Ask Coach: Making Your Team Part of Strategic Planning, Part 2
By Rich Anderson, executive coach with HTG Peer Groups
Q: How do you invite your team to be part of strategic planning?
Coach: Instead of “invite,” “engage.”
My Boxer Shorts And The American Revolution
In my first installment of this series, I referenced the tart pair of boxer shorts I received as a Christmas gift. On the seat of said shorts was printed the coiled rattlesnake made famous by the yellow “Don’t Tread on Me” flag designed for the American Revolution. However, the historic “Don’t Tread on Me” caption was replaced by “Silent But Deadly.” I am using these shorts and the American Revolution (from the Declaration to the Constitution) to help answer your question. In that post, I addressed your leadership team and your vision. In this second installment, I will look at how to help engage the broader team.
Heated Thrashing Debates - Provide An Opportunity To Participate
Our Founding Brothers were a tight band of brothers, but did they ever disagree! They did not passively rest in a state of feigned harmony. Led by the mouth of John Adams, they “invited” each other to “engage” in long, heated debates focused on a constructive resolution of the problems they faced. As representatives of their different states and constituencies, they knew the people back home were looking to them to engage. Sharp disagreement over issues was a hallmark of our nation’s founding — from the Declaration of Independence in 1776 to the adoption of the Constitution in 1789.
A Revolutionary Lesson: If you want active buy-in and real commitment by your team, give them an opportunity to participate in the process. Depending on the size of your company, allow your entire team to participate directly or make sure your entire team is represented. More participation means more buy-in. Without effective participation they won’t commit actively.
The Silent But Deadly — Obtain Commitment
During the heated Revolutionary debates, a resolution or course of action would finally came into focus and a decision was made. Sometimes disagreement remained among the Brothers, yet having participated they were willing to commit to the decision. Their commitment was costly as the ensuing war tore through their states, communities and homes. They put their life on the line.
Back to my boxer shorts and the coiled rattlesnake — beware of the silent but deadly! Some of your team members have a hard time engaging in discussion, debate, or conflict resolution. In good faith, a number find it difficult to do so because of their personality. A few others, like the coiled rattlesnake, remain silent and can be deadly for your plan. They intend to remain passive and do nothing to help your plan succeed; or worse, they quietly erode the plan. They can deceive you about their true nature or intent.
A Revolutionary Lesson: If participants remain silent during discussions and debates, you should consider that silence to be disagreement. Do not move forward without everyone on the team speaking to the issue. Ferret out disagreement. Ask the silent to speak. Obtain their commitment to the plan — even if they disagree! Intel has a company principle: disagree and commit. It is possible.
In the final installment of this series, I will look at our U.S. Constitution (the value of written documentation) and the Federalist Papers (the need for clear, consistent communication).
Rich Anderson is an executive coach with HTG Peer Groups where he is most energized by helping people around their priorities. He also presents leadership workshops and seminars including team personality and judgment assessments and training. Prior to his affiliation with HTG, Rich was a private practice attorney where his practice included advising small business owners from startup through succession, estate planning, and conflict resolution. Rich also served four terms in the Iowa Legislature. You can reach him at randerson@htgpeerpgroups.com.