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Chapter 16 ■ Learning from change

particularly in the field of computers where his knowledge exceeds mine, and is also highly
self-motivated. I have therefore used a delegating style with him and have gone out of my
way to let him do things his way. Consequently, he has been able to make a substantial
number of changes and introduce many new systems. In many cases replacing systems
which I installed when I was doing his job. This leadership style appears to have been effec-
tive with him and he has achieved a great deal in terms of systems development.
Despite a high level of achievement on Tony’s part, problems do occur. Deadlines are
frequently missed. On several occasions he has got into a problem by devoting a sub-
stantial amount of time to new work, such as developing the computer system, while
being over-optimistic regarding the amount of time necessary to set aside to accurately
produce the routine work. It appears that he has not placed a high enough priority on
current work such as getting the monthly accounts prepared on time. He tends to work
very hard towards those goals which he perceives as his own (e.g. new systems) while
assigning the company goals a slightly lower priority.
Missing these goals has been very personal, very difficult for Tony. He has been
embarrassed by people such as the auditors, the group chief accountant, Mike, and
myself waiting on his promises and he has had to explain on many occasions that he
was unable to deliver. I have therefore reverted as quickly as possible to a participating
style. In as low key manner as possible, I have discussed with him future priorities such
as accounting deadlines. I have shown as much sympathy as possible with his problems
and avoided criticism but have not in any way avoided the subject of missed deadlines.
I have initiated a two-way discussion on how we can meet deadlines in the future ‘now
that you have developed a computer system that is so much better than before’. I try to
emphasize ‘our’ difficulties and ‘our’ failures while referring to ‘your’ successes. I have
made particular efforts to engage in active listening and to try to accept all of his sug-
gestions while avoiding my own suggestions except when he has not had any of his
own. My general objective is to motivate him to organize things in his own way but to
slightly increase the emphasis on the company’s objectives so that these and his own are
as closely matched as possible.
Recently I have noticed some improvement which seems to be sustained. I am grad-
ually reducing my involvement but keeping some pressure on him, requiring regular
updates on progress and future plans.

John, the production director
One of the major constraints was what I perceived to be the problem with John, the pro-
duction director. Following an investigation by consultants, a number of significant
changes were to be introduced in the production department. These changes included
the introduction of just-in-time techniques, MRP systems, total quality concepts and
changes in the method of organizing technicians and production managers. John had
shown continued opposition to these measures, although they eventually proved to be
popular with the rest of the management. In view of John’s intransigence towards
change, the consultants had recommended that he be dismissed but at the last moment
he voluntarily agreed to support the changes. At the suggestion of the consultants he
agreed to use me as a supporter/counsellor. I was unavoidably absent from this meet-
ing. Shortly afterwards I was away for two months for business reasons.
In view of the long delay and the fact that I was not present at the original meeting,
I thought it inappropriate to broach the question of ongoing collaboration between

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