I was recently updating some credentials through a major government agency and was reminded of a recurrent blindspot I see with clients who engage my help with their business growth plans. This issue is the kind of thing that is buried deep in the organization, and are what we call “gumption killers.” They are silent and very effective at taking the wind out of the sails of people trying to do something new.
This is what happened: I had just completed about 20 pages of documentation, each with specific and lengthy questions. The document required third-party endorsement signatures and copies of current identification documents. I had traveled some distance to the site where I needed to present this information and was unable to proceed because one of the respondents had not properly dated their signature.
I was advised that I needed to re-engage the signatory. When asked where on the form it stated the official format of the date, they shrugged and stated they were there to simply assure that forms were done uniformly.
This is what is called a “tripwire” approach to assuring process conformance.
Whenever people who in good faith complete a document package and are unable to pass the initial gate and get bounced from the system, you have an issue that is going to stop progress dead in its tracks.
Contrast this with what I call the “guardrail” approach to a safe and reliable outcome.
With the “guardrail” approach, the firm establishes a policy that starts with principles and its need for existence. It clearly states why it is important and what is needed to assure that the activity can safely pass through this gate. It provides the guidelines to take away the “gotcha” moment and allow creative work to proceed.
For a real world example of this, let’s look at a traditionally underutilized resource in a firm and how the guardrail approach helps bring value.
Redeeming the Curmudgeon
In workshops we frequently talk about the value of the organizational curmudgeon. This is a person who takes it upon themselves to constantly point out why things will not work based on experiences they have had in their typically lengthy career. They frequently get labeled and somewhat separated from the group – rarely getting invited to meetings where new value propositions are being formed.
This is too bad, since these individuals have a great deal to share, and with some prompting, can do it in a way that creates a positive outcome. Just how do we go about activating our curmudgeons in helping to establish new activities?
Well, the short answer is to move them from tripwire mode to guardrail mode.
Here is some specific advice:
- Go chat with them privately early in the process. Paint the context and ask them to share their experience in the area, but be ready for the early, “we tried it once and that won’t work” response. It will take some time until they believe you are there to really get their input. Listen actively and ask lots of questions. The key here is to seek to understand the precise context of their experience, the constraints and the learnings.
- Keep the discussion moving. Share some more specifics about what you and the team are attempting to do and be ready for a repeat of the “no, it won’t work” response (that’s ok – we can work with that).
- Now’s the time to unpack that “no.” Find out how far they went and what specific real work they did to verify the issue raised. What prompted the group to stop moving in this area?
- It’s time to ask the most important question: “What do you think could have been done differently to make it work?” Uncap your pen and write down everything. Be especially attentive to sentences that start with, “You know it just might work if…..”
- If it seems appropriate, ask them if they would like to be part of the team, or if they’d prefer if you played the role of go between. A “yes” to either one is a good thing.
Does the guardrail approach always work? Always is a really big word, but I would share that my clients have a very high success rate using this technique.
Do you need help with a Cross-Functional Team challenge? Reach out to me at 847-651-1014 or use this link to set up a 20-minute dialogue with me directly in my calendar. Thank you.
Related posts you can benefit from…
