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April 1 - May 9, 2018
command, consult, vote, and consensus.
These are command decisions. With command decisions, it’s not our job to decide what to do. It’s our job to decide how to make it work.
Consulting is a process whereby decision makers invite others to influence them before they make their choice.
When facing several decent options, voting is a great time saver but should never be used when team members don’t agree to support whatever decision is made.
Consensus means you talk until everyone honestly agrees to one decision.
This method can produce tremendous unity and high-quality decisions.
Who cares? Determine who genuinely wants to be involved in the decision along with those who will be affected.
Who knows? Identify who has the expertise you need to make the best decision. Encourage these people to take part.
Who must agree? Think of those whose cooperation you might need in the form of authority or influence in any decisions you might make.
Your goal should be to involve the fewest number of people while still considering the quality of the decision along with the support that people will give it.
you don’t make an actual assignment to an actual person, there’s a good chance that nothing will ever come of all the work you’ve gone through to make a decision.
Assign someone to be responsible for a task you give a team. This way there is accountability.
“We,” when it comes to assignments, actually means, “not me.”
Assign a name to every responsibility.
appoint one of them the responsible party. Otherwise, any sense of responsibility will be lost in a flurry of finger-pointing later on.
Be sure to spell out the exact deliverables you have in mind. The fuzzier the expectations, the higher the likelihood of disappointment.
When you’re first agreeing on an assignment, clarify up front the exact details of what you want.
Goals without deadlines aren’t goals; they’re merely directions.
Remember, if you want people to feel accountable, you must give them an opportunity to account. Build an expectation for follow-up into every assignment.
you can be respectful and private but firm in this conversation, most problem behavior will stop.
When something bothers you, catch it early.
Describe the specific behaviors you’ve observed.
Tentatively explain the consequences.
When you STATE things well and others become defensive,
Think harder about your approach. Step out of the content, do what it takes to make sure your partner feels safe, and then try again to candidly STATE
your ...
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In the best teams, every team member is part of the system of accountability. If team members see others violate
team agreement, they speak up immediately and directly.
The best way to encourage and insure accountability in your group is for each person to take their own initiative and speak up.
Success does not depend on perfect compliance with new expectations, but on teammates who hold crucial conversations with one another when others appear to be reverting to old patterns.
Misdiagnose.
leaders are causing the fear but denying it.
Before you do anything, you need to find out if you’re the cause, if you’re living with ghosts of bosses past, or both.
Work on me first. Discover your part in the problem.
don’t set the bar too high. Just try to trust them in the moment, not
across all issues. You don’t have to trust them in everything.
If they’ve earned your mistrust in one area, don’t let it bleed
over into your overall perception of their character.
Don’t go for the really tough issues.
Make It Safe.
Use tentative language. Separate intent...
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Explore Others’ Paths.
Your challenge here is to build safety by establishing a compelling Mutual Purpose.
Retrace your Path to Action to its source. Identify specific behaviors that are out of bounds and take note.
Establish new and higher expectations. Don’t deal with a specific instance; deal with the overall pattern.
Stop acting out your expectations that others won’t take initiative. Instead, talk your expectations out and come to agreements that place
Learn to Look for patterns. Don’t focus exclusively on a single event. Watch for behavior over time.
the next conversation should not be about tardiness. It should be about his or her failure to keep a commitment.
When you talk about what’s really eating you—the pattern—you’ll be able to be more composed and effective.
It’s perfectly okay to suggest that you need some time alone and that you’d like to pick up the discussion later on—say, tomorrow.
Show zero tolerance for insubordination. Speak up immediately, but respectfully.
don’t repress your story. Use your STATE
