In this example, Covey wanted us to strike the right balance between taking care of the "goose" and the "golden eggs"; or what he calls the Product/Production Capability (P/PC) Balance. The product or the golden eggs are the desired results and to continue to have the desired results, you want to enhance the Production Capability- in this case, the goose. Many of us tend to have the mindset of rushing through to get spectacular results, but without regards to taking care of ourselves, our employees or even our family. We can always push for greater results and focus on what we can get afterwards, but the focus to ensure that we can still sustain the rigor, the passion, not only from ourselves, is slowly diminishing.
The paradigm of the Golden Egg shows us that there is indeed a path to effectiveness- we should always think bigger than the results. We need to see beyond the picture of success in achieving our goals- we have to think about how efficient and effective our means towards reaching these goals would be.
With being a manager or leader, there is pressure in going up the next level and there is a tendency to drive our teams to meeting or exceeding targets or metrics- but the big question is, do we consider if our production capability or team members, will have the sufficient development, motivation, and capacity to be on the journey with you? Sometimes, we focus too much on delivery, and then find ourselves stuck before the finish line because in the process of working towards it, we drained ourselves and our teams. We forgot that we're dealing with humans; and like machines, they need to be "oiled", or developed, fed well with the right training or coaching. We are way past the age of scolding where people will move faster because the managers are angry or speaking in high tones or they are afraid to lose their jobs. I have listed down key points of what we need to consider when we aim to strike the right balance of P/PC.
- Be Clear. Remove Assumptions
Managing teams is never easy- you have to be very clear on the expectations from the very start, there is no excuse for gray areas. Write it if you must, but have a regular check with your teams to ensure they are able to understand, able to voice out what they think or what they cannot understand. Especially within the cultures or communities where speaking up is not the norm; or there is fear of voicing out an opinion because it could be turned against you. The common problem that managers do encounter is that they assume the goose knows everything and should just lay eggs as planned; but actually the goose is confused and not aligned with the targets. There are different learning techniques, backgrounds and levels of comprehension that could be factors at play when you're dealing with a team. Always be aware that not every member of the team will be as receptive or as passionate as the other. You have the responsibility to help them develop or keep motivated.
2. Listen and Understand. Keep An Open Mind.
Sometimes, you become so overwhelmed with emotions that your mind is clouded and closed to other people's ideas or perspectives. You convince yourself that you're being objective and that is the right thing because you believe it to be. But getting pride out of the way and genuinely listening to what your team members have to say gives that sense of comfort to them that they have a venue to raise their points which may actually turn out to be better. In cultures where speaking up is not the norm, or hierarchies are strictly adhered to, it makes it doubly difficult to encourage them to voice out what's on their minds. As a leader, it is your responsibility to hear them out, listen and be open.
3. Be Strong in Delivering Your Message.
We've been talking about dealing with a balance of Production and Production Capability - but there will be times that in doing so, you will need to show your stronger side in implementing guidelines and principles around this. Your voice needs to come across as something respectable, meaning, you stick to what you have implemented. Walk the Talk. You cannot give excuses as to why you cannot follow the rules you have laid down with your team. You must not exercise favoritism as well across the members of your teams when it comes to being "exempted" from the guidelines. You are what you SPEAK-- and YOU are the leader that your team will look up to, follow and emulate.
4. Create a Good Back Up Plan.
Ok, so we know the Goose lays Golden Eggs- but do we have enough Geese to sustain our production capability? As a leader, firming up the right structure for back up should be your priority after stabilizing the process and the results you are garnering over a period of time. Remember that the goose will also reach a point when it has to be replaced- in a corporate setting, we are looking at people who will be ready to move on, go up the ladder or simply change career paths. Running an operations line does not guarantee a lifetime of good results, you will need to replace the screws from time to time, and oil the machines. You are not an exception- you will also need to identify a good successor to your role.
As a fitting end to this article, I would like to challenge each one of you to reflect back and assess- "Are we achieving the right balance of Product and Production Capability?" Take care of your geese and you'll be reaping baskets of golden eggs; for your team's success is a trademark or legacy that you can wear as feathers in your leadership hat.
