Joel posted this question in response to yesterday's post.

Question:

I am assembling a “Mission statement/mission focus” plan, and I have a question: I think my team simply needs a more positive and customer driven focus. Misbehavior is not the main problem (as far as I can see), but if I can tune up any issues at the same time it would be fine. What changes would you make to the above plan?

Response:

Widen the question. How can we, as Managers, create a discussion about any topic to stimulate thinking, and a positive response in behavior?

Using this skill is one of the most important activities of the Manager. I use this process in the classroom and in most meetings I run.

It's a simple Gap Analysis, containing three parts.

• What is the major benefit if we solve [this problem], make progress in [this area]?
• What is stopping us from solving [this problem] or making progress in [this area]?
• What can we, as a team, do get [this problem] solved?

Here is what it sounds like related to customer service issues.

• What are the major benefits if we are able to create a culture that focuses on the customer?
• What are the conditions, what are the elements that stop us from focusing on the customer?
• In what way can we, as a team, make changes to create a culture that focuses on the customer?

Get your team together. I usually allow seven minutes for each question, with seven minutes as a wrap-up. This is a powerful thirty minute meeting. -TF

"Yes, but if people are afraid to participate, afraid to contribute their ideas in a meeting, how do you deal with that?" Reggie asked.

"Do your team members have ideas?" I responded.

"Well, yes, some sort of an ideas."

"So, the problem is, to get the idea out of their head, with zero possibility that it might be rejected by the group? How would you do that?" I stared at Reggie while I reached over and pulled a pen out of my pocket and set it on the table.

"Get them to write their idea down?" Reggie guessed. I nodded. "But still, how do you get them to share their ideas with each other, with the group?"

"It's too late, the idea is already out of their head. By the way, what happens to the quality of any idea as it moves from the mind to a piece of paper?"

"Well, it improves."

"So, now, each person owns a much improved idea on a piece of paper in front of them. Divide the group into teams of two or three and have them share their idea with that small group. I guarantee, there will be no hesitation in that small group.

"The next step is to have the small groups report their ideas to the large group. The quality of ideas will be very high and everyone will have participated. Remember, the purpose of this meeting was simply to get your people discussing ideas with each other." -TF

Raphael was glum.

"Why the long face?" I asked.

"I have been having difficulty with my team meetings. Everyone comes in looking ready to go, but about 15 minutes in, it's like the energy has left the room, and I still have lots of stuff to cover. It's a weekly meeting and is supposed to last for an hour, but people just seem like they are going through the motions."

"How would you rate the engagement level on a scale of 1-10?"

"Well, it starts at around a 6, but it doesn't take long to drop to a 2," Raphael replied.

"What do you think is the problem?"

"It's like I am talking, yet losing control at the same time."

"What does that tell you about control?"

Raphael was stumped. "Do you mean, whenever I am talking, I am losing control?"

"Maybe. Think about it this way. In any conversation, who is in control, the person asking questions, or the person responding to questions?"

Raphael was quicker on this one. "Well, that's easy, the person asking the questions."

"So, if you want more control, stop talking and ask more questions." -TF

It was a big difference in Nathan's meeting. Instead of barking out the quota numbers for daily production, he had assigned that task to Rachel. The team had responded.

"What else could you delegate during the meeting?" I asked.

"Well, when Rachel announced the quota number, the first questions were about raw materials and machine setups. So, I was thinking about asking Edward to get with Rachel before the meeting so he could report on the status of raw materials. And I was thinking about Billy, he is our line mechanic, to get with Rachel to plan the machine setups for the day. So he could report those in the meeting."

"Sounds like an agenda is coming together for this daily meeting and you are having other people become responsible for each line item?"

Nathan laughed. "You know, I thought, as the manager, that I had to do all the talking in the meeting. I am beginning to think, maybe, I should just call the meeting to order and sit at the back of the room."

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Our next Leadership class starts April 23 in Fort Lauderdale. For more information, visit www.workingleadership.com.

"So, what was the big difference?" I asked. Nathan had been getting pushback in his production meeting whenever he went over the schedule. Especially when he talked about the daily quota number for production.

"I assigned Rachel to announce the number," Nathan replied. "It was the funniest thing. When I talk about production, people grouse and mumble. When Rachel described the quota number, people began to ask questions. Did we have enough materials on the floor and how many different setups would be required on the machine. It was like they wanted to do the work."

"So, what did you learn?" I asked.

"I learned that I don't have to do all the talking. I can delegate out important stuff. Instead of me telling people what to do, when they become involved, they actually step up and participate."

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Our next Leadership class in Fort Lauderdale begins April 23. For more information, visit www.workingleadership.com.