Having an Issue with Issues

During a recent two-day strategy session, we reached the day one lunch break when I asked one of the senior team members how it was going. Her response solidified what I had been sensing all morning; something was amiss with the group. It didn’t take long to get to the heart of the matter.

There was a major issue vexing the entire company. Everyone was fully aware of it and yet no one dared to bring it up. So, we hit the pause button on the agenda to delve deeper into this mystery matter. Good thing we did.

Once it was on the table, slowly but surely, team members began to open up. A quick check of the meeting ground rules (a must before every session: see below for more on this) provided a solid framework from which we could proceed; openly, honestly, and safely. One department had mishandled a significant responsibility, the effect of which was fully felt by the entire organization and by key clients as well. Since that department’s leader was part of the senior team and in attendance, the prevailing thought was that it was best to avoid the topic altogether rather than “upset” this team member. What?

Quarterly strategy sessions are a time to take a check on progress toward annual targets, goals, and objectives. It’s also a time to examine issues, obstacles and challenges that could impede progress, prioritize these and plan to deal effectively with each. Though well-intentioned, avoiding discussion of major issues, including mishaps, is not productive in the long run. In fact, were we to leave the afore mentioned session without confronting this matter, the entire process would have suffered. And the issue would not have gone away, nor would it have been resolved. And, it would have been discussed, back at the shop and not in a productive way.

High performing teams confront mistakes directly, respectfully, and constructively. They plan for and take corrective action and then they move on. And they do so in an atmosphere of collaboration with an eye on continuous improvement.

For more information on getting the most out of your senior team meetings and for a complimentary copy of recommended meeting ground rules, contact me at joe@ajstrategy.com.