1. Intel Confidential1
“Forum of
Management
Practices”
MTC #5: Exercising Positive
Control

2. Intel Confidential2
In Review…
 In our last meeting, we discussed Phase IV of the
Management Task Cycle TM
, “Obtaining & Providing
Feedback”
– To help ensure successful Feedback, a manager should:
– Give honest opinions of the work people do
– Let people know how he or she evaluates their work
– Frankly let people know how well they are accomplishing their
goals
– Honestly say what he or she thinks about the group's
performance
What are you doing to reinforce successful
Feedback practices within your own group?

3. Intel Confidential3
Today’s Focus
 Having made Goals Clear & Important,
Developed Plans to achieve those goals,
Solved Problems that may arise,
Facilitated the Work Through Others,
and Obtained and Provided
Feedback… lets talk about Exercising
Positive Control

4. Intel Confidential4
Agenda
 5 Min Agenda, Intro’s & Inclusion
 45 Min Time Emphasis, Control of Details, Goal
Pressure & Delegation
 Refresh Key Principles
 Review Competencies: Key differences between Basic Advanced Skills
 Exercises & Discussion
 20 Min Behavior Examples
 Review & Discuss
 5 Min Wrap Up & Next Steps

5. Intel Confidential5
Before we start, keep this in mind:
Avoid the MTC Control “Bottleneck”!
 When managers skip or don’t fully address any of the
MTC steps 1 thru 4, the ensuing problems usually
end up in a bottleneck at step 5 – Exercising Positive
Control
 Managers may compensate by suddenly trying to
take strong control
– This approach can be very bad for team morale
– The manager becomes a non-trusted authority figure
– Team members resents the new interference
Avoid the Control
“Bottleneck”

6. Intel Confidential6
Delegation
Goal
Pressure
Control of
Details
Exercising Positive Control
Manager Expectation:
– Communicate importance of deadlines and monitor time
– Keep close supervision of performance and how the work is
done
– Use pressure when appropriate to get results, through strong
emotional statements and reprimanding those who make
mistakes
– Assign responsibility for schedules, procedures and planning
To help Exercise Positive Control, the effective manager
will:
– Take appropriate action when people make mistakes
– Take appropriate action when goals are not met
– Apply appropriate pressure to get results
Time
Emphasis

7. Intel Confidential7
Time Emphasis
Exercising Positive Control*
Management Task Cycle #5*
Communicates importance of deadlines and monitors time. Keeps close supervision of performance and how the work is done. Uses
appropriate forums/mediums to get results. Assigns responsibility for schedules, procedures and planning.
Basic Basic + Intermediate Advanced
Time Emphasis & Control of Details*
Directs employees in determining
delivery date of projects/tasks.
Checks status with employees
frequently. Reminds employees
of upcoming deadlines and
commitments
Works with employee on
determining the deadlines of task.
Regularly scheduled or infrequent
checks on status.
Creates environment of expected
results within deadlines.
Checks progress at mutually agreed
points.
Engages employees in goal setting;
provides broader picture.
Follows through with rewards or
consequences when goals are not
met.
To help ensure successful Time Emphasis, a manager should:
Be sure to remind people about work deadlines
Emphasize the need to get things done when they are promised
Think it is important to meet due dates
Insist that reports are in and the work is finished when it is due

8. Intel Confidential8
What are some of the methods that
you use to enable the “TIME”
emphasis, in exercising positive
control?
Are their any barriers that could
hinder your ability to do this? If so,
what can we do to prevent/prepare?
Discussion

9. Intel Confidential9
Control of Details
To help ensure successful Controlling of Details, a
manager should:
– Keep track of performance on each job
– Work with employees in determining deliverables and due
dates
– Create an environment of expected results within
deadlines
– Engage employees in goal setting
What are some of the methods
that you have leveraged allowing
you to successfully CONTROL DETAILS
without becoming over-controlling?

10. Intel Confidential10
Goal Pressure
Basic Basic + Intermediate Advanced
Goal Pressure*
Creates goal discipline and
responds to changes in goal
targets.
Ensures goals are met through
frequent monitoring of status.
Creates goal discipline with
careful, proactive review of goal
changes with direct reports.
Ensures goals are met through
regularly scheduled review
meetings with employees.
Creates high performance by setting
challenging goal targets for the work
group.
Allows employees to set their own
goals and deliverables; reviews
progress at mutually agreed
checkpoints.
Utilizes transition management
techniques to transition group
through goal target changes,
balancing business requirements and
work life effectiveness needs (group
morale).
Creates high performance by setting
challenging goal targets that
integrate and contribute to broader
Intel objectives.
Employees set own goals and
reviews with manager on as needed
basis only.
Influences organizational transitions
through goal target changes,
balancing business requirements and
work life effectiveness needs
(organization morale)
To help ensure successful Goal Pressure, a manager should:
•Take appropriate action when people make mistakes
•Take appropriate action when goals are not met
•Apply appropriate pressure to get results

11. Intel Confidential11
What are some of the
techniques that you
have applied to ensure
appropriate goal
pressure?
Discussion

12. Intel Confidential12
Basic Basic + Intermediate Advanced
Delegation*
Ensures direct reports regularly
use self directed monitoring
systems e.g., tally sheets and
check lists to regularly check own
progress against benchmarks
Directs people in determining
how to accomplish a task.
Delegates parts of a project or
program. Frequent monitoring of
progress.
Takes responsibility for task.
Shares only basic knowledge
needed to complete the task.
Works with employees to help
them develop and implement self-
directed monitoring systems that
apply to all types of work.
Brainstorms with the process of
completing the task.
Delegates tasks but not authority
to make a decision. Has defined
checkpoints to monitor progress.
Shares bigger goal with
employee. Takes responsibility
for task.
Delegates work according to
capability and capacity, effectively
utilizing ZBB process for workload
leveling.
Reviews the method of task
completion with employee.
Encourages them to look for new
processes.
Delegates important decisions and
tasks, with consistent frequent
follow up.
Shares accountability with
employee.
Delegates according to skill;
delegates as development tool for
support.
Tends to trust people to perform the
task on their own, with leeway on
how to accomplish task/project.
Clearly and comfortably delegates
both routine and important tasks and
decisions. Lets direct reports finish
their own work and report out as
necessary.
Broadly shares both responsibility
and accountability
Delegation
To help ensure successful Delegation, a manager should:
•Have confidence in the ability of the group to do their own planning
•Allow individuals to direct their own activities
•Let people plan their work the way they think best
•Trust group members to take responsibility into their own hands

13. Intel Confidential13
Delegation
 How do the following play a role in
Delegation:
–Trust & Respect
–Empowerment
–Authority
–Micromanagement
–Expectations
–Goals
–Communication
–Rewards
–Feedback

14. Intel Confidential14
Exercising Positive Control
Skill Not Present Overuse of Particular Behaviors/Techniques
Doesn’t use goals and objectives to manage self or others
• Not orderly in assigning and measuring work
• Isn’t clear about who is responsible for what
• May be disorganized, just throw tasks at people, or lack goals or
priorities
• May manage time poorly and not get around to managing in an
orderly way
• Doesn’t provide work in progress feedback
• Doesn’t set up benchmarks and ways for people to measure
themselves
Doesn’t believe in or trust delegation
• lacks trust and respect in the talent of direct reports
• does most things by him/herself or hoards, keeps the good stuff for
him/herself
• doesn’t want or know how to empower others
• may delegate but micromanages and looks over shoulders
• might delegate but not pass on the authority
• may lack a plan of how to work through others
• may just throw tasks at people; doesn’t communicate the bigger
picture
• May be overcontrolling
• May look over people’s shoulders
• May prescribe too much and not empower people
• Directs too much and doesn’t empower people
• May over-delegate without providing enough direction or help
• May have unrealistic expectations for direct reports, or may
overstructure tasks and decisions before delegating them to the point of
limiting individual initiative
• May not do enough of the work him/herself

15. Intel Confidential15
Remember:
Avoid the MTC Control “Bottleneck”!
 When managers skip or don’t fully address any of the
MTC steps 1 thru 4, the ensuing problems usually
end up in a bottleneck at step 5 – Exercising Positive
Control
 Managers may compensate by suddenly trying to
take strong control
– This approach can be very bad for team morale
– The manager becomes a non-trusted authority figure
– Team members resents the new interference
Avoid the MTC Control “Bottleneck,”
Control could become Negative,
not Positive!

16. Intel Confidential16
Exercising Positive Control
What does this behavior look like?

17. Intel Confidential17
MTC Behavior Examples©:
Exercising Positive Control - Time Emphasis
 Needs Development
– Often lets delivery dates
slip.
– Often makes excuses
for the lateness of
others.
– Seldom role models the
importance of
timeliness.
– Is often disorganized
and seems unable to
coach others to use
time effectively.
– Frequently struggles
with “multitasking”;
often forgets deadlines.
– Tends to be impatient
and critical when it
looks like a deliverable
may be late; does little
to help with the timeline
issues.
 Meets Expectations
– Places a high value
on completing tasks
on time.
– Has procedures to
keep everyone aware
of deadlines.
– Makes sure the team
adheres to deadlines.
– Makes it clear to all
involved what the
consequences of
deadlines are, for the
team and for
stakeholders.
– Allows others to
determine timelines
and schedules for
sub-tasks.
– Guides the team in
prioritizing what’s
important.
 Role Modeling
– Places high value on
completing tasks on time and
provides the tools for people
to become skilled at self-
monitoring.
– Expertly uses goals and
planning to monitor
timelines.
– Teaches people to value their
time and respect the time of
others; promotes the use of
time management tools and
techniques in coaching
sessions.
– Sees timeliness as an
important ingredient of
building trust with others.
– Has great intuition and sense
when a project is running
behind schedule before
others realize it. Will coach
others to recognize and
anticipate the critical
issues.Behavior Examples © are a product of the Booth Company
Management Task Cycle Behavior Examples © 2001 by Clark Wilson Group, Inc., Boulder

18. Intel Confidential18
MTC Behavior Examples©:
Exercising Positive Control - Control of Details
 Needs Development
– Rigorously instructs each
person on what to do, and
exactly how to do it.
– Tightly monitors the details
of each person’s job,
regardless of their
experience, training or
maturity.
– Often micro-manages the
work of team members.
– Can make team members
anxious and nervous by
controlling details too
closely.
– By over-controlling the
details, tends to
communicate a lack of trust
in others.
– Rarely lets employees make
decisions regarding their
work and responsibilities
even though employees are
capable of managing their
own work.
 Meets Expectations
– Has controls in place to
monitor the performance of
each person’s job to
determine readiness to give
increased scope of
responsibility.
– Delegates quality control on
sub-tasks.
– Monitors and measures how
the work is progressing.
– Tracks unit and individual
performance.
– Makes sure that quality
standards are understood
and clearly and genuinely
accepted by each member
of the team.
– Instructs team members to
communicate with one
another about the quality
standards for sub-tasks and
the bigger picture.
 Role Modeling
– Consistently balances the
control of details with
worker expertise, clarity of
work goals, planning and
problem solving decisions,
and frequent performance
based feedback.
– Knows when to control
details and when to allow
subordinates to monitor
their own details.
– Stretches subordinates to
monitor the details of their
job assignments and act
accordingly.
– Teaches subordinates to use
tools & measurements to
monitor the details of their
work.
– Role models exceptional
ability to let others manage
their work and guides others
to know when a manager
needs to intervene or assist.
Behavior Examples © are a product of the Booth Company
Management Task Cycle Behavior Examples © 2001 by Clark Wilson Group, Inc., Boulder

19. Intel Confidential19
MTC Behavior Examples©:
Exercising Positive Control - Goal Pressure
 Needs Development
– Doesn’t seem to care
when goals are not met.
– Seems afraid to place
pressure on others; has
strong needs to be liked
and admired.
– Attempts to get results
through the use of
unrealistic pressure
instead of good
management practices.
– Sometimes demeans
and induces fear among
others when goals are in
jeopardy.
– Often loses temper and
even screams, yells or
shouts at people when
they make mistake.
 Meets Expectations
– Knows how to exert
pressure in a fair
realistic way.
– Displays dissatisfaction
when goals are not met;
cares about “how, when
and why” we strive to
meet customer needs.
– Understands that
pressure is one of many
motivational tools that
must be used carefully.
– Uses pressure in a more
subtle way, by first
having clear goals,
plans, etc. and strong
buy-in among the team.
Essentially “delegates”
the pressure.
 Role Modeling
– Clearly demonstrates
the difference between
passion and exerting
unnecessary pressure.
– Skillfully holds people
accountable for goal
attainment; knows how
to use pressure to get
people focused on the
right things.
– Communicates passion
and pride about
achieving goals and
succeeding as a work
unit.
– Anticipates team
members’ reactions
when goals are not met
and applies pressure
skillfully.
Behavior Examples © are a product of the Booth Company
Management Task Cycle Behavior Examples © 2001 by Clark Wilson Group, Inc., Boulder

20. Intel Confidential20
MTC Behavior Examples©:
Exercising Positive Control - Delegation
 Needs Development
– Seems to controlling; rarely
trusts others to take
responsibility for their work.
– Is often vague and unfocused
when delegating tasks. Team
members struggle to decipher
what it is he/she expects. Goals
and plans are rarely clear &
purposeful.
– Seldom gets “out of the way”
once a task is delegated.
– Often delegates tasks with so
much detail that the process
seems condescending and
disrespectful of others level of
expertise.
– Lacks understanding or
appreciation of the business
reasons for delegation.
– Tends to let people needlessly
struggle with delegated tasks
because the project goals were
not clearly defined.
– Lacks understanding of how to
manage through established
systems, policies, and practices.
– Rarely can let go. There is
usually a line of team members
at his/her door seeking answers
and approvals for
inconsequential issues.
– Often demonstrates a lack of
trust for people to get the job
done when left alone.
 Meets Expectations
– Clearly shows trust in team
members to plan and follow-
through with little
supervision.
– Provides room for team
members to monitor
themselves and organize
their own projects.
– Demonstrates confidence in
others to work diligently
toward individual or team
goals.
– Shares responsibility and
accountability through
delegating tasks that have
clear goals, reasonable
plans, and are supported
with appropriate resources.
Ultimate accountability, of
course, remains with the
manager.
– Skillfully aligns the
delegated tasks with the
goals of the project and the
skills of the people.
 Role Modeling
– Frequently includes stretch
assignments when delegating
tasks. Is aware of the
developmental needs of each
person in the work group.
– Uses delegation as a tool to keep
people motivated and invested in
their professional development
and career paths.
– Provides employees with a variety
of new or different tasks.
Employees are seldom bored.
– Knows that taking time up front to
delegate a task can have a
profound impact on output and
professional growth.
– Delegates tasks based on the
individuals level of experience and
learning needs. “One size (of
delegation) does not fit all”.
– Is an extremely productive
manager; is a master at
delegation.
– Trusts team members to take
responsibility and demonstrates
high levels of confidence in their
abilities.
Behavior Examples © are a product of the Booth Company
Management Task Cycle Behavior Examples © 2001 by Clark Wilson Group, Inc., Boulder

21. Intel Confidential21
Resolutions:
 What will you do to ensure you are exercising
positive control?
1.
2.
3.
4.
5.

22. Intel Confidential22
Focus for Next
Meeting
 MTC #6: Reinforcing Good Performance
– TBD

23. Intel Confidential23
Resources
Management Task Cycle Resource Mapping
http://cplg.intel.com/cosn/management_leadership/Management/resource/index.asp
Management Task Cycle Behavior Examples
http://smpslp.intel.com/MTCbehexam.htm
Complete Competency Assessment Guide (CAG)
http://cplgk.intel.com/people/development/Management/Docs/Competency%20Assessment%20Guide.doc