Last week, I had two instances of the leaders I am working with fully convinced to intensify the focus on deep diving, on the one hand to ensure that the defined tasks, process, and activities are performed excellently, and on the other, to ensure thorough data evaluation for problem solving. In both the cases the penetration of the leader’s intention in the lower hierarchy levels was rather low.
Do you too have similar challenges?
My approach for such challenge was to assess the reality of my direct subordinate, using the analysis triangle, and then use my notes to assess my observations in the past using the behavioural triangle. Based on this assessment, I would develop improvement ideas and speak of them during my regular one-on-one meetings.
I am sharing my recent live session videos on these topics.
Goal: Has the direct subordinate really understood my purpose, expectation, and the intended outcome?
Skill: Does the subordinate have the necessary skills and competencies for planning and executing what is necessary to fulfil the goal?
Attitude: Is the subordinate inspired and motivated to achieve the goal? Does he/she feel that his/her survival, progeny, groups/networks and/or spiritual needs are threatened?
Situation: What was the situation and the events leading to this situation? Who are the key players? How is his/her relationship with them?
Behaviour: What was his/her specific behaviour that I observed? What could have been his/her drivers for this behaviour? Does this reflect his/her beliefs?
Outcome: What was the outcome of his/her behaviour as perceived by me? Was the outcome favourable to our teamwork? Was some patching up to be done?
You may want to start such one-on-one meetings with each of your direct subordinates, and drive change in your team’s performance with feedback and feedforward.
As usual, I will end my blog with a quote by Steve Harvey,
“A guy that’s really serious about you, he’s gotta be talking to you, he’s gotta want to have one-on-one, in-your-face interaction. That’s how we are.”