My first email to Kelly began, “You sat in the back row of the program I led in your hospital last week, and I wondered if you have used any of “The Four Conversations” to solve your budget problem.”
It had been a day-long training, reserved for only manager-level people because the VPs probably wanted their underlings to speak freely about their work lives. We used the last part of the day to talk about “special problems”, where some participants revealed their biggest workplace challenge and the rest of us suggested which conversation(s) might help improve the situation.
Judging by the reaction of the crowd, the most interesting problem was Kelly’s. She wanted to get her team’s portion of a Departmental budget transferred to her direct control. As soon as she said that, about half the room gasped and turned to look at her. Then they burst into applause!
It was so great that she saw the program as an opportunity to take charge of this issue for her team, and not wait passively for someone else to handle it. She gave very few details, but she didn’t need to – the whole room (except for me) knew who the key players were and how risky it seemed to talk to the VP involved. I didn’t even ask her which Department, or why her team needed this. But Kelly was obviously sincere about giving her team members a greater role in implementing decisions they saw as important to fulfill the hospital’s mission: health and wellness service quality, affordability, and compassionate care.
“I’d love an update on what you learned, and who you talked with about this,” I wrote, “plus, of course, whether you’re succeeding in getting the budget authority transferred to you.”
Kelly responded promptly, saying, “The day after the program, I scripted out a Closure Conversation and made a request to set up a new agreement. Here’s the 3 things I said”:
- “Adam, you were going to transfer my team budget to me by the end of last month, but I don’t see it on my system yet.” (Kelly acknowledging the factual status of the matter)
- “I know you are busy with a million things, and I need your expertise in getting this done properly.” (Kelly appreciating the man who is responsible for making budget transfers)
- “Please let me know if you can make the transfer before next Wednesday, and whether you need any other information from me or my team members on our plans for implementing the AXIS system.” (Kelly requesting a new timeline for the transfer)
She concluded her email with, “Adam has already created a cost center and will transfer the budget tomorrow morning!”
A week later, she emailed, “I actually have a quite a few other places where I am practicing the use of these conversations. My team is heading into a strategic planning process and yesterday we had a huddle. I started by restating the invitation (my Initiative conversation), then we spent 20 minutes in an Understanding conversation about the steps we needed and how long each one would take. I closed with a Performance conversation, asking them if they will be attending and participating in all three strategic planning sessions we scheduled. Everyone agreed to be in the game. Thanks for your support on all this!”
Thank you, Kelly, for making things happen in your workplace. It’s so much more powerful than being resigned to waiting, or complaining about “other people” who didn’t do what they said. Productive communication doesn’t require authority, influence, or motivation. Amazing what you can accomplish with straight talk, isn’t it?