Can We Do Better Than "Any Questions?"

Leaders: organise meetings, share inspiring visions, tell engaging stories, give clear instructions and then ask...

"Any questions?"

- Some people have great questions and will comfortably ask them.

- Some people have truly insightful questions and won’t speak them for fear of being judged.

- Some don’t know if they have questions, but probably will once they’ve had time to process, by then everyone's moved on.

- Some don't think they have questions, nod in agreement and walk away assuming they'll figure it out later.

It leaves leaders bewildered when plans aren't executed, milestones are missed, and results are wanting. How could people not understand the well prepared, clearly articulated monologue you delivered?

WHAT DID YOU SAY?

Human beings hear very little of what's actually said and remember even less.

The layered filters of our beliefs, opinions, values and judgments reduce what we're hearing into something that matches what we already know. So, anything that doesn't fit our current view of the world is cast aside by the brain like unwanted crumbs from yesterday's chocolate cake.

Which means when leaders share their inspiring vision, heartfelt personal story and well thought out instructions, while people might be eagerly entertained and inspired, unless that information gets past their internal radar that's in hot pursuit of comfort and familiarity, they will say (with good intentions) they understand, but post meeting-hype will continue to do what they've always done.

Because nothing that determines their behaviour has changed.

SO, HOW TO GET YOUR MESSAGE THROUGH?

Next time you bring your people together, consider in advance what they might need from you to be able to really hear you. And before you ask, "Any questions?", try this instead...

BE AGILE IN YOUR COMMUNICATION

Know exactly who is in the room - not the names or the job roles, but the ways different people see, experience and interact with the world.

Understand what that means about how they need to receive and process information to be able to turn it into new action.

Then adjust your communication (i.e. delivery, listening, questions) so you meet the learning and processing needs of everyone, rather than only those who think like you.

BE AGILE IN YOUR UNDERSTANDING

Respect what empowers and disempowers different people. Some may be empowered by a direct approach; some may be disempowered by it. Some may need time to respond, others respond then and there.

If you're unsure what your people need, ask them "What do you need from me to take this unfamiliar or uncomfortable action?"

And then listen, choose curiosity over judgement and respond with what you can and are unable to provide.

BE AGILE IN YOUR RESPECT

Generate genuine interest in each of your team's engagement needs. In other words, to deepen their engagement in your vision, do they need...

- More context to help them connect with how they fit into the picture you're painting.

- More information, evidence or analysis?

- Reassurance about the change?

- To be involved more so they don't feel suddenly isolated.

- More autonomy?

To really know these things about our people we must first know them about ourselves - if I have no idea what drives and changes my behaviour, how do I influence yours?

IS NATURAL ENOUGH?

Recently, I was working with a Senior Leadership Team, stepping them through my Leadership Excellence framework. We were deep in the third phase of the program called Alignment: Leading Together, when the Managing Director realised, she was leading each of her team in exactly the same way.

Driven, focused and efficient, she was direct, quick thinking with no time to waste. Which worked well for a couple of her leaders, but left three of them committed to their role, but disengaged with her.

They felt unheard and disrespected, consequently sharing only some of their ideas, believing there was little point. They felt untrusted by her, and not trusting of her.

When this courageous MD realised how her 'natural leadership style' left some disempowered and disconnected, with an obvious flow on effect to their own teams, she became very interested in what they needed from her to lead, innovate and execute.

Rather than assuming they should know and blaming them when they didn't.

I SEE YOU

This leadership philosophy of meeting people where they're at emulates the platinum rule - don't treat people how you want to be treated, treat them how they want to be treated.

It's a level of respect that moves people from being committed because they own a job, to being engaged because they are inspired by possibility.Want to take this further?