It was two decades ago, but I remember the day like it was yesterday.
I had been on airplanes for 17 hours.
The reason? We had one rightfully testy customer who was threatening to remove us from the supply chain. The room was full of functional specialists and client “liaisons.” Everyone had the classic nonverbals for disconnection: crossed arms or distracted by phones and laptops.
This was going to be a heavy lift, but we had two things going for us. First, we were still talking. Secondly, the opportunity was compelling and neither of us could do it on our own.
The project had begun well. We had been part of a team delivering a fresh new consumer product – a real category breakout. We were learning together, and initial market acceptance had been strong.
Then we had an issue that threatened the fledgling mutual trust.
This was the most challenging kind of issue (a mutual blind spot) and suddenly, everyone was in the mood to assign blame.
We needed to rediscover our mutual goal in the midst of one incredible, and very real, distraction. In short, we needed to get everyone back on the same side of the table solving the issue cooperatively – not undermining each other.
Enter the facilitated objective – or in plain English, working out (again) why we are all here.
Much of the way I serve firms in strategic implementation is aimed at helping blend the insights from very different individuals and teams into a workable solution on behalf of a new or emerging underserved client. The teams I work with are made up of experts from the existing business, and frequently they have a very hard time making the mindset shift to support a new product or service.
A good focal point framework is the embodiment of wisdom and insight that provides a crucial combination of vocabulary, relationship and method. It comes with a built-in understanding that’s been worked out over a broad range of experiences and allows a team to back away from direct confrontation with one another over a problem and step through it using a series of clear actions that quickly develop alternate paths around, over and finally through the problem.
This is an awful lot like a traction mat that off-road vehicles use – you’ll usually notice them on the side or back of the unit. When the off-road vehicle gets stuck against an object or in sand, they remove these traction mats and put them underneath the wheel. Suddenly, new traction is found and the vehicle moves forward again.
A skilful consultant and facilitator uses very much the same principle when it comes to solving issues of momentum within teams. Or in this case, a group that had the same objective, but needed to find it again.
The Three Key Elements of a Successful Framework
- Relevant: The analogy must be relatable. There must be a visible relationship between the problem that’s trying to be solved and the framework that is being used to solve it.
- Teachable: A framework must be quickly teachable. It needs to be built out of proven vocabulary and simple language that everyone can quickly digest and understand. Ideally, the framework is visual in its construction and allows people to quickly assimilate it through all modes without an instruction book.
- Proven: The framework needs to have a track record of success. It needs to be specifically proven to carry a team through the phase it is currently in. For example, there are some business frameworks that are outstanding in assisting an operating up business with customers, cash flow and momentum. There are others that are much better at helping a new business explore options and find traction while it is trying to find product market fit. If you use the wrong framework for the phase and time that the business is in, you can easily consume precious time, money and resources.
The Magic – Multiplied
I’ve been able to coach, train and equip leaders to walk into those tense conference rooms and get the team back on track. Does it alway work on the first try? Well no, but if there is a mutual success to be embraced, you will find it.
In working with frameworks with dozens of teams, I’ve noticed a three-step process that encapsulates the typical journey:
- The team pushes itself to exhaustion by using an individually focused, linear, “we’ll just push harder and through it” approach. Frequently two or more team members are locked in a noisy battle about which approach is the “right” way.
- A framework is introduced, then is quickly tested. The team learns the new framework and then moves into a heavy debate over the strengths and weaknesses of the framework. Great frameworks welcome this test and are improved by it.
- A shared paradigm gets established. The framework is embraced and creates a new path. Confidence is built in the team members and momentum to solve future problems is established.
So, where are you stuck today? How might a framework help you move the team forward?
Wrapping it Up
Getting back to our story: we kept the business, and in fact, it was a turning point in the group’s relationship. Real emotion was shared, people felt heard and understood and deep commitment was established.
My specialty is helping teams to shape fresh strategy and turn it into operational capability. I’ve coached leaders in dozens of seemingly unsolvable functional conflicts and helped forge relationships that are able to stand the test.
If you’d like to talk about how I might help you and your team accelerate your time to success, please reach out to me via email or use this link to put a discussion on the calendar.
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