A Little Less Talk?
Raise your hand if you’d like to spend more time in meetings. Yeah, right… Like we'd like hotter weather in Texas this summer, I bet.
How about spending more of your meeting time in vital and productive conversations about significant issues affecting your organization’s success? What if you could do that instead of more of the usual topics or those boring "report out" sessions that have no impact?
As a leader, you must anticipate threats and opportunities before they slap the organization in the face. To do this, you must take in confusing and conflicting data about the environment from multiple sources and discern the patterns in the data. In other words, your job is to make sense of the ambiguous and contradictory mess of data to anticipate changes. You’ll do this individually sometimes, more often in dialogue with your team. These are conversations that produce results that impact your organization.
To make your team sense-making conversations productive and prevent the “usual suspects” problem, you must practice two key principles.
(1) Question rigorously.
Keep the questions open rather than leaping to solutions and actions too soon. Slow the pace down to allow for thoughtful response instead of instant reaction. Ask open-ended questions to explore each others’ thinking.
(2) Include respectfully.
Ensure that each idea is considered on its own merits, rather than because of who said it. Notice the small habits that may exclude different voices and change them. If you tend to assume that a question has one right answer, challenge that assumption.
These two principles are explored in more detail in my book available through Amazon.
By questioning rigorously and including respectfully, you can create conversations that help your organization make sense of the environment more quickly. These conversations are vital to your organization’s success, especially in this turbulent climate.
read more...
How about spending more of your meeting time in vital and productive conversations about significant issues affecting your organization’s success? What if you could do that instead of more of the usual topics or those boring "report out" sessions that have no impact?
As a leader, you must anticipate threats and opportunities before they slap the organization in the face. To do this, you must take in confusing and conflicting data about the environment from multiple sources and discern the patterns in the data. In other words, your job is to make sense of the ambiguous and contradictory mess of data to anticipate changes. You’ll do this individually sometimes, more often in dialogue with your team. These are conversations that produce results that impact your organization.
To make your team sense-making conversations productive and prevent the “usual suspects” problem, you must practice two key principles.
(1) Question rigorously.
Keep the questions open rather than leaping to solutions and actions too soon. Slow the pace down to allow for thoughtful response instead of instant reaction. Ask open-ended questions to explore each others’ thinking.
(2) Include respectfully.
Ensure that each idea is considered on its own merits, rather than because of who said it. Notice the small habits that may exclude different voices and change them. If you tend to assume that a question has one right answer, challenge that assumption.
These two principles are explored in more detail in my book available through Amazon.
By questioning rigorously and including respectfully, you can create conversations that help your organization make sense of the environment more quickly. These conversations are vital to your organization’s success, especially in this turbulent climate.
Labels: accountability, corporate culture, leadership
read more...
Labels: change, corporate culture, leadership, strategy
You know it's not enough to just read about culture and leadership. Use the tools in this section to apply what
you've learned from THE FOURTH FACTOR.
