| by Alex Wray |
Is optimizing your team's performance and engagement one of your New Year's resolutions? There is no better time to start than with your planning process.
Here's a story about Sean, compiled based on feedback from graduates of our Open-Enrolment Workshops.
Sean is a relatively new manager. He made a resolution to approach his 2007 planning differently. Sean did not want to inflict the same old one-way communication and vague, endless meetings he suffered through in years past.
"I genuinely want to know how my team is thinking about our objectives and priorities, rather than assuming I know. I'm new. I don't know them that well. Many of them have been with the organization longer than I have. Also, a couple of them don't seem very motivated and I need to figure out how best to coach them. I can't afford to have someone slacking while the rest of us are working hard; it isn't good for the team!"
Overall, Sean wanted a planning process that would involve his team to...
- Focus their limited resources
- Confirm the relative priority of objectives
- Ensure alignment of objectives
- Establish coaching and development plans
- Build a stronger sense of team
Sean accomplished these goals through a thoughtful two-phased planning process. He later explained, "I made sure everyone had a reason to get involved. No one was just along for the ride."
By following these same steps over just ten days, you too can ensure everyone enters your planning meetings equally and adequately prepared, and everyone is engaged in a relevant conversation that affects them directly.
Phase One: The Preparation
Sean planted the seeds of engagement early on. He drew the direct link between the organization's direction and how each individual contributes. The best managers understand that this critical link raises the stakes and immediately boosts performance and engagement. This may seem like common sense, but it isn't always common practice.
During a team meeting, Sean presented his Top 5 objectives for the coming quarter1. This context and direction was valuable for everyone. Through a lively discussion, the entire team gained clarity on Sean's expectations and the key objectives they would all contribute to during the quarter.
How to Create a Meaningful Top 5 List
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After Sean presented his Top 5 objectives to his team, they had a few days to consider and draft their own individual Top 5 lists.
Next, Sean held one-on-one meetings with each of his team members. To ensure the effectiveness of these one-on-one meetings, he communicated the simple two-point agenda:
- Build a shared understanding of what the team member believes to be his/her Top 5
- Edit and refine Top 5 together to ensure alignment with the objectives of the unit and organization (i.e., vertical alignment)
The length of Sean's one-on-one meetings varied according to the scope, complexity and implications of each team member's priorities. The experience level of the direct report and manager also affected the length of these meetings.
The conversations sparked in this meeting can be illuminating for both the individual and the manager. Glossing over or simply not taking the time for these types of conversations is the root of many performance problems.
The value of the one-on-ones became very clear to Sean when he found himself struggling to re-align a particularly de-motivated employee. "Sam's Top 5 were so far off target that we revised all of them. It took a lot of careful questioning and listening on my part before he finally came around. I am so glad I did not attempt that with the rest of the team watching!"
Following these one-on-one meetings, each team member had a few days to consider and identify the type of support required to effectively achieve their Top 5.
All of Sean's team members brought their notes and documentation from this preparation to the planning meeting. Sean commented, "Everyone came prepared. The hardest work was already done. In hindsight, taking the time to complete the one-on-ones increased everyone's energy for the team planning meeting."
Phase Two: The Planning Meeting
The day of Sean's planning meeting arrived. He was excited and confident until he saw Tina at the coffee machine. "How are you doing, Tina?" Sean asked. "Been better," she replied curtly and quickly headed toward the meeting room.
He'd hoped for a more positive response, but wasn't surprised. Tina had been troubling Sean since he became team leader three months ago. He regarded her as his "talented underachiever." She did enough not to get in trouble, but other staff had come to speak with him about her attitude. He hoped this planning process would help him figure out how best to coach and work with her.
Sean entered the meeting room and began by getting formalities out of the way. Then he continued:
"Our goal as a team is simple – to perform at our best…and my role is to support you each in performing your best."
Sean went on: "Our performance is influenced by ability and motivation. Knowing how you regard your ability and motivation on your Top 5 priorities will help me and the rest of the team to know how and where to best support you."
Then Sean gave his instructions. He asked each person to select a partner and interview him for her for five minutes, using the Wray Performance Window™2. After this, everyone was to report back to the team with what they had learned.
Within minutes, the room was abuzz as people partnered up and started their interviews.
Tina's discontent came through as her colleague Sam interviewed her. "I have really low motivation for maintaining the information system," she said.
"But you're so good at that stuff!" exclaimed Sam.
"I know, but there's so much more I'd rather be doing," she said with a sigh.
Sam probed with one of the coaching prompts Sean had distributed earlier: "What makes it so unappealing?"
"I've done it for years," she explained. "I regret the day I showed people how well I could do it. I feel stuck. Everyone says, 'Give it to Tina if it has to do with maintenance, she's so good at it!'"
"So even though you're great at it, you're tired of it?" Sam persisted.
"Yup, there is no longer any challenge in it. I could do it in my sleep! It's not like my other priorities – those are new and fresh, but I seldom have time to do them."
The interview continued until Tina had explained her ability and motivation for each of her five priorities. Fortunately for Sam, Tina didn't hold the same disgust for the other ones.
Once everyone had plotted their priorities and used the coaching prompts to understand their partner's Top 5 list, Sean called the group back together. "We'll start each report with your greatest insight into what affects your partner's performance."
Sam volunteered to go first, and explained his greatest insight into Tina, "I was astonished that even though Tina's strongest ability is for maintaining the information system, it is the last thing she wants to be doing."
"But that's what you do so well," several team members chorused.
Sam laughed. "I know, but she'd rather have a root canal!"
Sean stepped in, "Why haven't you mentioned this before?"
"It didn't occur to me. Plus, I don't like to complain," Tina explained.
"That's not complaining!" Sean reassured her. "It obviously affects you, and now I'm glad I know. That's why we're taking this time to talk together. How might we support you?"
Joe, a relatively new team member, piped up. "I don't know much about maintaining the system, but I'd love to learn. With some support, I could probably take that priority."
Tina lit up. "Hey if you want to learn, I'd love to teach!"
They both looked at Sean for approval. "It sounds like it could work," he said. "How about the three of us take it off-line and figure out how the re-assignment and mentoring will work?"
"It's a date!" Tina exclaimed. Joe nodded and smiled his approval.
In three months, Sean had never seen that side of Tina. It was as if a cloud had lifted simply by addressing this one issue, and the whole team felt the benefit. The rest of the meeting maintained the same candor and energy, as team members explored the issues influencing their individual performance on their coming priorities.
In the weeks that followed, Sean saw a new Tina. Their relationship developed and he was soon coaching her on new stretch assignments that she requested.
Using the Wray Performance Window™ to frame their conversations, Sean gathered invaluable insights into the individuals on his team and learned how to best engage their hearts and minds to achieve outstanding results on the objectives that mattered most to the organization.
Specifically, by the end of the 4-hour meeting, the team had…
- Established coaching and development plans
- Built a stronger sense of team
Sean wanted a more engaging meeting, and that's what he got. What he hadn't anticipated was the sustained energy that came as a result of those simple conversations.
"People said it was the best meeting they've ever had. It was focused, productive and relevant to everyone. We definitely have momentum now!"
1Sean chose the quarter, but we recommend that leaders choose the time horizon that is appropriate for their situation.
2For more on the Wray Performance Window™, read A Simple Conversation: The Wray Performance Window™.