You know the scenario – frustration washes over your managers
at the suggestion that they are responsible for driving outcomes from problematic
teams. It’s not uncommon that even
talented managers resort to doing the work themselves, micro-managing or being actively
disengaged. It’s enough to make a person
regret being a manager!
How might your organization be different if your managers
went from not knowing how to stop under-performing teams that are repeat offenders to actively
shifting their teams into high gear? The Coaches Approach To Management Progress™ is a sustainable approach that helps managers create an environment that facilitates progress, drawing
on the best of their team’s collective and individual ability, experience and
actions. Let's get started!
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Check
yourself first. In order for you to master this technique it’s important to
learn how to become curious about the issues facing your team, not just ticked
off. Remember, a culture of anger in the
workplace may get results temporarily, but it’s rarely inspiring or sustainable.
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Ask and
listen. Ask open-ended questions, keeping
questions broad, then growing more specific as needed.
o
Example: It seems like the team is missing a
lot of deadlines. What do you think is the root of the problem?
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Acknowledge
and validate. This part of the
process breaks down defensiveness and helps the listener(s) open up.
o
Example – So from where you sit, a lack of
resources has kept you stuck in the details preventing you from having time to
make a dent in the larger initiatives (acknowledge). I can understand how being overwhelmed with
tactical things can take up enormous amounts of time and energy (validate).
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State the
concern, focused on the work/outcome. Frame
what success looks like as a group, state your position, expectations and commitment,
then partner vs. point. Keep your
words focused on work-related issues and items, to reduce the chance that you
sound like you’re making it personal.
o
Example: I’m concerned because the project
is running the risk of getting escalated to the executive level, for all the
wrong reasons (stating the
concern). Ultimately, I know we all want to make sure
our client can launch on the commitment date (frame group success). I’m disappointed about our current
standing and am committed to do meet regularly to ensure we get back on track (state
your position, expectations and commitment).
How can I help you/the team this week identify what’s getting in the way of
meeting deadlines? (establish yourself as an equally-vested partner vs. an
out of touch disciplinarian).
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Clarify
and summarize. As much as possible,
use exact words to repeat back what you’ve heard. This is a subtle but powerful way to
establish that you respect those involved, even if you don’t agree with current
results.
o
Example: So, the team is accustomed to not
being held accountable for missing meetings and completing milestone
reports? Is that right? And the best way I can help you today is to
communicate directly to the team about the visibility of this project, and my
expectations around team participation.
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Include the
team in setting boundaries, establishing checkpoints and celebrating success. Enterprise-level goals may not be subject to input,
but including teams in establishing boundaries, checkpoints, etc. creates buy-in
and accountability. Your team will be
excited about hearing when the team has made progress.
o
Example: How can each of the team members
contribute to meeting or beating the remaining deadlines? How and when do they
want to track and report out? If there are misses, what are some reasonable
things you think they should count on from us? When success happens, what would
be a meaningful way for the team to celebrate (and there are at least 5 ways in
every team to celebrate that don’t cost a fortune or are free).
Positive behavioral change takes time. If managers practice this approach, remain
consistent and patient with the process their teams will eventually begin to
connect with what success looks like.
The Coaches Approach To Management Progress™ frees up managers to focus on the
things that moves their management nametag from "Stuck" to "Star"!
© 2014 All Rights Reserved
The Alice Project, LLC
