manager that you are forming a partnership with your customers...and with your people...and that there are two goals of the partnership -- number one - to make them more successful every day, every weeek, month and year...and number two - to help win the championship as a team."

"What is the championship?"

"Exactly...what IS the championship? Have you identified a championship for your team? Is there something bigger that everyone, including you, is working towards? And how will you know when you get there? Most managers fail in identifying a championship, then communicating why it's important to reach that milestone."

I glanced at my watch, it was nearing the time the first of the DM's would arrive. "Okay...well, for today...it sounds like I've got to introduce the process and the changes as something that is all about those two main points...helping to improve their individual situation...and helping us win a championship. And we'll figure out what a championship is later."

"That is correct...now take a moment and clear your mind...remember, this is about our customer, it's not about us...and they need our full attention."

I sat for a moment and tried to clear my mind of all thoughts and ideas. It wasn't easy given all that we were going through, but I had to admit it was very calming and put me in the right mindset as the first of the DM's came through the door. As they arrived and moved to their places around the conference table I purposely looked at each one and thought about what Fran said. You are my customer. We are forming a partnership in order to get you to the highest level of success and to win a championship. Even if it was just for a moment, these thoughts instantly changed how I viewed them.

I stood and so did Mr. Chise. "Morning...Tom...Carrie...Kaity...please have a seat. I'll introduce our guest here in a moment." They walked in, nodded slightly and made their way to an open seat. After a few moments the whole group had arrived.

"Well...good morning everyone." My mindset really had changed, these were my partners. "We've got some very exciting things to discuss with you today, starting with introducing my new best friend, Mr. Fran Chise...he is a well renowned expert in making donut factories more productive. He's going to be working with us over the next little bit."

Each DM nodded respectfully at Fran who slowly got to his feet to address the group. "Good morning...my goals are very simple...to work with you to help you achieve at higher personal levels...and to help you win a championship."

We both sat down to start the meeting. "The championship Mr. Chise mentioned is something we'll be identifying shortly and then working together as a team to achieve...as for his first point, everything we're going to be introducing today, and in moving forward, is designed to help you reach new levels of success. I hope in time you will see this."

A few of the DM's smiled and seemed to be pleased, at least on the outside. Others sat showing no emotion, and one or two gave a cynical look that I knew was part of their M.O. Which was fine.

"Let me start with a few changes we're going to introduce immediately...first of all we've designed what we call the "perfect donut making process". Here is an abbreviated overview," I said as we fanned copies out around the table. "From this point moving forward, we're all going to be following a process for making more donuts. The only variations that are allowed is if you would like to go above and beyond the numbers you see there. Now...what questions or comments do you have?"

There was a moment of silence as the DM's either looked around the room or down at the handout. Finally, Kaity spoke up. "So...I guess I'm wondering why this is necessary...it seems a lot like micro-managing."

"That is correct, it is...but not micro-managing you...we're all going to micro-manage the process." I said in a calmer voice that I wasn't expecting from myself.

"Well...just speaking for myself, I don't like micro-management...." Kaity said.

Mr. Chise spoke up for the first time. "Let me ask you this...do you see yourself as a professional?"

"Of course," Kaity said quickly and with more than a touch of attitude.

"Very good...do you realize that in every profession...the levels of micro-management of the process goes up the higher you achieve in the profession? Look at professional athletes, every practice is graded, they're given off-season conditioning plans...the coaches don't simply say, Show up on game day and hopefully we'll do the right things. May I ask you this...what if your income doubled with the aid of a micro-managed process?" Fran asked as he calmly looked at Kaity then at the rest of the group.

"Well...I'm not certain it would...but..."

"But what if it did...would that be acceptable to you?"

There were no comments from Kaity or the rest of the group. So I decided to push forward with the next announcement. "I'm always open to discuss this with you as we move forward, but starting now, everyone will be following the process you see here. The next thing is, as we speak, there are some major changes happening on the floor. We're moving from metal silos to glass silos."

The immediate reactions were more bewilderment and shock than anger. Tom, who rarely spoke up in meetings, quickly raised his hand.

"Glass silos? I didn't even realize they made them. Why? What is the purpose?"

Fran stepped to the plate and took a swing at this one, "Good question Tom, thank you...the glass silos are my invention...and they're designed to help you achieve at much higher levels, and to help us win the championship. With glass silos we can all see what is going on within your pipeline each day and not have to wait and guess as to what may be popping out."

"Again...micro-management," Kaity said in an angry, almost disgusted tone.

Fran was calm, very matter-of-fact. "And again...yes...this allows you to micro-management your pipeline process to ensure that what is going on in there is going to produce the maximum amount of donuts. Kaity may I ask you why you are so opposed to working with a micro-managed process?"

"Because it just seems to rob us of all creativity...like you're babysitting us."

"I understand your concerns, and they're very valid...IF we were suggesting how you live each moment of your day that would be true...but we are not...we are simply saying we have established best practices for the right ingredients, the right amounts, and the steps in operating the funnels to create top production...we are going to count on your unique creativity to figure out how to make that happen, and then how to take it to even higher levels of success."

I'd dealt with Kaity long enough to know that she is often the "Eee-or" of the group, always looking at the negative side of things, so I wasn't too surprised by her push-back. I knew down deep she knew this was right, and that it would work. I also knew she'd benefit greatly from these changes.

"Okay...well I'm sure some of you will have questions as you start following the process and we all start working with the glass silos...and soon we'll announce our championship. That's all for today, thanks!"

The group gathered their things and slowly filed out. The mood was mixed, and they didn't talk much or look at me or Fran. When everyone left I asked Fran, "So? What do you think?"

"Fantastic start Mr. Manager...now let's watch the new process and our silos start to work."

Next: Chapter 6: The Changes Begin to Show

Posted at 08:02 AM in Make More Donuts | Permalink | Comments (0)

"Make More Donuts!!" - Chapter 4

This is the serialized story about a fictitious donut factory where all they do is make donuts. The floor manager, a curious fellow with an even curious-er name - Sales Manager, is in charge of collecting the donuts and taking them to his regional manager, who then passes them on to the factory owner. This is a story about how Sales Manager and his crew attempt to make more donuts. To read the previous chapters, please go to the link on the left side of the blog and you can read the story from the beginning. Please check back every Wednesday for another chapter in this delicious saga about life as a manager.

Chapter 4: The Donut Making Process

When Mr. Chise said he wanted to get started bright and early he meant it. I had decided to get an early jump on things myself that morning, so I arrived an hour before I normally do -- and there he was, sitting quietly outside my office drinking tea and reading his laptop.

"Morning...you do like to get started first thing...it's 7 o'clock, what time did you get here?" I asked as I opened my door and moved inside.

"I start every morning at 4:30...I am very anxious to begin on your donut making process." As usual this was accompanied by a slight bow and a smile.

"Yeah...well about that process...I was thinking about it last night and I just don't think you can create a process for donut makers...they're an independent breed and they like to do things certain ways."

I really had thought about it on the way home the night before, and it just didn't make much sense, there was no way you could dictate one process or one way of making donuts. It would rub most DM's the wrong way.

"So even if you determined that there was one way to make donuts that outrpduced any other way, you would be fine with your people doing something else? Please explain why struggle and failure should be an option you would entertain?" Chise asked.

"I don't want people to struggle or fail...and I push them pretty hard to do otherwise, but I just don't think my DM's would appreciate being told what to do."

Fran began typing on his laptop. "I'm afraid you're making the same mistake that many managers do."

"...and that is?"

"You think you're doing your people a favor...or honoring them...by allowing them to do whatever they want, even if what they want leads to struggle and failure. Do you believe that if they struggle or fail it means you struggle and fail too?"

I had to think about that one. "Well...yeah I guess, in a way..."

"So if you found the best way to produce donuts...and you are personally attached to the outcomes of all your people, wouldn't you want everyone following that one prescribed way?"

"Yeah...yeah...I see your point," and I did. "But I think it takes something away from my DM's if I announce there is only one way to make donuts...feels like I'm treating them like children...no creativity...like robots."

"I'm not suggesting we treat them like children, or turn them into robots Mr. Manager. I'm simply suggesting that we create a best-practices process for producing donuts, then we encourage your people to apply their creativity above and beyond that process. In other words, we will have a base-level of excellence and only go higher."

I had to admit he made a hell of a lot of sense. Why do I let people do whatever they want? Do I just want them to like me? Wouldn't they like me more if they were more successful?

"Okay...Okay...you convinced me Fran."

"Very good...now let's begin building your process."

What we worked on for the next few hours was creating what Mr. Chise called, "The perfect process for making donuts." Here are some of the areas we included:

What are the right ingredients a DM should put in to create the perfect donuts?
How much of each ingredient is just the right amount?
How often should DM's be loading their silos?
When it came time to spin the silos, what was the best rotation speed? How many spins to the left, then the right, then back to the left?
How many mid-silo interventionsshould be done? (a process where donut makers have to dig in about half way down the pipeline to ensure things are moving forward)

Fran encouraged me to bring in some of my most experience DM's to get their take in each area, and they were happy to participate, though a few thought it was somehow proprietary information that belonged to them (an odd idea I thought). Anyway, it was a very interesting exercise and one that made me ask myself - why WOULD I allow DM's to make donuts any other way than the best way?

When we were done, I asked Fran a few more questions. "Okay...I agree...this process, if followed by everyone, would certainly create more donuts -- but my questions are, how do we get buy in from all the DM's? And how do we hold them accountable for doing it?

"Two very good questions Sales...and it's what we will cover tomorrow after the glass silos arrive and we can all see what is going on inside each DM's donut pipeline."

"Okay...well I guess we're done for today then...do you want more crickets?" I said with a chuckle thinking back on yesterday's conversation.

"No..now I need beatles..."

"Beatles?"

"Yes...I can now download the Beatles on i-tunes and I'd like to do that before my nightly run...good evening." with a quick bow he walked toward his rental car, got in and drove away.

As I watched him pull out of the lot, his little head just barely appearing over the head rest, I thought -- "Crickets...and beatles....and glass silos....okay Mr. Chise...I hope you know what you're doing."

Next - Chapter 5: Selling The Process to the Donut Makers

Posted at 09:06 AM in Make More Donuts | Permalink | Comments (0)

"Make More Donuts!!" Chapter 4