January 29, 2019
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It is said that the first rule of
In Six Sigma projects, we often use some variation of Sakichi Toyoda’s 5-Whys process. It is a simple tool to help you find the root cause
Why is difficult. It is usually viewed (and felt) as a transition time between a statement and a response. Most people don’t feel like their own why matters, and to most that ask, it doesn’t. Why makes us vulnerable, for both the one asking and the one responding. “Do I respond with the real answer?” Or to the asker: “What if they tell me something that I don’t want to hear?” If we apply Covey’s seek first to understand, then to be understood principal, then we must own the concept of why.
When I conduct sales training, I often employ a game to help sales professionals to learn to ask questions. Simultaneously asking a question, listening, and reading body language is
The goal in this is to identify the emotional reasons that someone would purchase from
In leadership, I teach the same principal. When someone makes a poor decision, you should ask why! If someone is highly successful, then ask them why! Continue this process of digging deeper and deeper (and deeper) and you will discover the real root or innate reasons and motivations behind your team’s actions. But here is another key take away: if you want to build relationships of trust with your team, you need to understand their true motivation.
Leadership is a bit like being a personal trainer. Initially, you just have to help people show up and get to work. But over time as you fight the battles together, you begin to develop true rapport. That is until the time that you need to call them out for something. This will be the real test. If you simply tell them they are wrong, you will erect a barrier while only affecting temporary change. If you want lasting change, you need to tie in how their current action is incongruent with their real motivation. Like the trainer that pulls out a picture of you from your first day at the gym and asks if you really want to go back to looking and feeling like you did on that day, leaders need to truly know the motivations of their team in order to influence them through the hard times.
Consider how you might be able to dig a bit deeper
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