What I do with my team to find the seeds of problems and ideas
Posted: Wed Dec 11, 2024 5:20 am
What we did
From this experience, I realized there are some challenges regarding my own behavior and how I manage my team:
The relationship had been built in a way that made people hesitate to report.
There was no mechanism for people to say things that were difficult to say.
Failure to communicate rules of conduct when a problem is detected
To solve this problem, I changed panama phone number library the question I ask members at the short meetings we hold every day to, "Is there anything that's bothering you?"
As a result, not only did they discover potential problems that had gone undetected before, but they also began to uncover positive information and ideas, and even began to share subjective information such as "what members are currently thinking (hypotheses, worries, etc.)."
I think the reason I have not been able to extract information effectively from my members up until now is because I have made them take an objective perspective, asking, "What information do I (the author) need?"
Having people share subjective information not only has a rational effect, such as helping to detect problems, but also allows you to learn what the people working on the project together enjoy and what motivates them.
Since then, I have made it a point to include in my meetings "words that make people want to talk" so that they can share information about what went well, what challenges they face, what they are struggling with, and how they are feeling .
Specifically, I try to use the following words:
Was there anything interesting?
Have you ever found it difficult?
Is there anything you've done so well that you can't help but want to share it with others?
Is there anything that's been bothering you?
(Looking at the opponent's condition) Does it look like it won't work? Does it look like it can't be done?
By simply changing the wording of the question slightly, I feel that a lot more information is now being shared among team members.
From this experience, I realized there are some challenges regarding my own behavior and how I manage my team:
The relationship had been built in a way that made people hesitate to report.
There was no mechanism for people to say things that were difficult to say.
Failure to communicate rules of conduct when a problem is detected
To solve this problem, I changed panama phone number library the question I ask members at the short meetings we hold every day to, "Is there anything that's bothering you?"
As a result, not only did they discover potential problems that had gone undetected before, but they also began to uncover positive information and ideas, and even began to share subjective information such as "what members are currently thinking (hypotheses, worries, etc.)."
I think the reason I have not been able to extract information effectively from my members up until now is because I have made them take an objective perspective, asking, "What information do I (the author) need?"
Having people share subjective information not only has a rational effect, such as helping to detect problems, but also allows you to learn what the people working on the project together enjoy and what motivates them.
Since then, I have made it a point to include in my meetings "words that make people want to talk" so that they can share information about what went well, what challenges they face, what they are struggling with, and how they are feeling .
Specifically, I try to use the following words:
Was there anything interesting?
Have you ever found it difficult?
Is there anything you've done so well that you can't help but want to share it with others?
Is there anything that's been bothering you?
(Looking at the opponent's condition) Does it look like it won't work? Does it look like it can't be done?
By simply changing the wording of the question slightly, I feel that a lot more information is now being shared among team members.