Thursday, December 28, 2017

How to Make Certain Your Team Doesn’t Flatline Before the Finish Line

Guest post by Craig Ross:

When teams lose the heart, focus and energy they need to succeed, it isn’t pretty.
Imagine you’re running a meeting with two cross-functional teammates: Chen is participating via video and Ava is sitting at the table across from you. As the meeting nears its end, you suddenly think to yourself: “I’m not sure my teammates are committed to our plan. They don’t seem focused, nor are they making our work a priority.”

Your heart quickens. You are aware of the consequences if the team doesn’t execute the plan.
If you’ve ever been in this situation, you’re not alone. We’ve observed many of leaders at all levels who recognize this numbing moment: The point where the avalanche of competing priorities buries the team, causing team members to lose focus, commitment, and thus begin to flatline.

This doesn’t have to happen to your team. You can quickly elevate your team’s attention to what matters most and mobilize hearts and minds forward to the finish line.
First, what do many people do in the scenario described above when they sense a lack of engagement in teammates? With the best of intentions, they ask, “So, what do you think? We’re ready to go then, right?” To which Chen nods his head. (Or was that an interruption in the video feed?) And Ava lifts her eyes up from her smartphone and replies, “Sure.”

“Good then,” the well-intentioned leader nervously says. “Let me know if you need my help with anything. And let’s check progress next week. Okay?”
Chen, however, has already signed off; the screen is black. Ava smiles as she picks up her laptop, then puts her phone to her ear and begins a different conversation as she walks out the door. And the numbing gives way to flatlining; one more objective is heaped on top of countless others.

To save a team from flatlining, we as leaders must not do what is normal, and must instead do what’s natural. Normal is to get deep into the details by asking standard, boilerplate questions. You likely recognize these inquiries:

·         What has to be done?

·         How will we get there?

·         Who will do what?

·         When and how will we measure progress?

·         (Oh, and what’s for lunch?)
These questions are essential for great execution. And, they’re normal: Everyone is asking them everywhere. And that’s the point. Meeting after meeting, day after day, with functional plans conflicting with the objectives of other teams…few can sustain the repetitive, low-conscious thinking being required of them. And this doesn’t even include adding the stress in the lives of each teammate outside the workplace. Kids, spouses we’d like to see at least once in a while, aging parents—it is no mystery why people go numb. There should be little question why in the normal meeting people tune out and the team flatlines.

To solve this, leaders can and must go beyond the boilerplate execution questions by making inquiries that research shows naturally make people think about what matters most.
We’ve found something consistent in the 39 countries we’ve worked in: People want to think at higher levels. They want to be inspired. They want to break free from the mundane. And while people recognize the following five categories of questions that mobilize hearts and minds, they also agree that they’re not asking them enough. Not even close.

Consider the meeting with Chen and Ava. Imagine what would have happened when the leader of that meeting would have accomplished by asking questions like these.
5 Classes of Questions that Trigger Hearts and Minds

Purpose:

·     “Quick guys, before we leave let me ask you: How is delivering on our plan entirely aligned with our purpose as a team?”

·     “How does delivering excellence on our plan communicate to the rest of the organization that we’re delivering on our purpose?”
Vision:

·  “What do you see our customer doing differently or better because of our ability to deliver successfully on this project?”

·    “What will we be thinking and doing more of as a team as we demonstrate that we are successful?”
Motivation:

·    “We’ve all got a lot on our plates. Is delivering on this project a high priority to you? And if so, why?”

·    “We all know the external rewards for delivering this project successfully. What I’d like to know: What intrinsically motivates you to give your best now?”
Accountability:

·    “How will we know we’re functioning as one team as we move forward?”

·    “What will we agree to do if we discover we’re behind schedule or challenged in our responsibility?”
Objective:

·    “What ultimately is it that we’re trying to achieve as a team even beyond hitting our numbers?”

·    “What is our objective as it relates to how we’ll function as a team while we deliver on the business imperative?”
These five classes of questions make people think in ways they often don’t get to during a typical day. This means that using these questions isn’t normal. But if what’s normal is seeing too many teams flatline due to the pressure of endless and competing priorities, why keep doing the same thing? By asking these types of questions, you mobilize hearts and minds, which causes a higher level of consciousness among the team. This is how you make sure your team crosses the finish line: mobilize hearts and minds.
 

Craig Ross is CEO of Verus Global and co-author of Do Big Things: The Simple Steps Teams Can Take to Mobilize Hearts and Minds, and Make an Epic Impact. For 20 years Craig has partnered with C-suite executives and leadership teams across numerous industries in global organizations, such as P&G, Alcon, Oceaneering, Cigna, Nestle, Universal, Ford, and other Fortune 100 companies. Combining a passion for uniting people and a conviction that organizations achieve extraordinary things through teams, Craig delivers practical and real-world expertise to those he serves. With his high-energy and dynamic approach, he equips client-partners with the how to shift their thinking and actions to drive greater outcomes and activate their greatness.

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