This apocryphal story is too good to ignore, even if it can’t be verified. I learned it in my corporate training and development days many decades ago, from a boss who had taught at GMI after studying MBO under George Odiorne when he was a UM professor... so it is second-hand. We told this story every time we taught the performance management module of the Basic Supervision course we conducted for all new supervisors from foreman up to VP level.
While the idea for the process called Management By Objectives (MBO) was first advanced by Peter Drucker, it was practicioners like University of Michigan Professor George Odiorne who struggled with the details of exactly how to best implement the theory. Every summer, Odiorne would take time off to conduct surveys at major employers who had embraced the concept. One year, his survey concentrated on the degree of MBO satisfaction between the boss and the subordinate.
Professor George Odiorne walked into a supervisor’s office with a clipboard in one hand and a separate sheet of paper in the other.
The supervisor sighed and said, “Yes, I know. You are that professor my boss said I had to talk to. Whatever you ask, I’m supposed to answer and give you full cooperation. OK. Ask away.”
Dr. Odiorne sat down and proceeded to ask the supervisor a series of questions dealing with his perceptions and opinions. Periodically glancing at the separate page, he made notes on the clipboard answer sheet. At the end of the short interview, when the professor thanked the supervisor for his assistance in his survey and prepared to leave, the employee asked a question of his own.
“Tell me, professor, what is that sheet of paper you kept looking at when I gave my answers?”
Odiorne replied, “Why, it was a copy of your objectives. I got it from your boss.”
The supervisor’s eyes got real big. He jumped up, rushed past the researcher and carefully closed the door. Furtively turning around, he lowered his voice and whispered, “How much do you want for it?”
Odiorne said, “Here. Take it. I won’t need it any more, now that I have your answers.” With the thanks of the supervisor ringing in his ears, the puzzled professor went on his way.
He thought nothing of it, until many months later, he got a phone call from the boss. “Doctor Odiorne, after you interviewed my man last summer, his performance did an abrupt turn-around. I volunteered him for your survey because he was my worse supervisor with the lowest performance ratings every year. But after you left, he changed into a super-star. All of a sudden he started doing everything right! Whatever you said to him made him a new worker. Tell me what it would take to have you come back here and do the same thing to every other supervisor I have. I’ll pay it, whatever it costs.”
By this point, the professor was embarrassed. “Actually,” he admitted, “I really should have told you before I left, but all I did was give him a copy of his objectives list.”
There was a long silence at the other end of the line. Then Odiorne heard the boss mumble almost to himself, “I’ll be damned. I should have known the son of a bitch cheated!”
E. James (Jim) Brennan is Senior Associate of ERI Economic Research Institute, the premier publisher of interactive pay and living-cost surveys. Semi-retired after over 40 years in HR corporate and consulting roles throughout the U.S. and Canada, he’s pretty much been there done that (articles, books, speeches, seminars, radio/TV, advisory posts, in-trial expert witness stuff, etc.), and will express his opinion on almost anything.
Image courtesy of Wikipedia commons.
LOL! Once you make an impression on your boss --- it will be hard to change it!
Posted by: Jacque Vilet | 03/14/2013 at 11:44 AM
You only get one chance to make a good first impression. But there somehow seems to be infinite opportunities to confirm a bad one... or to encounter a bad boss. Best thing about bad bosses is the value of the lessons learned while surviving under them.
Posted by: E. James (Jim) Brennan | 03/14/2013 at 11:50 AM
Laughing to avoid crying here...truly Dilbert fodder!
Posted by: Shawn Miller | 03/15/2013 at 08:12 AM
HAHA!
There are a lot of bosses out there that does that. They expect you to 'know' what to do. I've worked with some like that. Maybe for some, but the best way to build your team is to give a goal and coach them when necessary. You can expect performance when you give a transparent expecatation. Which is why I wonder why people are so excited about the latest HRIS software when they should work on the methodology before getting the software. The tools doesn't make the process. Just sayin'.
Posted by: Jules | 03/15/2013 at 09:02 AM
Yes, Jules, there is a constant battle between those who emphasize process over product or style over substance. Best to keep both mutually supportive.
Posted by: E. James (Jim) Brennan | 03/15/2013 at 10:32 PM