Just because Cheryl saw the light didn’t mean she knew what to do or what to say. She knew she had sounded like a critical parent and invited the response of a rebellious child.

“And now, you have a whole group of rebellious children?” I followed.

“I suppose so,” lamented Cheryl. “I think I already dug a hole for myself. How do I get out of it?”

“What could you try?” I asked.

“What if I explained the connection between bad incoming parts and the failure rate of our finished goods?”

“So, you think if they understand the logic of the problem, things might be better?”

Cheryl bit her lip on this question. “I think they already understand the logic of the problem. I also believe they think it is my problem and that I have to solve it. And they don’t seem willing to help.”

“As long as they believe you are the critical parent, it will continue to be your problem and yours alone.” I let that sink in. “You have to invite them to willingly become problem solvers. You have to invite them to willingly become accountable for the solution.

“I don’t know what to do. When I got here, the failure rate was 18 percent. Now, the failure rate is 20 percent. I need the team’s help. But, I don’t know what to say.” Cheryl was disappointed in her setback, but determined to make some headway.

“Tell them just what you told me,” I responded. “Get your team together and give them that same short speech.

When I got here two months ago, the failure rate on finished goods was 18 percent. I have tried some things, but the failure rate has increased to 20 percent. If we are going to solve this thing, I need your help. I need your ideas. I need your follow-through. I cannot do this myself.

“Then call a meeting for 9:00a tomorrow. Ask each team member to come prepared to talk about ideas that may improve the failure rate. Let’s see what happens.” -TF