| Due to the power differential between leaders and | | | | feel like the team member is holding back information, |
| their team members, leaders must learn not only how | | | | ask a slightly more specific question (What are the top |
| to tolerate criticism, but also to restrict their criticism of | | | | five priorities in your department right now?). You might |
| others. When we are criticized, we feel like our bodies | | | | learn that the problem with the shelf life was already |
| are under attack. This fear or panic causes our | | | | detected. If so, you would now know who detected |
| prehistoric, reptilian brain to flood with blood. Rational | | | | the problem, how, and when. With this information, you |
| thought is restricted, and, instead, we concentrate on | | | | could set about correcting this systemic problem. 5. If |
| our bodily impulses: fight or flight. A "flooded" person | | | | the team member does not consider the shelf-life |
| (whether it is the leader or a team member) is of little | | | | issue the top priority, ask why. You might find that you |
| use when there is a problem to be solved.Debra, a | | | | need to re-order your priorities as a result.6. It the team |
| COO of a very large food manufacturer in the | | | | member's answer still does not take into account all |
| Southwest, grew tired of notifying department heads | | | | the consequences you foresee, drill down one level |
| about problems she found, like the shortened shelf life | | | | deeper with your questions (What impact will the |
| of a potato that was roasted in a new oil. "I want to | | | | shelf-life have on inventory?). |
| know what we are doing to solve this problem!" she | | | | Even constructive criticism can feel like an attack. By |
| would demand at the beginning of a meeting. "And | | | | asking questions, you disarm the reptilian-brain |
| why didn't anyone bring this problem to my attention?" | | | | functions. No longer will team members be paralyzed |
| She ranted and railed because she wanted her team | | | | by fight-or-flight responses. They will be prepared to |
| to detect and solve these problems in the future. | | | | work with you to detect and solve problems.In 1987 |
| Unfortunately, all they heard was "She is out to find | | | | Gary co-founded a company with $4,000 in start-up |
| someone to blame!" Their brains subsequently flooded | | | | money. Over the years the company grew from 2 to |
| and they shifted into defense mode.I invited Debra to | | | | 2200 employees. ACI Telecentrics, Inc. became the |
| consider a question-based approach to generate | | | | 25th largest call center outsourcer in the United States. |
| behavioral change. Rather than calling out individuals in | | | | "City Business," a Minneapolis/St. Paul publication, |
| a public setting (which creates more tension and, | | | | distinguished Gary as one of their "40 under 40" award |
| therefore, quicker flooding), here is what I suggested | | | | winners. Besides serving on the board for ACI |
| she do:1. Speak with individual department heads when | | | | Telecentrics, Gary has been a board member of 9 |
| you detect a problem in their specific areas.2. Start by | | | | different corporations, ranging from non-profit |
| asking a general question ("How are things going in | | | | organizations to financial institutions. Gary received his |
| your area?").3. Keep an open mind. If you let the team | | | | undergraduate degree from the University of |
| member dictate the conversation, you might learn that | | | | Minnesota and attended Harvard Business School. He |
| there are problems that dwarf the potato shelf-life | | | | has participated in several leadership programs at |
| issue. Or you might find that the shelf life was a | | | | institutions including the Covey Leadership Center and |
| concession made as part of a larger cost/benefit | | | | Disney University and the Aspen Institute as a Crown |
| calculation. Or you might find that the team member | | | | fellow. He is now a respected Executive Coach and |
| has been having personal problems that could be | | | | the founder of C02Partners. |
| contributing to his or her poor performance.4. If you | | | | |