Back in first grade, when Mrs. Vleck would ask a tough question, my classmates and I would routinely bow our heads and act like we were busy. Evidently, we thought that if we looked occupied and stared at whatever was on our desks, we would not be called upon for an answer. I assume that Mrs. Vleck found this very amusing.
Fast-forward 40-plus years and now I find it rather humorous that this same ritual gets played out among some executive teams during management retreats we facilitate. When critical questions about workplace core values, beliefs, strategies and game plans are asked, heads go down.
During these awkward moments of silence, the only executive with his head upright is the CEO, dismayed, arms crossed, looking around the room for one of his leaders to participate in the discussion. While the CEO is seeking thought leadership, his executive team members are hoping that the CEO will answer the tough questions.
Frequently such behavior suggests that there could be serious issues related to communication, intimidation, shared beliefs and/or leadership. More importantly, the fact that the team does not answer indicates that some of our questions have never been raised, discussed and answered with conviction and commitment.
Questions like expanding a service, buying versus leasing, product development and/or branding are straightforward and much easier to answer than strategic workplace inquiries.
This is pretty scary when you consider that the workplace environment, philosophies and strategies should drive everything in the organization. Amazingly, these areas are seldom explored, dissected and pursued. So, at your next management retreat, try out a few of these questions with your executive team:
- Are we committed to hiring and keeping only top performers? If so, how are we implementing this strategy?
- Do we have the right work environment to hire and retain top people? If so, how do we know?
- How do we define a top performer?
- Are we committed to becoming one of the area’s top places to work? Why or why not?
- Is HR a key member of our executive team and one of the drivers of our organization’s success? If not, why not?
- What is our philosophy about employee compensation?
- Do we treat our employees like adults or like children?
- Why do we have a probationary period for new employees? What purpose does this serve?
- When is the last time any of us thoroughly reviewed our employee handbook and general workplace policies? Are they consistent with our organizational core beliefs, values and strategies?
- Do we trust all or some of our employees? Why are we retaining employees we do not trust?
- How would our nonmanagement employees describe our executive team?
- If HR does not report directly to the CEO, why not?
- How do we define organizational success?
- Why are we growing this company? (This one gets some pretty interesting answers.)
This is a sampling of questions that can provide terrific dialogue and insight into your executive team’s mindset, organizational understanding and individual beliefs. The answers and conclusions can set the foundation of your workplace game plan and will determine strategy and implementation of the strategy.
For the dialogue to have a chance at being successful, we would encourage the CEO to not participate in the conversation. In addition, we’d ask that all laptops, smart phones and any other distractions be “left at the door.”
Today, business as usual is getting the same results, but in a much tougher environment. Consider taking a different approach at your next management get-together, just for once. Ask some of the tough questions. I think you will be amazed at what gets discussed and what conclusions are drawn. If done right, the true character of your organization will emerge.
That could be a good or bad thing. But at least you’ll know.
Most importantly, when the tough questions get asked, don’t hide from the answers. Mrs. Vleck would be proud of you.