March 01, 2006 - Successful Meetings
In last month's issue, Quint Studer explored how managers "making the rounds" to communicate with their subordinates can contribute to the morale and productivity of a department. In this excerpt from his book, Hardwiring Excellence: Purpose, Worthwhile Work, Making a Difference (FireStarter Publishing, 2004), he gives managers a roadmap for executing a round successfully.
1. Give your employees a heads-up. Before you start rounding, tell your employees what you plan to do. Any time a leader changes his or her behavior, employees tend to get jumpy. Be honest. Tell them upfront: "I want to be a better leader and I need your help. I am here to find out what's working well in our company—and what's not working so well."
2. Prepare a scouting report. Start out with a basic knowledge of what the current problems are. For instance, if you know a department is short-staffed, put it on the report. Or if you know there's a chronic problem with equipment breaking down, write it down. When you start rounding, you'll be able to talk intelligently about the issues.
3. Make a personal connection. This is relationship-building— be genuine.
4. Mention an issue that an employee raised during your last rounding visit. Show the employee that you have solved the problem or that you are working on it.
5. Ask these five questions, keeping your tone and words as positive as possible:
• What is working well today?
• Do you have the tools and equipment you need to do your job?
• Is there anything we, the leaders, could do better?
• Are there any individuals I should be recognizing in rewarding?
• What else would you like me to know?
6. When someone brings up a problem, assure him or her that you will do the best you can to get it resolved. Obviously, there will be circumstances you can't control. But people appreciate knowing that you will try. Sincere effort goes a long way.
7. Record issues that arise in a rounding log. This will help you keep what needs to be done "top of mind." It will also help you hardwire the process into your company. Writing things down makes it more likely that they'll get done, and it makes things seem more "official."
8. Recognize/reward those who are identified by peers as high performers. This could mean simply conveying a sincere word of thanks to that person—and being sure to identify who complimented him or her.
9. Round daily, if possible. At least do it several times a week. Don't risk losing momentum and giving it up before you start seeing results.
Quint Studer, is founder and CEO of Studer Group, an executive coaching firm and national learning lab headquartered in Gulf Breeze, FL. He is also the author of Hardwiring Excellence: Purpose, Worthwhile Work, Making a Difference (FireStarter Publishing, 2004). Copies can be purchased online at www.studergroup.com.