Voice: The Gift of a Question

askquestions
Part 2 in a series on Voice. (Part 1: Voice of Accountability)

Why do people ask questions at work? Is it because they weren’t paying attention? Might they be new to a job or process? Could they be curious? Is it possible they are seeking to understand before offering an idea?

Think about the last five questions people at work have asked you:

Did it matter who was asking the question, when or how the question was asked? Did you respond differently according to the who, when, or how?

Now, think about the last five questions YOU asked others at work.

What was your reason for asking those questions? Were the responses given in a way you were expecting?

Being asked questions is a daily part of the work environment; it’s important to consider the impact of how we hear, react, and respond to questions asked of us during our busy day.

Tips for Receiving Questions at Work

  • Assume positive intent
  • Assure the questioner that it is “ok” to ask questions and that you appreciate them asking
  • Use appreciative inquiry; seek to understand the why behind the question
  • Consider the impact if the question had not been asked
  • Ask for time to consider the person’s question and get back to him/her; it’s okay not to have an answer right away

Your response to questions has the power to encourage – and discourage – others from asking questions and perhaps seeking your input in the future. Are you seeing the gift in the questions being asked of you?

In or Out?

team_icon_freepub domain

Today marks three years of being “back inside.” Working as an employee inside of an organization, that is, after 7 years of being an “outside” consultant as an owner of my own learning & development firm. First, let me acknowledge that I am forever grateful for having the space & opportunity to choose – I chose to become a consultant, and I chose to return to corporate. I kept a journal for the first year of both experiences, and spent a bit of time reading through my reflections, and here is the first of several:

#1: Team is what you make it. Trust is essential. One of the downsides of being a consultant is that you may not have a team to work with on a daily basis; there is a necessary boundary between consultant & client that is different from peer work teams.

  • As a consultant, I created my own teams by prospecting for too much work and then hiring consultants to team up with me, at least for the length of the project. It was great to work together, and to blow off steam as inevitable changes to project scopes occurred.
  • As an internal employee working on a geographically dispersed team, I was reminded of the importance of role clarity in shaping (positively or negatively) team dynamics. Being the sole person with that type of job on the team…or in the organization, is a challenging space to be, I was reminded. More on that in another post.

Team is a feeling of trust, camaraderie, whether you are on the outside, or on the inside. The Center for Creative Leadership shares a model for team trust based on the Three C’s: Trust in Capability, Trust in Character, Trust in Communication (https://www.ccl.org/wp-content/uploads/2017/05/why-trust-is-critical-team-success-research-report.pdf).

No matter where your “team” is formed – on the inside or the outside, your sense of belonging, cultural fit, and commitment is affected by how you answer these questions about yourself and your team:

  1. Do I trust the capabilities of others on my team? My own capabilities? How can I help others grow? Can I trust them to help me grow?
  2. Do I trust the character of others on my team? How does my own character show up? Is there consistency in behavior? Do our team members honor commitments they’ve made? Do we have a shared goal – and commitment to that goal?
  3. Do I trust communication that happens on the team? Is information shared freely & proactively? Transparently? Can I admit mistakes? Can others? Do I trust the people on my team, and do I add or detract from trust in a work relationship?

One of the main reasons I rejoined the corporate world was for the sense of team – a set of shared experiences of people who work together toward a common goal. In the end, I (re) learned that team is what you make it.

Keep on Shooting

shootbasketball

Sometimes, we don’t “get things right” on the first, second, or even multiple attempts. How do you keep persevering when things aren’t going your way, or seem more challenging than you expected?

Recently I attended my son’s 7th grade basketball game. Both teams just began their seasons within the last 2 weeks, and were pretty evenly matched opponents. It was a close score throughout the game.

If you’ve spent time watching or participating in sports, you have probably experienced a game where an athlete appears to be having an “off” game.

My son was having one of those days on the offense side of his performance. His defensive game was fantastic, resulting in several steals and assists toward teammate’s scoring buckets. On the other hand, he could not seem to score a basket on any of his own shot attempts! One time, the basketball circled the rim nearly a full 360 degrees before falling off – no points other than via free throws. His smirk of chagrin and quick shake of the head showed he was well aware of his struggle during his several attempts for a basket.

The game went into overtime. At the end of overtime, it was still tied. The teams then compete via “sudden death”, where the first team to score becomes the winner of the game. The other team had the ball first, but missed their shot. Back down the court they went. The ball passed from my son to a teammate, and the shot was missed. Our team rebounded the ball, and passed it to my son.

He took the shot. Swish. His team won! The team was excited and rushed him on the court. His perseverance to keep playing his best, to keep taking the shot, was critical during a pressure situation.

Lessons from the game:

  1. Keep Shooting. Sometimes when we don’t succeed fast, we stop trying. Instead, keep working for your best angle toward the basket – toward your goal.
  2. Keep Your Chin & Your Grin Up. Find ways to “shake it off” and remain committed to your goal. A sense of humor about a situation, no matter how bleak (or public, as in a court full of peers and parents), can go a long way.
  3. Play the Long Game. Define long-term success, celebrate the little successes along the way, and learn from the missed opportunities. Work with your team to adjust your plays to get the results you want.

No matter what, keep shooting. You miss 100% of the shots you don’t take.

Cracks in the Sidewalk

grid

When you are walking in a public place in a group, what happens when you see another group coming toward you? Do you:

  • Compress your group to walk single file so the other group can pass without shifting?
  • Keep walking 2-4 people wide so that the other group needs to walk single file?
  • Shift to the right, but keep walking 2-4 people wide, so that both groups may pass?
  • Do nothing and let the other group figure out how to make it past your group?
  • Stop in the middle of the sidewalk, oblivious of the needs of others on the sidewalk?

Some people tend to be the ones who flex to allow others to have room on the sidewalk, while others tend to be the ones who want others to have to flex around them. Other people make room for both groups to be on the sidewalk, and others do nothing to acknowledge or flex to incoming groups.

This same attitude translates into daily work life. Let’s ask the question this way: When new teams and/or individuals join your organization, or join a project team, how do you flex your behavior so that both of you know where you “fit” on the sidewalk? Do you:

  • Create space for both groups to pass with little interaction necessary?
  • Actively create space for everyone to fit, with both groups flexing to accommodate needs?
  • Wait for others to come to you, you were here first?
  • Not concern yourself; your roles are different?

Ask yourself these questions, and then ask your team. Ask those outside your team how they see interactions with your group. Are there cracks in the sidewalk? Ask yourselves, does anyone deserve more or less space on the sidewalk?

What Do They Have in Common?

What do the topics of “followership, teambuilding, and content review” have in common? Keep reading for my suggested answer.

Yesterday, I had the opportunity to attend and volunteer at the American Society of Training & Development’s fourth Regional conference. During this time, I attended three breakout sessions on different learning topics; followership, teambuilding, and content review.

The Followership session was a discourse on a proposed model of four types of employees who follow a leader in an organization. The idea was that employees are either a) yes people, b) slackers, c) criticizers, or d) self-starters.

The Teambuilding session discussed the idea of the parts of a team that can make or break the team. For example, mission/goals, roles, work processes, and relationships are components of a team, and according to the presenters, are also possible areas where teams can break down.

Last but not least, I attended a session on Managing the Content Review Process. We looked at ensuring that our projects have a proper review cycle so that clients/learners are satisfied with the end result.

What common thread weaves through all of these sessions?

Answer: Setting expectations.

Session 1: Followership
How do managers develop their employees, manage expectations, and encourage employees to bring their strengths to the table? As an employee, how are you clarifying your expectations within your workgroups? Do you expect your boss to give you answers or solve difficult situations, or do you handle it to the best of your ability and let the boss know the result? If you have a critique of a situation, do you simply point out the flaw, or do you also propose a solution?

Session 2: Teambuilding
How are teams set up, and how are roles defined so there is minimal confusion as the project evolves? What happens if something goes well? What happens if something does not go well?

Session 3: Managing Content Reviews
How do we prepare project reviewers to give much needed feedback that is specific and timely? Are roles clearly defined so people know where they can benefit the project most? Do people understand the consequences of not providing reviews on a project? Are the right people reviewing the project?

Setting expectations with people we work with, whether we are the lead or the one being led, is crucial to success. Understanding the purpose of our role and the work to be done means that we are free to execute on our responsibilities. Creating a secure environment in which people can discuss both successes AND failures without fail creates a sense of “where do I fit and why do I matter” for all players on the job, on the team, and on the review process.

So, how are we going to work together? Let’s start there!