In organizations structured around people change can be difficult. There is a saying that, in such organizations, you can recognize innovators by the arrows in their backs. To make a change requires so many buy-ins, approvals, and arrangements that the innovator simply gives up before even starting.
The more experience we have, more reinforcement of psychological inertia. Once our thinking freezes in place the friction of innovation and change stops.
Employee engagement attracts-trust when we change how work gets done leading to changes in how people work.
Employee engagement repels-trust when we try to change peoples’ psychology.
The power of coaching questions is that they allow the manager to listen to the response, and really understand how and what the person is thinking.
Figure out what is needed & what success looks like in the role. Only then can you ask the proper questions to find the person to fill that role.
Too many organizations & managers get it wrong. They look for the person, assuming that they will “fit-into” the role or even worse that they have the “potential to grow into the role”.
Change and solutions happen through many people making small changes constantly.
Often when we encounter a problem we think we need to discover the “why”. We need to dig and chase and determine just “why we have this problem?”
Chasing the why does not create a solution
Here are 6 steps to turn a problem into a solutions.
Routine team work may just need to get accomplished quickly & be done.
Innovative or complex team work may require learning & risk that creates variations from normal work routines.
The notion that a team can define accountability & authority means that they know the outcome before it happens & have removed all ambiguity, judgment, innovation & human interaction from the work. That to me sounds like a robot path to disengagement.
The images and process to frame Value Propositions and create a shared method to capture stories of what’s-working + what’s-not-working.