Fifty years ago, I received my BS in Agricultural Business Management from Cal Poly in San Luis Obispo, CA. The curriculum included courses in business, economics, accounting , marketing, business law, leadership, supervision, communication, and psychology. Armed with this knowledge, I ventured into the real world to start my career in managing a business. My first position was as an operations trainee at a feed mill in East St. Louis, IL, in 1974. Suffice it to say, my formal education did not totally prepare me for the real world.
Over the next ten years, I held various positions, including shift supervisor, quality assurance manager, maintenance superintendent, superintendent, and finally, plant operations manager. These experiences took place in multiple locations with diverse employee groups, and my education in managing people grew exponentially. In 1984, I took on the role of Director of Manufacturing for ADM Feeds, and in 1988, I was honored to become the VP of Operations for ADM’s domestic grain division, overseeing approximately 200 locations and thousands of employees. By 1995, my responsibilities expanded to Global VP of Operations, adding hundreds of additional facilities and thousands more employees to my management duties.
Once I transitioned from individual facility management to a multi-facility role, I quickly realized that my time and talents would be a barrier to achieving my desired outcomes on a global scale. I began to view my job through a different lens: to find, develop, and retain people, to execute the mission thus ensuring the growth and sustainability of my division and my own personal success. Fortunately, this shift in mindset led to what I consider a successful career. I discovered that my strength of training and developing people, so I was not always the most knowledgeable person in the room, resulted in greater successes for the team and me personally.
So, what kind of people was I looking for? This is where the “CAN” approach to management comes into play. I began to assess how individuals respond when asked to assist in difficult situations, problem-solving, or take on challenges and new responsibilities. I wanted the person who did not have I can’t in their vocabulary , I wanted the I CAN individuals.
Like most concepts, theories, or statements, they may be viewed from a positive supportive viewpoint or through a negative lens and filter. The phrases “you can” or “they can” could be interpreted to mean there is lack of interest or task avoidance by the individual. If those truly are the core intentions, then those would require appropriate actions to modify those attitudes. In the rest of this post only the positive perspective of each of these phrases will be presented.
My Levels of CAN:
1. Anybody Can: This phrase emphasizes inclusivity within the team. A management style that encourages the belief that “anybody can” promotes collaboration and creativity. It allows all team members to contribute their ideas and strengths, fostering an environment where everyone feels valued and capable of rising to the occasion.
2. Nobody Can: While this may seem negative at first, acknowledging that “nobody can” address a particular challenge serves as a critical indicator for management. It can prompt introspection and dialogue within the team about why a task seems insurmountable. This understanding can lead to identifying skill gaps, encouraging professional development, and fostering a growth mindset among team members.
3. They Can: Recognizing that “they can” highlights the strengths of specific individuals or sub-groups. This recognition allows management to strategically assign roles based on expertise and past performance, enabling the team to harness specialized skills to tackle particular aspects of a challenge more efficiently.
4. We Can: This phrase represents the collective strength of the group. Promoting the mindset of “we can” fosters teamwork and collaboration. It empowers team members to unite their efforts. When a team believes in its collective capabilities, it is more likely to engage in effective and creative problem-solving.
5. I Can: The affirmation of “I can” is crucial for individual motivation. Team members who express a readiness to take on a challenge positively influence the group’s overall morale. By recognizing the individual strengths and contributions of each member, management can build confidence and encourage everyone to step outside their comfort zones for the betterment of the team.
Sourcing and building a support team consists of individuals with various CAN attributes, which was key to my success. This team included not only fellow employees at all levels but also vendors, competitors, educators, and consultants. If your team is too heavily weighted toward one type, such as an abundance of “I Can” individuals, overall effectiveness may diminish. With the right balance, the CAN approach to management leads to more rewarding outcomes. The phrase I desired to hear and smiled upon hearing was WE DID!
I encourage you to take time for introspection regarding your beliefs and actions regarding your personal roles and responsibilities and those of your team. Are you and your team realizing the desired results? Are you positioned for growth and sustainability? My challenge to you is this, through self-reflection and modifying your perspective and approach, CAN YOU become a more effective team leader and manager ?
The CAN approach to managing people focuses on empowering employees by creating an environment to develop their capabilities, motivation, and provide them the authority to take ownership in their work, make decisions, and embrace their potential. Embracing the CAN philosophy may not only enhance your management style but also create a thriving environment where everyone on your team can grow and contribute to a sustainable future.