The All-Region Workday paid off for Rodd’s managers and their staff members. They had identified the three biggest problems for the whole StateOrg organization, and then, after listening to all 12 of the small-groups presenting their solutions, they formulated a work plan to solve each problem in the same way at each Regional Office. (The three problems, with their solution-focuses, are listed again farther down in this post.)
After hearing the solution ideas – all based on using the “four productive conversations” as a basis for making changes in staff communications – they took all the ideas and came up with a single format for addressing all three problems:
- Start by clarifying the Goal for solving each problem, using Initiative conversations to specify What they want the solution to look like, When it will be in place, and Why it matters.
- With a clear goal, they could move into having group discussions to develop a Work Plan for goal accomplishment. They used the Understanding Conversations – a dialogue – with its questions of Who the key people are who need to be involved in reaching the goal, Where the resources will come from and Where benefits will show up, as well as How to get the right people doing the right things.
- The next element was to establish good working Agreements with those people. They identified Who Asks for something to be done, and Who Promises to do it, making sure people were clear about What would be done or delivered (whether products, services, or communications) and by When it would be complete. These are known as Performance Conversations, and everyone seemed to recognize that these conversations were their group’s “weakest link”, as one person said.
- The fourth piece was Closure Conversations that provided the follow-up to see where things stand. People agreed they would have Regular Update Meetings to review the status of requests, promises, and agreements. These conversations are made up of two or more of the following “A’s”:
- Acknowledge the status of results regarding promises made and promises kept;
- Appreciate the people who have participated in the project;
- Apologize for any mistakes and misunderstandings that have occurred since the last meeting; and
- Amend broken agreements – by making a new agreement that will be workable or by revoking it altogether and finding another solution.
“We aren’t too good at these conversations, either,” one person said, as heads nodded with agreement.
The solutions differed only in their focus and the details of implementation. Here are the three problems, with the key elements of their unique solutions:
- Outdated equipment or systems and insufficient materials and supplies: It was decided that this problem would be solved by taking an inventory of what was missing and what was needed. The inventory would be kept up to date and timely purchasing would improve productivity while reducing frustration and incomplete work.
- Changes implemented without discussing them with the people whose jobs will be affected by the change: The solution chosen for this problem was to have specific communications that would be delivered to everyone by StateOrg executives and managers whenever changes were going to be made to any staffing, budgets, or systems. The communications would be developed by the people who had been through prior changes and knew what was missing in their knowledge of whatever was happening.
- There are significant differences in the quality of work people do. This problem would be solved only by improving the way managers and supervisors give people their work assignments. The groups working on solving this created a list of ten questions that every manager had to discuss with staff people, so they would be clear on what was expected of them. The questions would be asked whenever assignments were changed in any way.
After three months of working on implementing these solutions – using online ZOOM meetings to report results and update work agreements among the members of the three “Problem Solver” teams, the results were reviewed, including some surprises. You can see them here, with other details about the process and findings of the last step: Workplace Assessment, Step #6.
It was impressive what this client had accomplished – so impressive that Rodd decided they need to have a celebration for the whole StateOrg team. Back to the capitol for a fine buffet and a cash bar!