The Hines Story - Understanding Expectations Early

This is a short story that was shared with me by a mentor very early in my career. Over time it has never lost its relevance. I share this with undergraduates when speaking at colleges, executives that might want to use it, and with teams I engage as a consultant or as a new leader in the organization. It helps people to understand expectations early in the process. Most that have worked with me understand exactly what I am looking for when I ask them to "Bring me the Hines" on any event or topic.  

The Hines Story

Mr. Hines, the owner of the Hines Lumber Company recently had to fill a top executive position. Two of his managers with equal experience were considered but the choice went to the man who had fewer years with the company. Upon learning of the promotion the other man asked Mr. Hines why he wasn't the one selected. Instead of answering him Mr. Hines asked him if any lumber had come in that day. The man said he would check and a few minutes later reported that a carload had arrived that morning. Mr. Hines then wanted to know the type of lumber. After again checking, the manager told him it was number 6 pine. Mr. Hines then asked the man how many board feet were in the order. Again leaving the room to check he returned shortly with the answer of 3500 board feet. This type of questioning went on for several minutes and then Mr. Hines asked the man to sit in the next room, leaving the door ajar so he could still hear. Mr. Hines then called to the manager who had been promoted and asked him if any lumber had arrived that day. The manager said he would check and in a few minutes he returned with the following answer. A carload of number 6 pine had come in on track three at 9:30 A.M. and totaled 3500 board feet. The lumber was unloaded by 2:00 P.M. and stored in warehouse number 18. It was order number 65-03 for the Williams Company and its total value was $16,352.00. Mr. Hines thanked the man and said he could go. After the second man left Mr. Hines called in the first manager who had heard the entire conversation. The first manager said he knows now why the other man had been promoted instead of himself.

How does this story relate to increasing your value and get you noticed? What are senior leaders looking for in succession planning as they choose their mentees?

These traits or leadership building blocks can be found in the morals of the story:

1. Show initiative and constructive tenacity: Don't always wait to be told what to do, take the initiative and get out ahead of opportunities or problems.
2. Be prepared and thorough: Attention to detail is a critical skill. Don't do the minimum required. Give maximum effort in all that you do to be seen as worthy of investment by your leaders and potential mentors.
3. Be willing to communicate and ask questions: If you don't understand what is required of you in a work assignment ask for clarification. Don't assume you understand what you are being asked to do. It is better to ask a few questions than to proceed with an incorrect assumption about what you're supposed to be doing. Meeting a deadline with the wrong deliverable stops a project plan dead in its tracks.
4. Own your mistakes, integrity is key to solid relationships: If you miss a deliverable or do not produce an acceptable product / result, don't make excuses, don't explain your way out of it, own your mistakes! Be a professional. Admit you made a mistake, learn from it, apologize (if necessary) and move on. Most importantly CHANGE something as a result of the learning. Actions always mean more than words.