“So, you tell me. What could we do differently to get the behaviors we want that drive the results that we want?” Reggie insisted.
“You already have the first two steps,” I began. “The first thing you did was define the purpose for the program. You said the purpose to keep your managers focused on the company’s goals and to engage in behaviors to create those results.” Reggie nodded his head in agreement.
“Your second step was to communicate those behaviors you identified to drive the results you wanted, right? You did that in your individual KRA meetings.” Reggie continued to nod his head.
“So, if you didn’t have the bonus program, in two cases you would have achieved the results you wanted anyway?” More nods.
“And if you didn’t have the bonus program, three of your managers would not have spent counterproductive time trying to game your gross margin system?
“And if you didn’t have the bonus program, two more of your managers would not have become discouraged halfway through the quarter?”
“Okay, I’m with you,” Reggie interrupted. “But, what can I do differently, to make sure I get the behaviors I want?”
“Every week, you sat down with each manager and reviewed the behaviors you wanted, right? And each week, each manager promised to try very hard to do what you talked about, yes?”
“Yes.”
“So, stop talking about it. You stop talking about those behaviors.” Reggie looked puzzled. I continued, “The wrong person is doing all the talking. You stop talking. Your managers need to be talking about this stuff, not you. The first thing that needs to change is who is doing the talking.
“So, Reggie, here is my challenge to you. In what way can you get your managers to talk about those behaviors instead of you?” -TF
I am glued, tell me how to do it? 😀
I find that I am stuck in the same situation, I spend a lot of time telling/talking. Can’t wait to the answer to this.
The only way I know how to get people to talk is to ask a question. And be VERY patient for an answer. The trouble is getting past the “This is a test needing a correct answer” mentality.
This is hard to do. I know it but still do not do it.
“You now the goals we need to meet this period, how are you going to meet them?”
“Do you need any tools, support?”
“How can you/we do things better?”
Patience, the willingness to explore all kinds of answers (with more questions), and the ability to let the questions linger and be discussed without a total resolution may be some key skills in this mix. I suppose the script that frequently runs in my head and others apparently is that the “manager is the person with the answers and the plan” when the script should probably be changed to the “manager is the person with great questions and a willingness to let people explore them and find their own answers and plan.”
Generating meaningful conversations to engage people in creating solutions is the best way to generate chagne. So, the first change to make is in how you engage others. On a broader scale, the following post shows how to get ideas for change flowing from individuals, to teams, to full organizaitons. The following has some specific and useful tips to try.
http://bigideastobigresults.com/archives/18#more-18
Dean, excellent point. I have to change the script, focus on haveing great questions, allow the sales person come up with a great plan. I can now see what I need to change, next step is how to develope this skill.
There are good question and poor ones. Changing the script may help me to change my questions. I’ll practice this week.
Probably creating a situation can help, but really don’t know how!