“How do you change the mental state of a group?” I repeated. “What do you think is slowing down the pace of the team?”
“Based on what we have talked about, the reason the team is slow-walking the project is that they don’t believe in it, and that if it fails, they will get the blame,” Darla explained.
“How will you explain that to the team?” I asked.
“You want me to confront the team, tell them they don’t believe in the project?” Darla pushed back.
“The most effective managers are not those who tell people what to do. The most effective managers are those who ask the most effective questions. Ask a question.”
Darla composed herself. “Wouldn’t it be better to talk to each team member privately. This discussion is a little scary. If I talk to the group together, they might gang up on me. They might all walk out, quit.”
“Every issue that affects the group, must be dealt with by the group. Your job as the leader is simply to put the issue on the table.”
“I have to tell you,” Darla looked uncomfortable. “My stomach is upside down just thinking about this.”
“If your stomach is upside down, then you know you are dealing with a real issue.”