Nine questions your colleagues are too embarrassed to ask

Are some of your colleagues feeling stuck about making change happen?

Here are some better questions to help your colleagues make change begin to happen.

Maybe it’s time to stop talking about the problem?

Here’s the dark secret…problem analytics are for your car mechanic and the scientists. When the issue is about people and people processes problem analytics destroy productivity. Your colleagues will be somewhat embarrassed by how much easier it is to make progress if you ask them, ‘What do you want instead of the problem?’

What if there’s no debate about who’s right/wrong?

With few exceptions in organizations (e.g., how do you fly an airplane) there are no right answers. It’s useful to disagree – that brings options to the discussion – but, debate means someone has to win. Winning debates is about being argumentative, not listening. So the debate winner is just as likely to be wrong. Instead ask your debaters, ‘What is that we want in common?’ ‘What are the outcomes that will help us make progress?’

How about we find a better way to deal with the angry voice in the room?

You don’t have to pay attention to angry voices simply because they demand the most attention. They can’t listen and they’re hard to listen to. Take them seriously, (they mean it), but not literally. Empathize with language like, ‘You sound like you are very frustrated’, and go back to your agenda.

What happens if no one is allowed to play the victim card?

In a world of people making a profession out of being a victim it’s useful to ask, ‘Despite the problem, what’s working?.’ Lives (and teams) lived defined by the damaging things that have happened before are automatically self-limiting. Fletcher Peacock says, water the flowers, not the weeds. Here’s someone who did.

Do we need to tell people what to do all the time?

Sometimes we have to ‘tell’, e.g., you are breaking the law. But most of the time if we keep telling people what to do, they will lose motivation, stop thinking, become disengaged, etc. Better to define what outcomes are desired and let them figure it out. Try. ‘Suppose we meet, maybe exceed the goals, what will we be doing more of, differently, better, etc. and, ‘How do you see yourself helping to achieve the goals?’

What if we make collaboration more than a nice-to-do option?

Collaboration is not an option; it’s a necessity. And, everyone is trying to collaborate, just not each other’s way. Don’t ask why they can’t work together. Instead, ask, ‘What have we managed to achieve (i.e., what’s worked)? What would our stakeholders (e.g., customers) want to see us doing? How would we see ourselves doing that? What first small steps might we take together?

What if we could leverage the strengths of people we think are our weak link?

Everyone has weaknesses. If we only amplify weakness chances are they will still deliver them. Get to what needs to be better by first amplifying what they do well. What they do well is the platform upon which they can move to a better place.

Could we actually coach people to find their own solutions, (not just yours)?

Peter Drucker said, ‘The leader of the future will be a person who knows how to ask’. That future is today. Asking people better questions that help them to come up with solutions wins in the short and long-term. Try, ‘When you’ve faced a situation like this before, what worked?’

What if letting go made us more authoritative leaders?

The difficult part of being a leader is the need to be right all the time. Wrong! Leaders brown-out on answers as much as their support staff. Stare them in the eye and say, ‘I don’t have a clue, but I suspect we do. What would be a good outcome for us?’ Close your mouth and listen for clues to the solution.

Does this sound too simplistic to resolve situations in a complex organization? Try it and see. 

 

Published by

Alan Kay

Alan Kay. Speeding up Change - Strategy. Customer & Stakeholder Co-creation. Solution Focus. Author & Speaker. Book: Fry the Monkeys - Create a Solution.