QUESTION:
Recently some of our aggressively recruited, high potential employees have left, and I am concerned that this trend is going to continue. I believe the root of the problem stems from our past practice of promoting the “best and brightest” to management positions. These people are highly regarded for their technical expertise but are very poor communicators.
My assessment is based not only on recent departures of some of our most valued high potentials, but also from numerous complaints I have fielded from a broader sampling of staff who report to these managers. The complaints range from, “poor” or “no listening,” to belittling or “talking down” to them in a loud, condescending manner, as well as telling the employee what the solution is before they have fully described the problem.
My boss, the President of our company believes that the problem is rooted in the lack of communication skills of the managers, and wants me to conduct a training program. However, if I suggest, “Communications Training” the managers will agree in front of the boss – and then find a million justifiable things to do rather than attend the training sessions! So, how can I address this issue and stem the tide of turnovers?
ANSWER:
Gail, you certainly need to do the following:
- Develop a systemic response in which you can generate the possibility of achieving a complete and long lasting solution to this complex issue, and
- Come up with a good response to your boss’s request.
Systemic Response
Developing a complete and long-lasting resolution is going to take some additional inquiry. The situation you describe (the behavior of your managers and the resulting turnover of valued employees) fits the criteria for a complex, systemic issue:
- It is multidimensional
- Has a pattern or history
- Involves people
- Has no easy answer
- A fix has been tried before and yet it is still around.
In our conversation, we outlined a methodology to get reactions and comments using the following questions, coupled with your knowledge of Systems Thinking:
- Why can’t we make the change? What are the symptoms?
- Why do we have these particular symptoms?
- What might the system be that is causing the symptoms?
- Why do we want to make this change? What are we trying to achieve?
- What will happen if we leave it be?
The intent of the above questions is to unearth the underlying system that is causing, allowing and even encouraging the behavior to persist. This method should help you to diminish the “blame frame” response within your organization – finding someone to be at fault or blame – and stimulate the design of a real solution.
The next step will be to use the tools of Systems Thinking, specifically causal loop modeling, to create the insights and generate the possibility of achieving a full and long lasting systemic solution set.
Training Solution
Triggering the “auto-response” of a disappearing act from your managers, will certainly not help them develop the communication skills your boss would like to see.
Given the extensive technical backgrounds of your managers, they most likely have a preference for methods that appear logical and follow a formula, or a step-by-step process. We have a model called the Four F’s that is very popular with technical professionals. It has the look and feel of a logical procedure:
The Four Fs process was developed by studying what effective leaders, managers, and coaches do in conversation to gain committed action from others. It is a simple architecture of a basic communications process – with the requirement to practice the skills of listening, summarizing and clarifying built in - disguised as a method to achieve results in a critical conversation.
The following is a summary outline of the more detailed document I sent you, which describes the Four Fs model as well as offering a sample conversation:
Structuring Critical Conversations that Lead to Commitment
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Stage
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Key Behaviors
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Supporting Words¾Listening
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Directing
Words¾Feedback
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Framing the Issue
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Demonstrating presence through active and intensive listening
Asking questions to confirm understanding
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“How did ‘x’ go? What did you learn?”
“What’s the latest on ‘x’? Any concerns?”
“What can I provide here?”
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“I’d like to talk with you about ‘x’.”
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Figuring Out Facts
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Rigorously testing thinking to agree on facts
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“You say ‘x’ is happening. How do you know that?”
“I hear you concluding that . . . Tell me how you reached that conclusion.”
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“Here’s what I’ve seen and what I make of it. Do you see any gaps in what I’ve just said?”
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Fostering Possibilities
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Creating new possibilities for action
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“What are you willing to do or try out?”
“Let’s define the best possible outcome and then figure out how to make it happen.”
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“I think it’s important for you to try ‘x,’ and here’s why.”
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Finalizing Agreement
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Confirming action plan
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“So, what have you decided to do?”
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“I want you to do ‘x’ by ‘y’ time.”
“Let’s summarize. What are you (we) committing to here?”
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Gail, there is no magic formula here because conversations can be complex and challenging. However, the Four Fs do provide us with a sound conversational format and reminders of key checkpoints and behaviors to navigate through any kind of conversation. Looking at the four step overview can be a quick reminder for your managers as they head into important conversations and meetings - any interactions that they want to exit with committed action.
As always, call us with questions, comments or for more information on The Four F’s and/or our professional development workshop on Performance Feedback Conversations- Beth Chartier 781-343-4008 or BChartier@wsa-intl.com.