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via Brain Based Biz by noreply@blogger.com (Robyn McMaster) on 10/11/09
"Interrupt me any time you have a question," Patrick Lencioni urged at the start of his presentation at the World Business Forum. What a difference questions make in connecting to people! He primed the pump a tad by saying the first five inquires would receive a copy of his book, The Five Dysfunctions of a Team. More than five leaders stood up to ask a question in throughout the large audience at Radio City Music Hall, though some didn't take home the book.So what difference does it make to be open to questions and even to be interrupted when presenting your ideas to leaders?
Interestingly, the questions business leaders asked, probed deeper into Lencioni's expertise on team work. They also stirred audience curiosity. Inquires popped in unexpectedly throughout the presentation. Takes a great facilitator to handle questions smoothly, offer wisdom and make these work as assets.
Not only did Lencioni receive good questions, but he pointedly quizzed listeners with even more questions to ponder throughout his talk. It seemed as if we could all add a piece to team challenges. I saw questioning as a tactic to create interconnectedness between audience and speaker.
Audience questions:
Question: Many ideas are created from below and often mid-management stops flow of ideas and they never get to the top. How do leaders overcome this?
Lencioni: 1. Don't assume that leaders above you are really leading the way they want to.
2. Don't be afraid to be the one that takes the leaders upward. Be the leader who takes the kind truth to the leaders above you. Be discerning in what you take. For example, take things only from circle of influence - things you control.
Question: How do you recognize a healthy organization from outside?
Lencioni: Performance. What people who work there, and used to work there, say about it.
Question: We're adding some GenX people to our organization. What can we do to build trust with change of generations?
Lencioni: Gender, Age, and difference, makes you miss the individuality of the person. Younger people need to know they are valued at work.
Question: How do you get people to open up?
Lencioni: I typically use two exercises. Personal Histories. Where did you grow up, how many kids in family, what was greatest challenge growing up?
Use objective tool like Myers Briggs. People see a personality profile. They see people approach life and tasks very differently.
A question I would ask Patrick is: "What about using a multiple intelligences survey to find out how people are smart?" I've found the MI survey is a great tool to encourage the diversity of gifts and talents within the organization in new ways.
Question: How do you minimize politics in an organization?... In the flurry of taking notes, I did not get the answer, though it was one of the most important asked. How would you answer it?
Lencioni's Questions to leaders in the audience:
Teamwork needs to be smart, Lencioni asserts. We only spend half the time on what really counts," he adds. "What about the other half - the health of an organization?"
How would you answer Lencioni's question about building organizational health?
People do not hold each other accountable enough. Peer pressure is the most important tool of accountability. How can that be created? Patrick Lencioni said vulnerably. I have most trouble with this. I hate telling people there is something that needs to be changed. I'm a wuss. Most CEO's are wusses. Leaders do not like telling people there is something they don't like. People do not hold each other accountable enough. What works well for you as you hold others accountable in a democratic setting?
The inquiries brought greater connection between speaker and audience. How might inviting inquiries from folks in the audience work for you throughout your next presentation?
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