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ACTIONSTEPS

IdeasandSuggestionsforSustainedImprovementsin

Relationships,Alignment,Culture,ExecutionandStrategy

OverviewKeyclaim:theRACESelementsareinterdependent,andthereis“mutualcausality”involved.Forexample:

• Relationshipsimpactculture.• Cultureimpactsrelationships.• Cultureimpactsthewaypeopleworktogether(execution).• Thewaypeopleworktogetherimpactstheculture.• Degreeofalignmentimpactsexecution.Andculture.• Strategyimpactsexecution.Andalignment.• Andsoon…

Understandingthisinterdependencyisessentialforleadersseekingtocreatesustainableimprovementsinorganizationalperformance.

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LeadersareresponsibleforachievingquantitativeandqualitativeResultsworkingwithandthroughotherpeople.Inthevastmajorityofcases,the“tools”usedbyleadersarenotphysicalortechnicaltools;rather,thekeyactionsandinterventionstakenbyleadersareintheformofcertainconversations.Oneofourcentralclaimsisthis:Leadersgetpaidtohaveeffectiveconversations.Leadersmaybeunderstoodas“conversationalarchitects”and“conversationalengines,”doingwhattheydobyvirtueoftheconversationstheyhave–andhowtheyhavethem.ThecompetenciesrequiredforsustainedimprovementintheRACEScategoriesare:

• Conversationalcompetencies• Relationalcompetencies• Emotionalcompetencies

ShouldyoudesireimprovementinanyoftheRACEScategories,theinvitationistoconsiderthetypesofconversationsthatneedtobeinventedandconvenedtoproducetheshiftsandchangesyouseek.Specifically,manyleadershavefoundthefollowingframeworktobehelpful:

• ArethereconversationsyoucouldbeorshouldbeRequiring–giventheResultsyouwant?

• ArethereconversationsyoucouldbeorshouldbeProhibiting–giventheResultsyouwant?

• Arethere“missingconversations”–thatis,conversationsthathistoricallyhavenotbeenoccurring…butiftheyweredesignedandconvenedeffectively,newResultswouldbepossible?

Learning“about”occursbeforelearning“todo”whichisrequiredforlearning“tobe.”AsAmandaBlakehassaid,“Awarenesscreateschoice,andpracticecreatescapacity.”Iagreewholeheartedly!Akeyresourceforlearningandimprovinginallthesedomainsis“LanguageandthePursuitofLeadershipExcellence:HowExtraordinaryLeadersBuildRelationships,ShapeCultureandDriveBreakthroughResults”byChalmersBrothersandVinayKumar.

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ToImproveRelationships:Whatarethetoolsrequired–theactionsrequired–topurposefully,consciouslyimproveworkplacerelationships?Conversations.1. ConversationsforRelationshipDesignandconveneconversationsthathelppeoplegettoknoweachotherbetter,especiallyinareasoutsideofwork.Intheclassicbest-seller“GoodtoGreat”,JimCollinspointsoutthatit’snotjustthecasethateffective,cohesiveteamshavepowerfulconversations…whichistrue.It’salsotruethatbyhavingcertaintypesofconversations,relationshipsareshapedanddeepened.Causalityistwo-way,becauselanguageandconversationsdomorethanjustdescribe;theyalsohaveacreativeandgenerativedimension.Vistage(formerlyTEC)groupsarepeeradvisorygroupscomposedofCEO’sandleadersofnon-competingfirmsthatmeetmonthlytosupporteachotherinprofessional,personalandorganizationalgrowth,toimprovedecision-making,andtoprovideaspaceofmutualaccountability.Nomatterhowdifferentthesegroupsmaybearoundtheworld,theyallhaveonethingincommon:ineverymonthlymeeting,thereisbothaprofessionalandapersonal“checkin.”Theseleadershavelearnedthatperiodicsharingofpersonalinformationaccomplishestwopurposes:1)itdeepensandstrengthensrelationshipsand2)ithelpscultivateaspace(non-physicalbutveryreal)inwhichhonest,authenticandsometimes-challengingconversationsareabletobeheldinaproductiveway.ConversationsforrelationshiparesmallgroupconversationsinwhicheachpersonsharesXorYabouthim-orherselfinastructuredwayandwithinadeterminedperiodoftime.Eachpersontypicallyhas3-4minutestoshare,whileotherslistenandaskquestionsetc.,thenit’sthenextperson’sturn.Continuetilleveryonehashadaturn.Theseconversationswouldn’tbeeveryday,ofcourse,butcouldbeconvenedperiodically/monthly,forexample.Oneofmyfavoritestructures/topicsforthisconversationis:

• #ofsiblingsinyourhomewhenyouweregrowingup;and• yourpositioninthebirthorder;and• Somethinginteresting–thatnooneelseknows–aboutyourself,yourfamilyand/or

yourhometown;and• Achildhoodchallengeyoudealtwithorovercame

Otherpossibletopicsforthisconversationinclude:

• Yourbestvacationever(and/oryourworstvacationever)

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• Yourfirstjobandsomethingyoulearnedfromit

• 3thingswehaveincommon(and/or3thingswedonothaveincommon)

• Agreatpetyouoroneofyourfriendshadgrowingup

• Aninterestingdream

• Anembarrassingmoment

• Aplaceyou’dliketovisit,andwhy

• Somethingyou’reproudofrelatedtoamemberofyourfamily

• Anearlymemoryof“whatyouwantedtobewhenyougrewup”

• Anythingelseyou’dliketouse

Conversationsforrelationshipareconversationsofstructuredself-disclosureandwhenconductedperiodically,canplayakeyroleinstrengtheningrelationships,improvingteamworkandcreatingaspaceinwhichfuture“difficult”conversationsmaybeconductedwell.Seealsochapters1and2in“LanguageandthePursuitofLeadershipExcellence.”2. Conversations/NewDistinctions,ToolsandPracticesAroundListeningvs.HearingDesignandconveneconversationsthathelppeopleacquirenewdistinctionsrelatedtolisteningandhearing,andtoimprovetheirabilityto“bemorefullypresent”withothersinconversations.Helppeopleunderstandthedifferencebetweenhearing(afunctionofbiology,alittlebonevibratingbytheeardrum,physicsandhowourbodiesare)andlistening(activeinterpretation).Helppeopleunderstandthat“effectivecommunication”haseverythingtodowithreachingsharedunderstanding,andthisisaccomplishedthroughhoweachpersonlistens(interprets).Acknowledgethateachperson–noexceptions–listens(interprets)differentlyfromeveryotherperson.Weareutterlyuniqueinhowwelisten,howweperceive,howweunderstand,howwecometo“makesense”ofthings.

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Createaspaceinwhich“checkingothers’listening”and“checkingyourownlistening”isdoneregularly,inordertomoreeffectivelyreachsharedunderstandingnow–beforethemeetingorconversationadjourns.CreateopportunitiesinwhichpeopleareallowedtosharehowtheywentfromEventA(objectivedata,facts,whatwasactuallysaid,whattheyheard)toExplanationB(whattheyinterpreted,whattheylistened)inthewaythattheydid.Possiblesmallgroup/teamactivitiesinclude:

• Whatarethekeyfactorsthatinfluencethewaythatpeopletendto“seethings?”(Inthiscontext,thewaypeople“seethings”=thewaytheyinterpret,thewaytheylisten.)Shareanddiscuss.

• Whatare1-2factorsthatinfluencethewaythatYOUcurrentlytendto“seethings?”(theway

YOUlisten).Shareanddiscuss.

• Designateastorytellerandalistenerinpairs.Havebothpeoplepreparebyspending1minuteinsilence,breathingdeeply,quietingthoughtsandgetting“centered.”Instructthelistenertolistenwiththeexplicitintentionofbeingpresent,beingcuriousandfullyunderstanding(NOTgettingreadytorespondto)whatthespeakerissaying.Instructthelistenertoalsolistenforwhat’snotbeingsaid,foranyunspokenmeaningorunspokenexperiencesorunspokenconcernsthatare“underneath”theactualwords.Shareanddebrief.Switchroles.

Seealsochapter4andchapter6in“LanguageandthePursuitofLeadershipExcellence.”3. Conversations/NewDistinctions,ToolsandPracticesAboutBuilding–andRebuilding–TrustDesignandconveneconversationsthathelppeopleacquirenewdistinctionsrelatedtotrust,andtobeginpurposefullyimprovingit.Building–andinsomecases,rebuilding–trustcanbeoneofthemostpowerfulandimpactfulendeavorsleadersmayundertake,astrustisunderstoodtobearequiredfoundationforhealthyrelationships,powerfulconversations,solidteamwork,effectivecollaborationandeffectiveorganizationalperformance.Conversationsabouttrustareveryoften“missingconversations”–thatis,conversationsthatareconspicuouslyabsentinmanyorganizations.Beginby“namingtheelephant”andpubliclydeclaringcommitmenttoimprovelevelsoftrust.

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Wehavefoundthistobeahelpfulwayofunderstandingtrust,andtherebyestablishingaframeworkforimprovingitinrelationshipsandorganizations–Trustmaybeunderstoodasanassessment(judgment)madebysomeonethatincludesthefollowingfourdimensions:

• Sincerity• Reliability• Competency• Care

Ifdistrustispresent,whichoneoftheseisinvolved?Bespecific.Thatis,ifreliability(keepingcommitments)istheissue,theactionsleadersneedtobuildtrustareobviouslydifferentthanifcompetencywereattheheartofthings.Iftheissueisrelatedtoassessmentsof“he/sheisn’tsincere”or“he/shedoesn’tcare”thendifferentconversationsarerequired,aswell.Possiblesmallgroup/teamactivitiesinclude:

• Publiclydeclareyourcommitmenttoimprovetrust.Inviteotherstodiscusstheirassessmentsoftrustandpossiblesolutionsforimprovingit.Ifcommitmentstoactionaremade,createaccountabilitystructureformovingforward.

• Whatistrust?Howdoyouknowifyoutrustsomeone?Individuallywriteresponsestothesequestions,thenshareanddiscuss.Introducethefourkeydimensionsabove.

• Whatare1-2specificactionsthateachpersoncancommittotaking–rightnow–thatcan

servetoimprovetrust?Bespecific.Shareanddiscuss.Createaccountabilitystructureformovingforward.

• Createalistofwhatconversations/behaviorsneedtoSTART,STOPandCONTINUEinorderto

strengthentrustingivenareas.Bespecific.Shareanddiscuss.Createaccountabilitystructureformovingforward.

Seealsochapter5in“LanguageandthePursuitofLeadershipExcellence“,“TheThinBookofTrust”byCharlesFeltmanand“FiveDysfunctionsofaTeam”byPatrickLencioni.

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ToImproveAlignment:MerriamWebster’sdictionaryprovidesthefollowingdefinitionsof“alignment”:

• Thestateofbeingarrangedorinproperpositionrelativetoothers• Thestateorconditionofagreeingwithormatchingsomethingelse• Thestateofbeingjoinedwithothersinsupportingoropposingsomething• Anarrangementofgroupsorforces

Fororganizations,someversionofallofthesecanbeapplied.Organizationalalignmentmaybeunderstoodasfollows:Thedegreetowhichthefollowingaspectsofanorganizationcomplementeachother,areconsistentwitheachother,areinagreementwitheachother,andaremutuallysupportiveofeachother:

• Mission• Vision• Culture• Values• Goals• Objectives• Strategies• Processes• Behaviors• Activities

Graphically,wecanunderstandorganizationalalignmentandmis-alignmenttoberepresentedasfollows:

NoAlignment ExcellentAlignment

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Whatarethetoolsrequired–theactionsrequired–topurposefully,consciouslyimproveorganizationalalignment?Conversations.1. InitialDeclarationsofMission,Vision,Culture,Values,Goals,Objectives,Strategies,Processes…Thefirststepisforleaderstodeclareandarticulatetheorganization’smission,vision,values,desiredculturalcharacteristics,goals,objectives,strategies,processes,etc.Thenandonlythencantheworkofensuringsharedunderstandingandalignmentcanbegin.Tobeundertakenbyleadersandleadershipteamswithproperauthority:Designandconveneconversationsforthepurposeofestablishingthesedeclarations.Keyquestionsduringtheseconversationsmayinclude:

• Whatdowedoandwhydowedoit?Whatisourenduringpurpose?• Whatisouruniquevaluepropositionthatwillyieldsustainablecompetitiveadvantage?• Howdowegotomarketwithourgoods/services?Whataretryingto“win”atinorderto

achieveourpurpose?• Whatareourcoreofferings?Towhichcustomers?• Whatdoweneedtobegoodatinordertowin?• Howwillweknowifwearesucceedingormakingprogress?• Whatkeyvalueswillguideourbehavior–insideandoutsidetheorganization?• Whatsortofcultureisneededtobestsupportusinthisendeavor?Whatareits

characteristics?• Whatkeyprocessesareneeded?Andhowshouldtheybeassembled?• Whattalentsandresourcesaremostimportant?Howwillwedevelopthese?

Keypoint:Restassured,oncethesedeclarationsaremadepublicly,youremployeeswillbeattentivetowhetheryouoranyothermembersoftheleadershipteamareactingconsistently–orinconsistently–withthem!Thisprovidesanotherincentiveforleadersatalllevelstoperiodicallygetfeedbackrelatedtohowwelltheyare“walkingtheirtalk.”Seealsochapter7in“LanguageandthePursuitofLeadershipExcellence”and“TheAdvantage”byPatrickLencioni.2. OnceTheyAreEstablished:BuildingSharedUnderstandingofMission,Vision,Culture,Values,

Goals,Objectives,Strategies,Processes…Oncethemission,vision,values,culture,goals,objectives,strategiesetc.havebeendeclared,thenextstepinvolvesconversationsinwhichthesearesharedwithemployees–atalllevelsintheorganization.

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This“cascading”ofsharedunderstanding–viaastructuredsetofconversations–takesplaceinavarietyoflevelsandinavarietyofways,withthedesiredresultalwaysbeingthesame:sharedunderstanding,clearunderstanding,of“X”andhoweachemployee’srole,responsibilitiesandbehaviorconnectsto“X”,relatesto“X”,isimpactedby“X”andsoon.Therearetwobasictypesofconversationsforbuildingthissharedunderstanding:

• On-boarding–newemployeeorientation;forenteringtheorganizationandforjoininganewteam

• On-going–continuous,never-endingprocessofcommunicatingwithemployees,talkingandlisteningandsharingandensuringsharedunderstanding.Involvesavarietyofmedia:facetoface,email,phone,bulletinboards,posters,website,blogs,TVcommercials,literature…

Tobeundertakenbyleadersandleadershipteamswithproperauthority:Designandconveneconversationsforthepurposeofbuildingandsustainingsharedunderstandingthroughoutyourorganization.Seealsochapter7andchapter9in“LanguageandthePursuitofLeadershipExcellence”and“TheAdvantage”byPatrickLencioni.3. WhereNeeded:ImproveAlignmentofMission,Vision,Culture,Values,Goals,Objectives,

Strategies,Processes…Inyourconversationstobuildsharedunderstanding,youwillhavetheopportunitytolearn–atalevelclosetowherethe“rubberhitstheroad”–what’sreallygoingoninkeyprocessesandfunctionalareaswithinyourorganization.It’softenthecasethatthelevelsofactualalignmentarelessthananticipated,simplybecausethesetypesofconversationshavebeenmissingandleadershaven’thadaccesstothisinformation.Inyourconversationswithemployees,listenforareasinwhichalignmentiscurrentlystrong.Bealsoonthelookoutforareasinwhichyourprocessesorvaluesorbehaviorsoractivitiesaremis-alignedornotalignednearlyaswellastheycouldbewithyourmission,yourpurpose,yourdeclaredculture,yourmostimportantgoals.Acommonareaofmis-alignment,forexample,isintheareaofemployeeperformancemanagement.Consider:

• Isthewayemployees’jobperformanceisassessedconsistentwiththevaluesoftheorganization?

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• Isthewayit’sactuallyconducted“inreallife”consistentwiththewayitwasintendedordesignedtobeconducted?

• Giventheorganization’svaluesandgoals,doestheprocessincludeallofthebehavior/performancecategoriesthatareneeded?

• Doesitprepareindividualsforthe“nextstep”intheircareer–whateverthatmaybe?• Overtime,doestheprocessleadtodesiredchangesinbehavior,improvedperformanceand

achievementofdeclaredteam-levelandorganizationalgoals?• Doesthisprocessservetoreinforce–ordetractfrom–thedesiredworkplaceculture?• Doesitprovideincentivesforcontinuousgrowth,innovation,learninganddevelopment?• Areemployees’individualgoalsrelatedtoteamandorganizationalgoals?• Howoftendowe–orshouldwe–takealookandreviewhowthisprocessisworking?

Thesearethesortsofquestionstoaskwhenexploringalignmentofperformancemanagement,aswellasothercoreprocesseswithinyourorganization.Asaleadershipteam,shareperspectivesandcometoagreementonspecificcoursesofactiondesignedtoimprovealignmentinareaswheresuchimprovementisdesired.Establishsystemofaccountabilitytoensureprogressmovingforward.Seealsochapters7andchapter9in“LanguageandthePursuitofLeadershipExcellence”and“TheAdvantage”byPatrickLencioni.

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ToImproveCulture:Overthepastseveralyears,increasingnumbersofexcellentleadersinawidevarietyofindustrieshavecometoasimilarconclusion:thepurposeful,consciouscreationofworkplacecultureisessentialforsustainedsuccess.Inanenvironmentinwhicheveryonehasthesameaccesstocapital,thesameaccesstopeople,thesameaccesstoinformation,thesameaccesstotechnology…thecultureisadifferentiator,enablingorganizationstooptimizeperformance,attractandretaintoptalent,bringouttheverybestinindividualsandteams,andsustainlevelsofinnovationandcontinuousdevelopmentthatarerequiredintimesofrelentlesschange.Inshort,itisnowvividlyapparentthatthenatureofanorganization’scultureservestoseparatethosewhothrivefromthosewhomerelysurvive…andthosewhofail.What–exactly–ismeantbyorganizationalculture?ConsiderthefollowingdescriptionsfromarecentHarvardBusinessReviewarticle:

• “…asystemofsharedassumptions,valuesandbeliefswhichgovernshowpeoplebehaveinanorganization”

• “…howorganizationsdothings”

• “…thesumofvaluesandritualswhichserveas‘glue’tointegratethemembersofthe

organization”

• “…acarrierofmeaning,providingnotonlyasharedviewof‘whatis’butalsoof‘whyis’”

• “…thedynamic‘background’ororganizationalenvironmentinwhichtheworktakesplace”

• “…thevaluesandbehaviorsthatcontributetotheuniquesocialandpsychologicalenvironmentofanorganization”

Thecultureisrevealedinthewaytheorganizationconductsitsbusiness,aswellashowittreatsitsemployees,customersandthewidercommunity.It’srevealedinhowdecisionsaremade,newideasaredeveloped,conflictsareresolved,newinitiativesarerolledout.It’srevealedinthewaysinwhichpeoplecommunicateandareallowedtoexpressthemselves,howpowerandinformationflow,aswellasthroughthelevelsofalignmentandemployeecommitmentthatareachieved.Whilethereisnouniversalwayofdefiningorganizationalculture,inpracticaltermsitmaybeunderstoodas:

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TheoverallmissionandvisionIneedtounderstand…thevaluesIneedtooperateby…thegoalsIneedtoalwaysbeworkingtoward…andthebehaviorsIneedtoadopt…inordertofitinandthrivearoundhere.Whatarethetoolsrequired–theactionsrequired–topurposefully,consciouslybuildandshapeorganizationalculture?Conversations.1. Leadership:DeclarationofYourCulture’sDesiredCharacteristicsDesignandconveneconversationsinwhichyouidentifyandclarifythedesiredcharacteristicsofyourorganization’sculture.Considerthequestion:“Whatdowe(leaders)sayitshoulditbeliketoworkaroundhere?”Asyouthinkaboutleaders,employees,teams,customers,suppliers,interactionsandprocesses,beasspecificasyoucanasyoudiscuss:

• Values• Behaviors• Norms• Standards• Practices• Assumptions• Expectations• “Rules”• Beliefs

Whiletherecertainlyisnouniversal“blueprint”fortheseconversations,andtherearemanywaysofhavingthemeffectively,what’simportantisthedegreeofpurposefulnessandintentionalitywithwhichtheyareconducted.Theresultoftheseconversationsshouldbeclarityof,agreementwithandcollectivecommitmenttobringaboutthesecharacteristicsandqualitiesoftheorganization’sculture.Establishasystemofaccountabilityformutualsupportmovingforward.Forexample,ifleaderAobservesleaderBtakingactionthatisinconsistentwithoneoftheagreed-uponnormsorstandardsorvalues…permissionisalwaysgrantedforleaderAtoinitiateaconversationtosurfacetheconcern,shareanddiscuss.

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Remember:thepurposeful,consciouscreationoforganizationalcultureisincreasinglyrecognizedasaprimarydifferentiatorbetweenorganizationsthatmerelysurvive…andthosethatthrive.Seealsochapters7andchapter9in“LanguageandthePursuitofLeadershipExcellence”and“TheAdvantage”byPatrickLencioni.2. ConversationstoShare/Build/StrengthenYourOrganization’sCultureOncethedesiredcharacteristicshavebeendeclared(seeabove),theprocessof“cascading”conversationsinwhichthesecharacteristicsaresharedanddiscussedmaybegin.SimilartothewaysinwhichAlignmentisstrengthened,therearetwobasictypesofconversationsforbuildingandstrengtheningyourorganization’sCulture:

• On-boarding–newemployeeorientation;forenteringtheorganizationandforjoininganewteam

• On-going–continuous,never-endingprocessofcommunicatingwithemployees,talkingandlisteningandsharingandensuringsharedunderstanding.Involvesavarietyofmedia:facetoface,email,phone,bulletinboards,posters,website,blogs,TVcommercials,literature…

Tobeundertakenbyleadersandleadershipteamswithproperauthority:Designandconveneconversationsforthepurposeofstrengtheningandreinforcingtheculturethroughoutyourorganization.Theintentisthateveryemployeethroughouttheentireorganizationclearlyunderstandswhatthecultureisallabout,andisabletotranslatethatintokeybehaviorsheorsheneedstoadoptinordertothriveandsucceedinhisorherrole.Seealsochapters7andchapter9in“LanguageandthePursuitofLeadershipExcellence”and“TheAdvantage”byPatrickLencioni.3. ConversationstoExploreWhetherKeyProcessesStrengthen–orDetractfrom–YourDesired

CultureConsiderthefollowingkeyorganizationalprocesses:

• Newemployeescreeningandhiring• Newemployeeon-boarding• Ordermanagementandfulfillment• Productorservicedelivery• Rollingoutnewinitiatives

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• Customerservice• Salesandsalesmanagement• Marketing• Researchanddevelopment• Manufacturing• Vendor/supplierrelationshipmanagement• Purchasing• I.T.• Performancemanagement/talentdevelopment• Establishingandenforcingstandards• Handling“mistakes”• Conflictresolution• Decision-making• Innovation/adapting• Planning/strategydevelopment• Accountability• Internalcommunication–downwards,upwards,sideways• Employeerecognition• Leadershipdevelopment• Compensation/incentives• Counselingout/terminating/layingoff• Others…

Periodically,conductconversationsinwhichthewaystheprocessesarecurrentlyperformedareexplored,withparticularattentionpaidtowhethertheyareconsistentwithandsupportingthedesiredculture…ornot.Ensureallappropriatestakeholdersparticipate.Payattentionandlistenforwaysinwhichkeyaspectsoftheculturearecurrentlybeingstrengthenedandreinforcedbythegivenprocess,aswellassituationsinwhich“successfully”or“correctly”performingtheprocessmaybeinadvertentlyunderminingtheculture.Asnecessary,conveneconversationsinwhichprocesschanges(newbehaviorsthatvirtuallyalwaysincludenewconversations)aredesignedandimplemented.Ensureaccountabilityfortheprocessofprocesschange.Seealsochapters7andchapter9in“LanguageandthePursuitofLeadershipExcellence”and“TheAdvantage”byPatrickLencioni.

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4. ConversationstoCreateYourVersionof“Carefrontation”Ifyouareseekingimprovementinyourorganization’sculture,therearemanydifferentpossibleavenuestopursue–asdiscussedabove.However,oneadditionalareahasdemonstratedremarkablevalueandbenefitinawidevarietyoforganizationalculturesacrossawidenumberofindustrylines:thecreationofacontextofwhathascometobeknownas“Carefrontation”foryourmostimportantmeetingsandyourmostimportantconversations.Carefrontationmaybeunderstoodas“caringenoughaboutsomeoneorsomethingtoinitiateaconversationinwhichyou’renot100%surehowit’sgoingtobetaken…”or“confrontingacolleaguewithcare…”or“caringmoreaboutthecolleagueorgoalthanstayinginmyownphysicalcomfortzone…”or“beingwillingtohavethehardconversationinawaythatalsorespectstheotherperson…”Carefrontationisacontext(notphysical,butveryreal)inwhichchallenging,difficultconversationscanbeheldveryeffectively.Andthepurposefulcreationofcontextisafoundationalleadershipcompetency.Inherexcellentbookofthesamename,KimScottreferstothisspaceas“RadicalCandor.”PolarityThinkingreferstothisasleveragingthe“upsides”ofCandorANDDiplomacy,aswellasthe“upsides”ofTaskOrientationANDRelationshipOrientation.JimCollins,authorof“GoodtoGreat”,“BuilttoLast”andseveralotherbest-sellingbooksonleadershipandorganizationalperformance,referstothisas“healthy,respectfuldisagreement.”RamCharan,authorofanotherbest-sellingleadershipbookentitled“Execution,”referstoitas“robust,authenticdialogue.”Whatevernameorlabelisused,theconsciouscreationofyourversionofthiscontextforyourmostimportantconversationsandmostimportantmeetingsisaproven,positivestepforimprovingagreatmanydifferenttypesofworkplacecultures.Conveneconversationsinwhichyoudeclarethe“groundrules”or“context”thatwillbeinthebackgroundasyouandyourteammoveforwardtogether.DiscussthevalueandbenefitofyourversionofCarefrontation,aswellasthedownsidesandmissedopportunitiesthatoccurwith“falseharmony”or“lipservice”or“missingconversations.”Giveeachotherpermissionto“callitout”whenCarefrontationismissing.Holdeachotheraccountableformaintainingthiscontextmovingforward.SeealsoChapters1,2and3in“LanguageandthePursuitofLeadershipExcellence”aswellasKimScott’s“RadicalCandor.”

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ToImproveExecution:Whenweusetheterm“execution”here,virtuallyalwayswearereferringto“collaborativeexecution.”Thatis,inthevastmajorityofsituationsinthevastmajorityoforganizations,itiscollaborative(vs.individual)executionthatdrives:

• Productivity• Profitability• Teamwork(obviously)• Achievementoforganizationalgoalsandmission• Thetypeofculturethatisestablishedandmaintained• Yourorganization’smarketidentityor“brand”• …andahostofotherimportantorganizationaloutcomes.

Notetheseimportantclaims:It’snotjustthecasethatyourorganization’scultureimpactsthewaypeopleworktogether–whichitdoes.Thisiswidelyknown.What’slesswidelyknownisthis:It’salsothecasethatthewaythepeopleinyourorganizationworktogether–execute–impactsyourorganization’sculture.Causalityistwoway.It’snotjustthecasethatthetypesofrelationshipspeoplehavewitheachotherinfluencethewaytheyworktogether–whichtheydo.Thisiswidelyknown.What’slesswidelyknownisthis:It’salsothecasethatbyimprovingthewaypeopleworktogether–howtheyexecute–youcanimprovethenatureofthoserelationships.Causalityistwoway.Organizations,attheircore,maybeunderstoodashumanbeingscoordinatingactiontogetherforthesakeofachievingsomecommonlyheldgoalsandobjectives.Allorganizationsmaybeunderstoodas“networksofconversations”and“networksofcommitments”.Simplystated,organizationsmaybeunderstoodashumanbeingsmakingandmanagingpromiseswitheachother.Thisunderstandingofhowpeoplecoordinateactionwitheachotherleadsustothe“nutsandbolts”ofexecution;thatis,tothespecific“languageacts”thatareinvolvedaspeopleestablishandmanagecommitments(oragreements,orpromises)withoneanother.Whatarethetoolsrequired–theactionsrequired–topurposefully,consciouslyimproveexecutioninyourorganization?Conversations.1. ConversationstoProvideTools/NewDistinctionsforMakingClearRequests,Offersand

CommitmentsEveryonemakesrequests(andoffers)atwork.Andtheserequests(andoffers),whenaccepted,leadtocommitments.Thesecommitments,ofcourse,arenotoccurringinavacuum;rather,theyare

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“linked”toandinterconnectedwithagreatmanyothercommitmentsthatarealsobeingmadeinserviceto–ultimately–theexternalpromisesthathavebeenmadebetweenyourorganizationanditscustomers.Request+acceptance=Promise(commitment,agreement)Offer+acceptance=Promise(commitment,agreement)Butallrequests(andoffers)arenotcreatedequal.Somerequestsandoffersprovideanexcellentfoundationforacultureofaccountabilityandsuperbcollaborativeexecution,andsomedonot.Oneavenueforimprovingexecution:conveneconversations/sessionsinwhichelementsofeffectiverequestsandoffersareprovided,discussedandagreed-upon.Theseinclude:

• Committedspeaker• Committedlistener• Futureactionandconditionsofsatisfaction• Timeframe• Context• Mood

Alsoconveneconversations/sessionsinwhich“validresponses”areprovided,discussedandagreed-upon.Justasnotallrequestsarecreatedequal,notallresponsesarecreatedequal.Someresponsesleadtoclarityandexcellenceincollaborativeexecutionandveryfewmisunderstandingsand“dropsoftheball”…andsomedonot.Validresponsesinclude:

• Yes(acceptance;commitmentestablished)• No(decline;nocommitmentinplace)• Committocommit(offertoprovideyes/no/counter-offerresponseataspecificfuturetime)• Counter-offer(offertosayYesifXorYconditionofsatisfactionortimeframeisaltered)

Createanewsharedvocabularywiththesenewdistinctions,andencourageeveryonetopracticemakingeffectiverequestsandvalidresponsesastheygoaboutthedailyworkofmakingtheworkplacecommitments(promises,agreements)thatarethedriversofyourcollaborativeexecution.Seealsochapters1,7and10in“LanguageandthePursuitofLeadershipExcellence.”2. ConversationsEmphasizingtheImportanceofOperatingviaClearCommitments(RatherThan

UnspokenExpectations)Oncenewdistinctionsaroundeffectiverequestingandvalidresponding(seeabove)areinplace,anotheravenuetoimprovedexecutionistodiscusstheimportanceofactuallymakingtheserequests,offersandcommitmentsinthefirstplace!

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HelppeopleunderstandthatapromisebrokenismostassuredlyNOTthesamethingasasilentexpectationunmet.Apromisebrokenisacauseforconcern,atrustissue,somethingtobeactivelydealtwith,aproblemthatwewillattempttostopfromrecurring.Butasilentexpectationunmetisjustthat–someone’ssilentexpectation(orhope)thatsomeoneelsewilldoXorY…andofcourse,theotherpersonmaynothaveanyideaaboutanyofthis.Thepointisthis:Many“problems”thatpeoplereportaroundexecutioncanbetracedtosituationswheresilentexpectationsaresimplyunmet.Butnopromisewasbroken.Discussthesepointsanddistinctionsandencouragepeopletodramaticallyreducetheuseofsilentexpectationsandunspokenassumptionsasvehiclesforcollaborativeexecution.Thebesttoolsforcollaborativeexecutionareeffectiverequests,validresponsesandclearcommitments.Seealsochapters1,7and10in“LanguageandthePursuitofLeadershipExcellence.”3. ConversationstoIntroduceStandardsforManagingCommitments(vs.ManagingTime)Everyonehastheabilitytomanage100%ofhisorhercommitments,nomatterwhat.Wearenotsayingthateveryonehastheabilitytokeep100%ofhisorhercommitments,asinitiallymade,becauseweknowthatoccasionallythingshappenbeyondourcontrolthatimpactthis.Butwedohavetheabilitytomanage100%ofourcommitments,noexceptions.Anotheravenueforimprovingexecutionistohaveconversationsinwhichcommitmentmanagementisthefocus.Simplyput,thestandardforeffectivelymanagingcommitmentsis100%,andit’sdescribedasfollows:Whenyoumakeacommitmenttoanother,Intheactofmakingthatcommitment,youandtheotherpersonbothknowthatif,atanytimeduringthetimeframeestablished,youbegintothinkthatyoumaynotbeabletokeepthecommitmentasinitiallypromised,it’syourjobtolethimorherknowimmediately.It’syourjobtomanagethecommitment,allthewaytocompletion–orre-negotiation.Discusswithyourteamthesubstanceandimportanceofcommitmentmanagement,anddeclarethatthestandardis100%.Seealsochapters1,7and10in“LanguageandthePursuitofLeadershipExcellence.”4. ConversationstoIntroduceandPracticeResponsibleComplaints(vs.Complaining)Whattodoifaneffectiverequestismade,andavalidresponseisobtained,andthepromiseisnotfulfilled?

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Anotherareaforimprovingexecutioninvolvesthe“moves”tomakeinthesesituations,astheorganizationiscomposedofagreatmanyoftheseinterconnected,interdependent“commitmentcycles.”Andthewaythesesituationsarehandledhasasignificantimpactnotonlyonproductivity,efficiencyandeffectiveness–italsodramaticallyimpactsthequalityofrelationshipsandtheoverallworkplace“mood”orculture.Toimproveexecutionandaccountability:IntroduceanewtoolandanewdistinctioncalledtheResponsibleComplaint,andclearlydistinguishitfromcomplainingorwhiningorgossiping.Responsiblecomplaintsareconversationaltools,conversationalcompetencies,foruseinsituationswherecommitmentsweremadebutnotkept…andwerenotmanagedappropriately.Theyarenotusedinsituationsinwhichanotherpersondidn’tfulfillasilentexpectation(seeabove).Theyareexplicitlyforsituationsinwhichanactualcommitmentwasmade,andnotkept.Andnoconversationsaboutthiswereheldbeforehand,andnowthedeadlinehascomeandgone.Thefirststepinbringingresponsiblecomplaintsintoactualuseinyourorganizationistoconveneaconversationandtalkaboutthem.Introducethemasapractical,proventoolforimprovingaccountabilityandcollaborativeexecution.Discussthekeysteps,andgiveeveryonepermissiontobeginusingthemmovingforward,insituationsinwhichitappearsapersonhasfallendownonhisorhercommitment.Declareyourselvesbeginnersatmakingresponsiblecomplaints,andgiveyourselvespermissiontonotbeexpertsrightatthestart.Beginpracticing,andkeepitup.Elementsofresponsiblecomplaintsinclude:

• Setthecontext.Remindtheotherpersonofyourpreviousdiscussionandagreementtostartusingresponsiblecomplaintsinthesesortsofsituations.

• Statesomefacts.Didyouordidyounothaveapromisetobeginwith?Hasitorhasitnotbeenfulfilled?Ifun-clarityormisunderstandingsexisthere,gobacktoeffectiverequestsandvalidresponsesanddeterminehowthemisunderstandingcouldhaveoccurred,andmakeadjustmentsandimproveclarityonthe“frontend”movingforward.

• If,however,anactualpromisewasindeedmadeanditwasnotfulfilledandnotmanaged,shareyourassessmentsofthenegativeimpactofthis,andoftheunacceptabilityofthisbecauseofthesenegativeimpacts.

• Makeadditionaleffectiverequestswithnewtimeframes,ifdesired.Orrevokethecommitment(therebykeepingtherelationship“clean”).

• Discuss:Isthisaneventorisitatrend?Ifit’sanevent,aone-off,ithappens.Everyonemakesmistakes.Butifit’satrend,thenanewseriesofconversationsmaybeinorder.Ifyoufindyourselfmakingrepeatedresponsiblecomplaintstoaperson,itmaybepointingyoutoacultural“non-fit”andmoreseriousperformanceproblems.

Seealsochapters1,7and10in“LanguageandthePursuitofLeadershipExcellence.”

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5. EnsurethePerformanceManagementProcessDistinguishesObjectiveFacts(Assertions)from

SubjectiveJudgments(Opinions)Howisthewayemployeesareperforming–executing–beingassessedandmanaged?Anotherpossibleavenueforimprovingexecutionistoensurethattheperformancemanagementconversationsincludeclear,specificandobjectivejobperformancestandardsonthe“frontend”(theinitialcontext-settingconversationsbetweenemployeesandtheirdirectsupervisors).Examplesherewouldbe:

• 97+%accuracyrate–weconsiderExcellent• 90-95%accuraterate–weconsiderGood• Below90%-weconsiderproblematicandcauseforconcernor

• aminimumof22customercallsperweekarerequired.Anythinglessisunacceptable.

or

• Peerratingsof+4orhigher–weconsiderBand1(top)• Peerratingsof+3–weconsiderBand2(acceptable)• Peerratingsof+2–weconsiderBand1(performanceimprovementneeded)

Thekeyistoestablishanddiscuss–onthefrontend–boththeobjectivestandards(assertions)aswellasthesubjectiveassessmentsorjudgmentsthatperformanceagainstthosestandardswillproduce.It’salsoimportantthattheperformancemanagementconversationsoccurregularly,asopposedtoonlyhavinga“kickoff”conversationandthenzeroconversationsuntiltheveryendoftheemployee’sreportingperiod.Theprocessshouldbeabletoincludeandprovideactualperformancedataorevidence(assertions)producedduringtheperiodinquestion.Ideally,thesewillbeobjectivedatathatarenotsubjecttointerpretation;theysimplyare.Itshouldalsoincludeconversationsinwhichit’sclearlyexplainedhowtheemployee’sactualperformancedataduringthisperiodistranslatedintothepreviously-agreeduponassessmentsor“performanceratings.”Assessmentsofemployeeperformanceinthisprocessshouldalwaysbe“grounded”assessments;thatis,theyshouldalwaysbebasedonexplicitlydeclaredandunderstoodstandards,andtheyshould

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alwaysincludeactualdata/evidence/factsthatareexaminedinlightofthepreviously-establishedstandards.Seealsochapter8in“LanguageandthePursuitofLeadershipExcellence.”6. ConversationstoDetermineif“Missing”ConversationsExistAstraightforwardwaytoimproveexecutioninvolvessimplyconveningaconversationofcolleaguesorteammembersandposingthequestion:“Aretheremissingconversationsaroundhere?”Missingconversationsareconversationsthatarenotcurrentlyoccurring…butiftheywereoccurring,thepossibilityofimprovedperformancecouldemerge.Leadersareconversationalarchitectsandconversationalengines.Organizationsaccomplishwhattheyaccomplishviathenetworkofconversationsandnetworkofcommitmentsthatarethedriversofbothproductivityandculture.Thepeopleclosesttowheretheactionisoftenseeopportunitiesforimprovementthatarenotvisibletothosefurtheraway.Thewaythispotentialimprovementisturnedintoactualimprovement,ofcourse,isvianewconversations.Bycreatingaspacetoexploreinthisarea,andbyframingthesub-parperformancequestionaroundmissingconversations,anopeningforinnovativenewideasandimprovementsisestablished.Belowaretwofairlycommontypesofmissingconversationstobeonthelookoutfor:

• Conversationsaroundstandards(anyandalltypes).Thesemissingconversationscauserecurring“head-butts”andarguments,aspeoplethinktherehasbeenagreementaboutAorB…buttherereallyhasn’tbeen.Themissingconversationistopubliclyestablishthisagreementasthebasisforcontinuedcollaboration.

• Conversationsaroundboundaries,bordersofauthorityandresponsibility.Sameasabove.

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ToImproveStrategy:Whatarethetoolsrequired–theactionsrequired–topurposefully,consciouslyimproveinareasrelatedtoyourorganization’sstrategy?Conversations.Simplystated,strategymaybeunderstoodasanorganization’schosenapproachforhowtheywillgainandsustaincompetitiveadvantage.Thereareobviouslymanywaystoaccomplishmanytypesofresults.UsuallyalsoincorporatingananalysisofexternalandinternalSWOT(strengths,weaknesses,opportunities,threats),acompany’sstrategyisthespecificapproachthathasbeenselectedforachievingandsustainingsuccess–howeverthatsuccessisdefinedbythemission,vision,goals,objectivesandvaluesoftheorganization.PatrickLencioni,inhisbest-sellingbook“TheAdvantage”,suggeststhatsuccessfulleadershipteamsshouldanswer6questionsaroundwhichalldecisions,goals,tasks,meetings,etc.shouldbecenteredandfocused:

1. Whydoweexist?

2. Howdowebehave?

3. Whatdowedo?

4. Howwillwesucceed?

5. Whatismostimportant,rightnow?

6. Whomustdowhat?ArecentHarvardBusinessReviewarticlebyAnthonyTjansuggestsmuchthesame,withtheauthorsuggestingthatleadershipteams–viaaseriesofstructuredconversations–mustprovideclarityandsustainedfocusthroughouttheorganizationaroundfourkeydimensions:

1. Whydoyouexist(what’sthebigidea)?Whydoesyourbusinesshavearighttoexistandwhatpurposeisittryingtoachieve?

2. Whatisyourvalueproposition?Thisisastatementgearedtowardsthecustomer.Whatdoyouhavethatisdifferentandappealingtothecustomer?

3. Whoareyoutryingtoserve?Thisisaquestionaboutyourtargetsandbeingasspecificaspossibleaboutthem.Thinkaboutyourthree,oratmostfourtopcustomerclustersandfocus

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ontheonesthatwillbeofhighestrecurringvaluetoyourbusiness.

4. Howdoyouknowyouarewinning?Puttingdownthekeycustomerandfinancialmetricgoalsandwhereyoustandagainstthemiskey.Whatisagoodclienthappinessmetric?Knowingyour2-3keyoperatingmetricsand2-3topfinancialmetricsmakesmanagingabusinessawholeloteasier.Startwithbestguessesattherighttargetlevelsforeachofyourmetrics,startmeasuring,andadjustasnecessary.

Regardlessoftheparticularstructureyouchoosetouse…ortheparticularnamesorlabelsyouuse,ortheparticularquestionsyoudecidetoanswer…thekeyshereareconversationsfor1)initialclarityandestablishingthesetypesofdeclarationsattheleadershipteamlevel,and2)cascadingandensuringtheyarebuiltinto,behindandunderneathofallkeydecisions,goals,behaviors,incentivesandprocesses.1. ArticulateYourOrganization’sPurpose/Strategy/ApproachforGoingtoMarketThefirstplacetolookistodeterminewhetherornotthesekeytypesofdeclarationshavebeenclearlyestablished.Iftheyhavenot,theupcomingconversationswilllikelybefocusedaroundsometypeofstructuresimilartotheexamplesprovidedabove.Therearemanyadditionalresourcesavailableforstructuringyourorganization’spurposeandstrategy,includingbooks,workshops,conferences,tradeassociationsandprofessionalconsultantsspecializingintheseareas.2. Strengthen/ShiftYourMeeting“Cadence”Oncethepurpose,goals,valuepropositionand“strategicanchors”areestablished,it’simportanttoensurethattheyareactuallyusedastheguidingprinciplesaroundwhichactivities(behavior)andprocessesarestructured.Inmanyorganizations,meetingsplayapivotalrolehere,althoughmeetingshaveobviouslygottenaverybadname–andinsomecases,justifiablyso–overtheyears.Butdoneeffectively,meetingscanbeapowerfulwaytobuildsharedunderstandingofhowkeystrategiesare“translated”intoeverydayaction.Theycanalsoservetocourse-correctbehaviorsandactionswhichareinconsistentwiththedeclaredapproachanddesiredoutcomes,aswellastoreviewhowwellthecurrentstrategyandapproachareperforming–andmakeadjustmentsasneeded.PatrickLencioni,inhisbest-sellingbook“TheAdvantage”,recommendsthefollowingoverallstructurefordesigningmeetingswithinorganizations:• Dailycheck-inmeetings:5-10minutes,keypoints,littletonoproblemsolving

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• Weeklystaffmeetings:1-2hours,pertinentinformationandupdatescenteredaroundthe6questions

• Adhoctopicalmeetings:2-4hours,criticalinformation,problemsolving

• Quarterlyoff-sitemeetings:1-2days,re-centeraroundthe6questions,reiterateandreinforce

keygoalsandaspirationsEveryorganizationisdifferent,ofcourse.Thesuggestionhereistoreviewyourapproachtomeetings,anddeterminehowwelltheyareservingandsupportingtheactionsandbehaviorsneededtodrivesuccesswithinyourgivenstrategy.3. ClarifyingRolesandResponsibilitiesPoorperformanceheremayalsobeattributedtoun-clarityor“fuzziness”aroundkeyroles,responsibilitiesandboundariesofauthority.Historically,thesehaveoftenbeenfoundtobe“missing”conversations;thatis,conversationswhicharenotcurrentlyoccurring,butiftheyweretotakeplace,verygoodthingscouldhappen.Shouldyouencountersituationsinwhichtherearerecurringargumentsorconflictsoverwhohastheauthoritytodowhat,orwhoisresponsibleforwhat,orthespecificjobrequirementswithincertainroles…conversationsinwhichthesearediscussedandnewagreementsareestablishedmaybeverybeneficial.Virtuallynoneofuswakeupinthemorningintendingtocauseproblemsorupsetwithinourorganizations!Virtuallyallofusaredoingthebestwecan,givenourunderstandingofourjobs,ourlevelsofauthorityandourresponsibilities.Conveningconversationsthatserveasasafespaceforpeopletosharetheirunderlyingrationalefordoingwhatthey’redoing,andallowotherstolistenandsharealternativeperspectivesand(oftenunspoken)assumptions…andultimatelyprovidepublicagreementandnewfoundclarity…canbeextremelyhelpfulineliminatingrecurringdisagreementsormisunderstandingsaboutroles,responsibilitiesandboundariesofauthority.Oneruleofthumbtoconsiderifandwhenyouencountersub-parperformanceistousetheD.A.D.Rule;thatis,toaskyourselfiftheproblemisrootedin:

• Direction

• Ability,or

• Desire

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IftheissueisdeterminedtobeDirection,it’simportanttoconveneconversationstobuildclarityandanswerquestionsaroundboundaries,roles,responsibilities,whoyouareasanorganization,whereyou’regoing,whyyou’regoingthere,howyou’regoingtotreateachotheralongtheway,thenatureofyourmostimportantvalueproposition,andsoon.Providingdirectionisaleadershipresponsibility.Iftheissueistheperson’sAbility,asolutionwouldfocusoncompetencydevelopment,training,coaching,mentoring.AndiftheissueisDesire,averydifferentsetofconversationsmaybeneededasyoutalkaboutcultural“fit”,attitudeandwillingnesstoputforththeneededeffortrequiredtocontributetoteamsuccess.Seealsochapters7,9and10in“LanguageandthePursuitofLeadershipExcellence.”