Persistent Problems and the Art of Mowing the Lawn
Resolve problems is the indispensable job responsibility of every manager. But for some problems, the effort to find a permanent resolution is likely to cause more harm than good. Recognizing when you have one of these problems, getting in the right mindset and then engaging appropriately, can spare everyone—especially you—a lot of unnecessary suffering.
For managers, mowing the lawn provides a helpful way to think about problems that just aren’t going away. Mowing the lawn is a chore. Most people would probably prefer not to have to bother, but it’s better than the alternatives—letting the grass grow to a point that the lawn can’t be used or paving it over. Of course, mowing doesn’t stop the grass from growing; as long as you have a lawn, you’ll be mowing it.
Mowing the lawn problems may include the failure to follow established processes or conduct that create inconvenience or annoyance for others. Even outstanding team members will sometimes engage in counterproductive behaviors—they may talk over others, show up late to Zoom meetings, spend meetings (too obviously) doing other things, submit assignments late or with too many spelling errors.
Mowing the lawn problems have five basic qualities:
A mowing the lawn problem initially looks like any other challenge. Only after you’ve taken a few tries and not been able to resolve the issue will you be able to determine that this is what you’re facing.
Low level of organizational risk. The problem may grate and annoy but it doesn’t significantly impact either the quantity and quality of the work. Generally, there will be work-arounds or others will simply absorb the aggravation or unpleasantness. Missing deadlines by a day or two may be annoying, but it’s not nearly as bad as never finishing the work or doing the work poorly.
The cost of ignoring it is too high. Despite the low level of risk, the issue must be addressed, because it creates unfair burdens on others or negatively impacts workplace culture. Completely disregarding the problem may also undermine confidence in management, which can lead to bigger problems. Permitting one person to miss deadlines encourages others to do the same.
The cost of permanently resolving it is too high. Mowing the lawn problems can be solved. But doing so will require undue time and energy and may be more punitive than the underlying behavior deserves. A team member that isn’t able to modify their behavior can be reassigned or fired, but that will probably be over the top..
Periodic interventions result in temporary improvements. Following the steps described below can reduce or even eliminate the problem—if only for a while.
Appreciating that you’re dealing with a mowing the lawn problem is the first step to managing it appropriately.
Mowing the Lawn Mindset. Getting angry or frustrated at the grass for growing isn’t going to keep it short. All you can do is decide when to cut it.
Manage your expectations. Letting go of the belief that you should be able to resolve an issue makes it easier to keep frustration and other emotions in check so that you can address most effectively. Adjust your expectations to reflect your track record—if your last intervention kept the problem under control for two months, then that’s a reasonable expectation for the current intervention.
Focus on the behavior, not the failure to comply. It can be hard not to take the recurrence of the problem personally, as a willful sign of disrespect or part of a power struggle. Even if this is the case, it’s not a helpful lens. How the behavior makes you feel simply isn’t the point and can lead you to respond too aggressively. Keep the small problem small to best preserve other aspects of your working relationship.
Limit your engagement. It’s tempting to believe that if you just tried a little harder or came up with the magic words that you could resolve this issue once and for all. At the same time it’s hard not to internalize the feeling that you’ve failed to crack the code. That time and energy is usually better spent on problems both more important and more susceptible to resolution.
How to Mow the Lawn. Understanding the type of problem and having an appropriate mindset will help you avoid overreacting. But you still need to respond in a way that will lead to the temporary improvement you need. Consider some of these steps:
Keep having the conversation. Just knowing that they’ll have to talk to their manager will motivate many staff to limit negative behaviors.
Acknowledge both the temporary improvement that did occur and the need to get back on track.
Listen respectfully to explanations, counter-complaints and apologies. But don’t get pulled into these unless they feel useful. If the problem goes beyond a specific behavior or involves several people, then it may be more than a mowing the lawn problem.
Reestablish the expectation of what will happen going forward. Get verbal consent. Follow up with an email. “Just to be clear on what we agreed . . .”
As part of identifying the mowing the lawn problem, you will have discovered at least one approach to temporarily improvement. As the problem recurs, you may want to mix it up, but your initial approach will continue to be your go-to move. Your tool box includes nagging, cajoling, teasing, bribing and insisting. So long as these continue to show short-term success, there’s likely little value in using more forceful approaches.
Mitigate the negative consequences of the behavior. Help others to manage their reactions and to develop coping strategies and work-arounds.
Repeat as necessary.
See mowing the lawn problems for what they are—unavoidable annoyances that can be managed but not eliminate. Adjust your expectations to avoid making them bigger than they need to be. Your periodic interventions can then be opportunities to build relationships with team members, supporting them in reducing negative behaviors rather than pointless power struggles. Just go find your mower and get to it!