EOS Partner Gift: Learn how FBA = Change Management

EOS Partner Gift: Learn how FBA = Change Management

One of my favorite quotes from Seth Godin (Tribes) is:

Leaders have followers. Managers have employees.

Managers make widgets. Leaders make change.

Leading effectively through the Entrepreneurial Operating System® (EOS) requires you to become good at implementing changes until they become part of the day-to-day work of the organization. How many of you have committed to a rock and the end point was sending the email to everyone? That might get you to SBA (Shared By All), but it will not even get you close to FBA (Followed By All).

I sent each of my EOS partner companies a copy of Bottom-Line Change by Ari Weinszweig. I am sharing this with you because I believe each EOS team needs one person that is great at helping the team think through changes so that the plan to get to FBA (Followed By All) is clear. It does not have to be the Integrator, so maybe it should be you? If you have a passion to be that person for your team, know that some of you have a copy of that book floating around your organization which is likely generating guilt or some other kind of burden for one of your teammates. 🙂

This pamphlet (named that because it is less than 80 pages) outlines a proven process Zingerman’s uses at all levels of their organization to manage change. Also, if you like food, most of the examples in the book are related to food so it will be easy reading. Here is a link to purchase your own if you do not have one.

Listen . . . Lead. Repeat often!

Note: I also shared some guidelines with your Integrator about some specific things I do, or could do, to provide ongoing support for my EOS clients.  Here is a link to that document if you are interested.

5 Powerful Questions for New Leaders & 1 Habit to Maintain Traction: Guest Post by David C. Baker

5 Powerful Questions for New Leaders & 1 Habit to Maintain Traction: Guest Post by David C. Baker

Today’s guest blogger is David C. Baker. I met David when I first started my business, through a contact from his publisher during the launch of his book, Managing (Right) for the First Time. I was drawn to his book because I believe managing leadership transitions is one of the keys to success. I read his book cover to cover and helped distribute 24 signed copies to many of you. Of all the books I have shared with clients (over 200 to date), David’s is by far the one I get the most comments back from people about being helpful because it is so practical.

The following content is the property of David C. Baker and is shared on this blog with his full approval. Any reproduction or use of this material without his consent is not lawful. If you like it and want to use it somewhere else, just ask him directly using the link at the bottom of the post.

You haven’t noticed yet, but there are several little red light points on your chest. And no, it’s not because the neighbor kid is playing with the slide presentation pointer that fell out of your briefcase last night when you stumbled home, finally, after a hard day at work. It’s more that you’re in the cross hairs of one or more people who are watching very carefully how you react in the next few weeks.

You’ve crossed a threshold, see, by either managing people for the first time, or trying to do it right for the first time. This is your chance. You’ve experienced a seminal event in your life by entering the “management” room that you’ve only heard of in the past. You’ve criticized the people who have occupied this room without ever knowing what it was really like to be in their shoes.

Now you get to find out, and you get to do it better. Are you ready? Have you been paying attention? Do you understand the minuses that will come with the pluses? It’s a wonderful journey, but it’s not without difficulty.

I can’t remember much about the first time I managed people. Maybe for you it was like my experience, a more gradual transition in that I was managing them in reality long before I was managing them officially, and being promoted was more about recognizing what was already taking place. That’s probably the best way for it to happen.

But I probably don’t remember that first time simply because our culture doesn’t value management all that highly. You don’t read about great managers like you read about great athletes, and so we aren’t accustomed to thinking of the entry to management as some sort of anniversary.

It is, though, because it changes your life. It may not change your life to the same extent that childbirth, marriage, divorce, or death will change your life, but it certainly sets a course with all sorts of implications for your life.

This is a change, and how you react to it will affect your happiness, relationships, health, and wealth. It will also have a strong impact on the people you manage.

You do realize that, right? Twenty years from now, let me sit down with one of your current clients and ask them about you, your impact, and what they learned. Chances are they won’t even be able to dredge a name out of their murky memories. The same is true of your vendors.

But let me do that with one of your current employees in twenty years and they’ll remember you for sure. Hopefully it’ll be for the right reasons, and that’s the opportunity that is in front of you.

Seeing the opportunity is the first step. The next is step back to think about the situation you are stepping into and setting your sights on the impact you want to have. Here are 5 key questions every new leader should ask:

  1. What were the reasons you were chosen for this role?
  2. What are the expectations for you for the first 6 months?
  3. What does your team believe are your key responsibilities?
  4. In 20 years, what do you want others to be saying about you as a leader?
  5. For each item in #4, write 1 or 2 things you commit to doing that will be your first steps towards your leadership legacy?

Key action to maintain momentum: Over your first 6 months, look back at your answers to the previous five questions weekly and think about your progress. If you are brave, get feedback on #2 and #3 from your leader or team. Then weekly ask yourself the questions:

  1. What do I commit to KEEP doing in the next week?
  2. What do I commit to START or STOP doing to improve my effectiveness as a leader?

Did David’s words and wisdom resonate with your leadership role? Visit David’s website or email David directly at david@recourses.com. Here are some additional links to his books:

The Business of Expertise: How Entrepreneurial Experts Convert Insight to Impact + Wealth

Financial Management of a Marketing Firm

Managing (Right) for the First Time: A Field Guide For Doing It Well

What The Heck is EOS? ~ A book review and 1 tip on how to use it

What The Heck is EOS? ~ A book review and 1 tip on how to use it

This is part book review and part ‘here is how you could use it’. Value #4 of The trU Group is learning + doing = growth, so learning is always accompanied with support to move to action! If you are not a company that uses EOS, check-out the EOS Journey page to get some context on what it is.

I need to say up front that I was a little skeptical of this book because I felt the previous book from EOS Worldwide, How to Be a Great Boss, was more repackaging old content to sell a book. After I read this book, I was skeptical no longer. It is formatted to be an effective learning tool, and I feel that any EOS company could and should integrate it into the development of EOS throughout their organization. It also follows my core belief #1:

Great conversations start with a question.

At the end of each chapter, they have included questions that an employee should ask their leader.  I guarantee these questions will drive some powerful conversations.

The book is written with a tone and language that speaks directly to people in your organization who are not on the leadership team. This is evident by looking at the table of contents; notice how it speaks directly to your people and drives their ownership in using EOS to help them work toward their own personal goals and the goals of the organization:

  • Chapter 1: What the Heck Is EOS?
  • Chapter 2: How Does EOS Work? (The EOS Model)
  • Chapter 3: Do You See What They Are Saying? (The Vision/Traction Organizer)
  • Chapter 4: Who’s Doing What? (The Accountability Chart)
  • Chapter 5: What Is Most Important Right Now? (Rocks)
  • Chapter 6: Why Do We Have to Have Meetings? (The Weekly Meeting Pulse)
  • Chapter 7: What’s My Number? (Scorecard and Measurables)
  • Chapter 8: How Am I Doing? (People Analyzer)
  • Chapter 9: What Do I Do Next? (Conclusion)
  • Appendix A: Your Role
  • Appendix B: Questions to Ask Your Manager

Here are the core sections I flagged with post-it notes as I read the book:

  1. IDS, p. 104: Teaches the IDS methodology and provides an example of how a leader might facilitate an IDS topic with two teammates. The example falls into the category of simple but not easy, yet as an implementer many of you have probably seen me be this direct. I have witnessed truths like this shared and issues resolved.
  2. Chapter 7: What’s My Number (Scorecard & Measurables), p. 114: Metrics to help teams and individuals see progress or issues more clearly in their work are critical for growth-focused organizations. This is also the topic I see organizations struggle with the most. The title pulled me in, and the content will drive great conversations with your team.
  3. Chapter 8: How Am I Doing? (People Analyzer), p. 129: This chapter is something that will scare leaders because a portion of your team will ask for feedback, and if you don’t do quarterly conversations around performance then get ready. The part I love about this chapter is that it teaches the People Analyzer method and encourages them to schedule a conversation with their leader.
  4. Great questions for self-evaluation and preparation for quarterly conversation, p. 139-140: Let me say it again, great conversations start with a question. The two questions presented that should guide the quarterly performance conversation are: “What’s working?” and “What’s not working?” This might be my favorite part of the book, and I am looking forward to your stories about the conversations that result from these questions.

There is lots of value in this book if you use it effectively. For some tips on how to do this, here is a book study template. I highly recommend this as an addition to your library. Here is a link to the book.

For my EOS partners, remember that I pledge 2-4 hours between quarterlies to more actively support your effective use of EOS. If it would help, I would be glad to help you construct and maybe even facilitate a portion of the roll-out of this book to your team. Just call me if you want to explore that option.

Guest Post: Blue Collar Scholar, Jim Bohn – What is our Organizational Level Engagement?

Guest Post: Blue Collar Scholar, Jim Bohn – What is our Organizational Level Engagement?

Today’s guest blogger is Jim Bohn. Jim spent a career helping leaders and organizations do the work of successful change. I was connected to Jim when he stepped out of his corporate role and was answering the question, “What is the next journey for me?” I have followed his journey through his powerful articles on LinkedIn and have been impressed with the wisdom he continues to share around change and helping organizations build and sustain a healthy culture. Jim also calls himself the ‘Blue Collar Scholar’, which captures the essence of his wisdom for me. Leaders need to think about what they need to accomplish, and then they must roll-up their sleeves and do the work. I am grateful to Jim for sharing his wisdom today.

The following content is the property of Jim Bohn and is shared on this blog with his full approval. Any reproduction or use of this material without his consent is not lawful. If you like it and want to use it somewhere else, just ask him directly using the link at the bottom of the post. Also included at the end are some free resources for those of you that want to learn more.

Key question for leaders to answer: What is our Organizational Level Engagement?

Employee engagement has been around for over 20 years.  If we are honest with ourselves, we know employee engagement is now part of the routine and does not hold the prestige and impact it once held. So, as an executive, have you thought beyond employee engagement to organizational level engagement?  If your water coolers could talk, what would they tell you about the conversations your employees have when they talk about your organization?

 Key question: What is Organizational Level Engagement?

Organizations high in engagement demonstrate many of the following characteristics:

  1. A high degree of morale, specifically a desire to be at work and a desire to do work on behalf of the organization.
  2. Enthusiastic workers who want to be part of an organization.
  3. Workers willing to take on complex challenges.
  4. Workers who believe they are stronger than their competition.
  5. A track record of accomplishments.
  6. Evidence of innovation.
  7. Data and knowledge sharing.
  8. Increased speed and quality of decision-making.
  9. Effective conflict management.

It focuses on “We” not “Me”

While acknowledging that the individual is important, organizational level engagement focuses at the organizational level.  It does not dismiss the value of the individual, but acknowledges the critical nature of organizational level performance.  It focuses on how people work together across an organization to accomplish outcomes.

As an executive, you’re likely to respond: “Well, we have our financial performance metrics to tell us how we’re doing as an organization.”  True – – – but that answer is not sufficient.  Financial metrics only tell one part of the tale.  Organization Level Engagement is about how the organization is performing from a people perspective.

For example, all organizations have ‘silos’, groups of people who do not work together.  Organizational level engagement discovers pockets of silos allowing managers and leaders to improve how groups work together, sharing data and improving decision making processes.

Do your people know the mission of your organization?  Merely repeating the mission by rote does not mean they have integrated the mission of your organization with their daily work behavior.  Do your people work together?  Do they make effective decisions by considering others who may be impacted by new strategies?

The following chart describes the differences between employee engagement and organizational level engagement.

Employee Engagement Organization Level Engagement
Focused exclusively on what employees derive from the organization Focused on what the organization derives from all employees working together
Focused on individual motivation – what’s in it for me? Focused on organizational level motivation – what’s in it for us?
Focused on ‘local’ issues such as environment, pay and benefits Focused on organizational level outputs such as customer satisfaction, data quality, and leader effectiveness across groups.
Focused on the leader the individual works with each day Focused on how all leaders work together each day and throughout the year
Focused on “Me” Focused on “We”

 Senior executives should ask, at the beginning of every fiscal year, during a fresh start:

  • How well do we work together as an organization?
  • Do our people truly know the goals of this organization?
  • Are we (leadership team) setting an example of decision making and cooperation at the top?
  • How sharply are we focusing our efforts on things that really matter and jettisoning things that are a waste of time?

Senior HR people should ask:

  • What are we doing to help people across our organization work together better?
  • How are we training our people to share data and make better, high quality decisions with the organization in mind?
  • What are we doing to help our teams become more resilient in the face of project setbacks?

Employee survey or in a small group conversation, leaders should ask (and record to evaluate trends across the organization):

  • What prevents our teams from working together?
  • How can we help our employees understand where they fit into the overall mission of the organization?
  • What one thing do we need to improve at the organizational level to perform at a higher level? (Expect some to say, “pay increases” but look for other trends such as restructuring to improve communication pathways.)

*Jim has published his research in this area and his Bohn Organizational Efficacy Scale is part of that research. If you want to learn more about his research and survey please contact him directly.

By taking this important step and investigating organizational level engagement, you will improve the effectiveness of your organization, leading to increased profitability and improved employee satisfaction.

Did Jim’s words and wisdom resonate with some of the challenges you are feeling in your organization? As you come up on your yearly planning, would you like your leadership team to spend some time on some of these critical questions, and use the answers to listen and act differently in 2018? Visit Jim’s website or email Jim directly at james.bohn@att.net. Here are some other resources to take a deeper dive into this topic:

Architects of Change: Practical Tools to Build, Lead and Sustain Organizational Initiatives by Jim Bohn, Ph.D.

The Nuts and Bolts of Leadership: Getting the Job Done by Jim Bohn, Ph.D.

LinkedIn: What makes an organization tick? Employee engagement is not the answer (1 of 173 articles Jim has shared on LinkedIn)

 

10 Daily Questions to Assess and Reset Your WORK as a Leader

10 Daily Questions to Assess and Reset Your WORK as a Leader

Today’s guest blogger is Paul Doyle. Paul is an accomplished CEO and has a great passion for developing leaders. I asked Paul to contribute to this series because his advice is both practical and powerful. His focus is equipping leaders with skills they can use tomorrow. The ten powerful questions he shares are connected to the LeaderWork 10, and are the foundation of a ten-month leadership program that I collaborate with Paul to deliver. We just celebrated our third cohort graduation, and I have seen firsthand the impact these questions have on leaders that use them. Paul shares the habit that has enabled him to lead large, small, and medium-sized growing businesses and keep his actions and beliefs aligned amidst the chaos so his team could be successful.

The following content is the property of Paul Doyle and Leaderwork LLC and is shared on this blog with his full approval. Any reproduction or use of this material without his consent is not lawful. If you like it and want to use it somewhere else, just ask him directly using the link at the bottom of the post.

I’ve always viewed my responsibility as a leader is to create the environment in which others can achieve. Over the years, I have developed a list of questions that I ask myself at the end of each day (or at least I try to).  In working through the daily set of challenges, changes, and chaos that is the life of every leader, this list has served as a check list to remind me of the work I should be doing as a leader.

Q1:  Does my team know I am here for them? It is my responsibility to serve; know them, listen, support, coach, and help them.

Q2:  Is my team inspired by a vision for their work? A cool and challenging purpose will pull effort from people. Clarity about the finish line will allow them to self-manage to a great extent.

Q3:  Do the team members care about each other’s success?  Do they have a shared fate? Are they working as a true team, not just a group of people reporting to me?

Q4:  Is the work and the methods of working bringing out my team’s best effort?  I can’t motivate anyone, that comes from inside, fear can come from outside, but it doesn’t last. Is every member of the team doing work they know and feel is important and are they clear they have the opportunity and freedom to affect how the work is done?

Q5:  Does every member of the team know, all the time, if they are winning or losing?  A scoreboard is a powerful tool. People want to be successful and when performance data is available most people use it to make things better.

Q6: Is the work organized such that it is easier for the team to succeed than to fail? My team needs the work to be structured and supported in ways that help them be productive. They want good tools, good information, a good plan, and good support.

Q7: Does each member of my team know their priorities?  People prefer to be goal directed not just busy.  People like the comfort from knowing they are working on the right things. It is my responsibility to provide a plan and communicate a set of priorities, so team members can get after it and feel confident that their work matters.

Q8: Is my team well informed? Communication, both inside the team and in the company, is critical for people to make a connection. People are more loyal, productive, and creative when they know what is going on.  I need to connect team mates to one another and connect each team member to the company overall.

Q9: Have I challenged each team member to grow and learn more?  People must continue to learn more every day so they can do a better job and most people want to continue to learn so they can get a better job. I am responsible to guide both questions for all team members.

Q10: Does every team member feel the creative tension to do better? Continuous improvement is not an option. Whatever we are doing today will be done better tomorrow by someone.  If it is us – we win. If it is not us, we could be out of work.  My team needs to feel that stretch.

Thinking through the list at the end of each day usually results in me realizing that some individual needs help in an area, and sometimes it reminds me that there is a big omission.  Either way, a daily run through these questions helps me break out of the chaos and stay on top of what is my most significant responsibility – that is the work of leading.

 

Did Paul’s words and the questions he asks himself daily resonate with you? Learn more about the LeaderWork leadership development program by visiting the LeaderWork website or emailing Paul directly at paul.doyle@leader-work.com.

They’ll Love Your Questions – by my friend/mentor Mary Jo Asmus

They’ll Love Your Questions – by my friend/mentor Mary Jo Asmus

Today’s guest blogger is Mary Jo Asmus. Mary Jo is a friend and mentor, and I invited her to be part of this series because she is a highly skilled coach and has a gift for asking powerful questions. She has been a great influence on my own coaching approach and practice, and I am excited to connect you with her. For leaders committed to people-centered leadership, you need Mary Jo on the journey with you.

The following content is the property of Mary Jo Asmus and Aspire Collaborative Services LLC and is shared on this blog with her full approval. Any reproduction or use of this material without her consent is not lawful. If you like it and want to use it somewhere else, just ask her directly using the link at the bottom of the post.

They’ll love your questions

Someone who reports to you has a problem they want to solve, and they say they need your help solving it. A little bit of adrenaline kicks into your brain because you love to solve problems, and you can’t wait to hear more.

Stop and think deeply now. How will solving their problem help THEM over the long haul?

You might notice that the really smart and talented people who report to you don’t want your advice, even when they ask for it. How many times have you given your solutions and watched them walk away and actually use the recommendations you gave them? Ok, maybe they have, but they do so with little enthusiasm.

They really don’t want your advice. Even if they accept it, they do so begrudgingly. If they use it, they will use it reluctantly.

Do you really want those talented people who are brimming with oodles of untapped potential to go about their days doing what you tell them because you’re the boss (and they feel like they have to)?

Consider this: If you ask the right questions in the right way, they can figure out what they need to figure out for themselves. They’ll like their own solutions so much more than yours. Their creativity and intuition will kick in. They’ll become motivated. They’ll learn.

They’ll love your questions. If they are driven, smart, talented and want to learn, give them questions instead of solutions.

If you see the sense in this, you’ll need to exercise that question-asking part of your brain because you’ve been solving everyone’s problems all these years.

The way to start is to keep a few questions handy that seem to work to get people’s thinking juices started. Here are some you can start with.

To help them brainstorm solutions:

  • What will that look like when you’re done?
  • Where are you at with that right now?
  • What’s the gap between where you are at right now and where you want this to be?
  • How will you fill that gap?

To get them thinking about taking action:

  • What’s the first step you will take?
  • What’s your next step?
  • What are you willing to try?
  • What will keep you from doing that?
  • When can you start?
  • If you were courageous, what would you do?

To get them to commit:

  • What are you committing to over the next (hour, day, week, etc.)?
  • When can you do that?
  • What will keep you from doing that?
  • How can I help?
  • When should we assess your progress?

When they are really stuck:

  • What’s stopping you?
  • What does your (head or heart) tell you to do?
  • What assumptions are you making about that?

When they did what they said they’d do with great success:

  • What did you do well?
  • What surprised you about what you did?
  • What did you learn from that experience?
  • What’s your next step?

When you don’t have enough information to even ask a question:

  • Can you say more about that?

Try questions in place of problem solving and watch how smart and driven your employees (and you) become!

Did Mary Jo’s words resonate with you? Here is how you can continue to benefit from her wisdom on your leadership journey. Learn more about her executive coaching and leadership development services at www.aspire-cs.com and when you sign-up for her leadership blog/newsletter you receive a copy of her free ebook, Working with Your Executive Coach. Mary Jo is an award-winning blogger and a Professional Certified Coach.

Let’s call it Trust Building, not Team Building

Let’s call it Trust Building, not Team Building

When I say team building, how many of you roll your eyes or audibly groan? It is a common response. I once had a leader refuse to participate. His displeasure included the statement, “I have done a ton of these and they are a waste of time.” I used to get mad and secretly dreaded the response after I introduced our next team building activity. I have grown to appreciate the transparency, which has allowed me to step back from the situation and ask the question, “What can I do as a facilitator to set up this team building time so it is a productive conversation for all involved?”

I see my role as a facilitator to create the conditions in which teams can have a productive conversation. Recently, I received an answer to the above question which challenged me to make team building time productive and inclusive.

As part of my strategic planning process (Entrepreneurial Operating System®), we spend 2-3 hours on team health during annual planning. We start with a conversation centered on the pyramid from Five Dysfunctions of a Team, by Patrick Lencioni. We end with time for team members to share some information about themselves and give/receive feedback on observed strengths as well as one thing they could do differently to increase the effectiveness and health of the team. (Here is the form I use.) We frame all the activities that the teams do together as trust building time focused on team health.

My answer came during the wrap-up, when leaders offered feedback by answering the question: “What was the highlight for me?” The answer that created a sacred moment for me was, “Every year I look forward to that exercise and the feedback that I receive from it.”

Imagine, an activity where we receive feedback and love it!

As I wrapped it up, the thought hit me that I call the time together trust building time focused on team health, not team building.  A simple change in name paved the way for an amazing experience for leaders who had done similar activities dozens of times in their careers. 

What if you became more intentional about trust building time focused on building team health? It could be as simple as creating time at your next planning session. What if you provided a list to the team titled Trust Building Activities and included things like a meal together, taking an assessment as a team, meeting regularly as a team, or a ninety-minute escape from work for a little fun? If all agree team health is important, make it a priority to do something monthly from the list.

Based on my experience, eye rolls go away and even the often-cynical 50+ year old white male dives in.

Team health:  Let’s call it what it’s intended to be and challenge people to own their part of it by diving in and helping to build and maintain it. Words matter, and the response I see from leaders is proof that a simple change creates conditions where all engage.

Lead well.

Some next steps:

  1. Email me at scott@thetrugroup.com if you want a list of team health exercises
  2. Watch my Johari Window video for some trust building tips you can do daily with your team
Social Media and Relationships: 3 headlines you will never see (for Leaders AND Parents)

Social Media and Relationships: 3 headlines you will never see (for Leaders AND Parents)

When I begin EOS® (Entrepreneurial Operating System®) with a client, we talk about how being an effective leader is like being a good parent. The key is having a few rules, repeating them often, and being consistent (i.e., demonstrating them through your actions). We do this because most leaders are also parents/aunts/uncles/etc., and the powerful correlation helps make it easier to remember this critical message.

Those of you who have spent time with me in keynotes or classes know that I bring in parenting stories often because I believe the skills we use to lead at work are the same ones we use to lead at home.

So here is my story . . .

We have a rule in our house that you don’t get a cell phone until you are going into ninth grade. This summer, our youngest child received her first phone. My wife is very good about starting intentional conversations around important topics for all of us to learn and talk about as a family. She does not dictate the family reading list often, so when the book The Tech-Wise Family: Everyday Steps for Putting Technology in Its Proper Place by Andy Crouch showed up, our summer conversation was clear. Then, when a printed copy of the The Atlantic’s article, Have Smartphones Destroyed a Generation?, showed up the conversation went up a notch.

A note to parent leaders: The Atlantic article provides some powerful statistics around children and time with parents, timing of driver’s license, # of hours of sleep, dating activity, sexual activity, and rate of depression/feeling lonely since the introduction of the iPhone. At the very least, go to the article and review the graphs. It is a must-read.

For business leaders: I believe we do not have to wait for a study to come out and tell us the impact of social media on our key relationships as leaders. Do you honestly believe any of the following will ever appear as a headline that is backed by credible research?

  • Facebook Credited With Decreasing Divorce Rate
  • 24/7 Access to Email = Increased Employee Engagement
  • Instagram Rebuilding Families Around The Globe

Don’t wait for the data. Healthy relationships at home mirror healthy relationships at work. Time together talking, listening, laughing, and sometimes crying is how relationships are built. I will not offer web-friendly “5 Habits To  . . . ” or “3 Things To Do . . .” lists. Each of us has to figure that out, and the resources I linked to above are a good place to start.

Remember the mantra about being an effective leader = being an effective parent:

  • Have a few rules
  • Repeat them often
  • Be consistent (Walk the Talk)

Lead well – at home and at work . . .

 

Facilitating Commitment: 5 Words to Listen for and 2 Powerful Questions to Use

Facilitating Commitment: 5 Words to Listen for and 2 Powerful Questions to Use

We were at the end of an EOS® quarterly, and as we went around matching owners to each rock one leader was reluctant to take on a rock that seemed to align with her talents and accountabilities. As the team asked her to own the rock she reluctantly agreed by saying “If you want to assign me that rock, I guess I will take it.” I stopped the session and said – “the words assign and guess are not words that make me believe want to take on this rock.  Leadership of a rock takes commitment, so let’s spend some time talking this through before we move ahead.”

Powerful Question™ #1: What is making this rock an assignment for you?

Powerful Question™ #2: On a scale of 1(none) to 10(extremely strong) – what is your commitment to this rock? If you are at x, what would it take to get to an 8, 9, or 10? (note: The answer probably becomes a to do, because the answer is likely more thought or a chance to review it with their team)

As a facilitator, especially around goal setting, language is critical.  I listen for the words, and call the ones out that reveal feelings that indicate conditions are present that will get in the way of successful completion of the work. The key is to name the words and the assumptions I make around commitment, and allow space for people to confirm how they are feeling and get the team to talk about it.  My trigger words are:

  1. Kind of
  2. Assigned
  3. Have to
  4. Hope
  5. Try

hint: For the action oriented leaders their language will always be positive, so watch for body language with these leaders.

Great conversations start with a question, and the question I always ask is Do you commit to owning this rock?

Whether you are in a quarterly pulsing session, a leadership team meeting, or any other situation where actions have to be owned, develop the leadership skill of listening and calling out the language that tells you “we need to keep discussing this”.

Listen . . Lead. Repeat often!

Why do your 3-year old and 18-year old drive you crazy? A graph to make you laugh and think . . .

Why do your 3-year old and 18-year old drive you crazy? A graph to make you laugh and think . . .

I am beginning a series on powerful questions, starting with my trUTips coming out tomorrow. (sign-up for the mailing list here)

It’s based on a study that shows how children change the tools they use to learn over time. (fyi – 4-year old girls ask 390 questions a day!)

Here is the rub – what are we doing as parents and leaders to drive the behavior that is driving us nuts? As a parent, uncle, and friend, here is what I see myself doing: I don’t listen consistently.

Two summers ago, I read Lean In by Sheryl Sandberg with my then-18-year old daughter. We ended our reading group by going to lunch to discuss our reactions to the book. At the end of our conversation, I asked the simple question, “What is the one thing you need me to know as a father of an 18-year old woman?” She did not even pause with the answer, “Dad, when I state my opinion on something, just listen to me.” The message was clear. While my ongoing performance is a different matter, I did hear and I am trying.

Many times, key parenting skills are also key leadership skills. When we develop them in one role we find ourselves being more effective in the other.

Listen . . . Lead (including parenting). Repeat often!

Extra tip: Entrepreneurial Operating System® leaders – if you are not doing 5-5-5™, can you see where listening is built into this template?