Introducing the CORE Engagement Model

Rallying the Troops & Channeling the power of your INNER CORE. The path to an engaging culture and ethos.

“But wait, what’s with this overkill about changing myself? Isn't this supposed to be HR department’s job? And where am I going to get time for all this fluff? Do you even have a faint idea of what I am going through? Boss, I work 70-90 hours on most weeks. So, you think it’s fun to attend these stupid conference calls at the most unearthly hours? And now you want me to sit through this moral-science lecture, be-good, see-good, say-good, do-good… Give me a break, dude. Put yourself in my shoe, isn't that what your crap empathy thing is all about? How come you aren't able to practice it yourself? Go, talk a walk buddy. Listen, I haven't become a manager just from nowhere, okay? It's taken me years of hard work to get here. And I know how to get things done. Some nerve, Eh?! For one dolt of a junior executive to get back at me like this, in my 360 degrees feedback. To hell with it! Who does he think he is, to sit in judgement of me? Without knowing a thing about what it takes to keep the business running. Can’t even write a proper email! I am Sorry, I didn't mean to be rude. Forget it . Let’s talk some other time.”

Neeraj slammed the phone after talking to the new HR Manager Atul. This is one of those days again! He’s had it with these new initiatives and “revolutionary" ideas that seem to pop out of every nook and cranny of this place. 

Isn't that a typical conversation overheard a zillion times in some of the most familiar settings? It doesn't matter who is at the receiving end of this tirade, does it? The one who does the talking (or rather letting off steam!) definitely knows a thing or two about life in our organizations!

Alright, agreed that employee engagement is important. We’ll organize some training programs. The damn thing has this typical “soft” skill smell and feel to it. We’ll get some surveys and 360 degree feedback process to fix this. Maybe organize some “fun” events, order a few more tennis rackets, cake, coke and beer, and lo behold, we’re set! Rest of the survey findings can (and must be) be canned till next year. Watch out, lest the whole thing becomes a pain in the neck!

Well, that’s a story many of us can relate to. From all that we’ve seen about engagement so far, one thing is becoming clear. We are not just talking about changing of behaviors or even attitudes. It looks like, what we’re up against is something more deep rooted and fundamental. Basic belief systems and identity can’t be challenged without expecting a backlash, howsoever couched in genteel corporate jargon we may push them. And precisely for this reason, we need to show greater sensitivity while planning any radical culture change initiative of this nature. Geert Hofstede spoke at length about cultures characterized by high power distance (the acceptance of wide power differentials and inequalities across hierarchies in societies and organizations. Incidentally, India and many Asian societies score high on power distance index). And that didn't happen over few years or generations. It is deeply embedded in our collective consciousness. Higher people engagement may seem threatening to this equilibrium, at least to many who’ve thrived in it. A fear of loss of control is only part of the worry. “Will I be even taken seriously, if I am seen as being too people-friendly?” is a big concern for many stalwarts from the almost military style “command-and-control” management systems from the days of yore. And many of them are highly committed conscientious folks who’ve risen through the ranks by sheer grit and hard work. They have also tasted and seen success (at times massive) with the command-and control style. How do you get them on board?

If you are a business owner, CEO or a very senior leader, by now it must be obvious to you that the “environment” is where much of the work needs to be done. You cannot afford to antagonize the leaders and managers in your organization with highly disruptive change while they are feeling anxious and bereft of vital support. At the same time, this change is also critical to your massive growth and expansion plans. You do realize that without a highly engaging ethos, the existing weaknesses will undoubtedly get aggravated, triggering a domino effect with catastrophic consequences. You’ve been around long enough, and have see that happen to many businesses and organizations.

So, starting with this article, we will look at a wide gamut of issues related to environment (so beautifully expressed as “Mahaul” in Urdu), and how we can rally the troops to create an engaging culture.

In this article, let’s take a close look at the most fundamental ingredient of this culture:

The leader’s readiness for engagement. Who are we referring to here as a leader? Well, it could be the senior most leader in the organization, or the large number of senior, mid-level and junior leaders, managers and domain/functional experts who are expected to influence and get the best out of teams, working groups or even task forces. How “engage-worthy” are you willing to become? What happens if you choose to opt-out of (no doubt) what can be an intensely challenging change (at times), and stick with the status quo? An engaging culture cannot sustain itself in thin air. Every leader in your organization must embrace, enrich and and live this culture to make it transformative in nature.

To  those who are still unsure of hopping on the bandwagon: The alternative could be more of the same, or worse than what you’re seeing in your organization or team. If you are lucky to be experiencing massive success, at some point you might want to look at making it sustainable. You can come back to reading this series at that stage!

Great, so you’ve reached till this paragraph? Now, consider this: The trouble with leaving this engagement thing to your learning and development department, and the nobility around the corner office, can be manifold. Your folks might get all pumped up after attending those “revolutionary” offsite events and workshops. They come back brimming with ideas. But the excitement is rather short-lived as the fledgeling initiatives wither against the onslaught of daily work-realities. With support missing, cynicism creeps in big-time. That leads to not just loss of morale, but also a firm belief that nothing’s gonna change! And you bet, that belief can prove to be your Achilles heel, becoming a debilitating self-fulfilling prophecy over a period of time. There is no incentive to take the offbeat track. The “mojo” is missing as people are happy reacting and responding to, and fixing situations and events. They become territorial, wanting to safeguard their little silos and fiefdoms with odd chores like information hoarding and status gold-plating. Here on, you can keep dreaming about “fluff” like initiative, creativity, transparency and above all a passion for growth and renewal. And don't even think about highfalutin concepts like adaptability, innovation and genuine value creation! Insecurity, fear of irrelevance, and “impostor syndrome” were never known to be powerful motivators. Lip service takes over, while you keep wondering how this slide began.

As a leader, you certainly want to feel more powerful than that, don't you? Deep down, even you’d love to be a leader that people look up to. They want to be led by someone like you. While your peers are still stuck in their old patterns, you love to be a pioneer and trendsetter. To be part of a winning empowering narrative like this can be intensely rewarding. Readiness here, is not just about the intention, but also about at times swimming against the tide, and committing to a change pathway that holds immense potential to raise your sense of pride and fulfillment in whatever you do. In one bold and daring stroke, you’d have differentiated yourself from everyone else, especially your peers, and at times even your bosses! In a celebrated dog-eats-dog world, that means a lot, doesn't it? So, let’s see how to get moving.

What do you stand for? You may be a CEO or a team leader. Your span of control may be vast or limited. It doesn't matter! We’re going to do a small exercise now. Imagine that we are looking at a picture that has images of you, your team, and whatever you do in your role. A two-dimensional or three-dimensional snapshot. Pick whatever works for you. First, let’s take out everything related to the organization’s vision and mission for a moment from this picture. Then, we’ll remove the current top three priorities of the organization as well as your department and/or team. Next, we’ll take out the goals and objectives, and stated responsibilities of your role/position. In short everything that you are expected to deliver and also the manner in which you’re supposed to get there. Of course, we are not looking at your personal life at all! What remains after all of these have been dismantled, so to say? What do you expect to see in the picture?

Actually, nothing much! (Sorry to pop the balloon so fast) In case of normal leaders and managers, that is. Not quite so when it comes to the engaged leader! The picture actually starts looking very interesting in the latter case. This is where you get to see what he/she actually stands for at a core level. What are their values, their core beliefs, their passions, and the ideas and themes that excite them? What are their pet peeves and the frustrations that get their goat? What values do they hold so close to their heart that they can fight to the finish if these are violated or threatened? Is it a fanatical obsession with quality? Or is it about perfect design of an engineering product? Or maybe outstanding commitment to customer service, come what may? Is it about process rigor and predictability? Is it about an upbeat team culture? Or maybe an intense desire to be in the top 3% of super-achievers at all costs? Or is it about creating and nurturing a learning organization? 

Think about it. Look at yourself in this picture. What do you see there that is at the very core of the unique professional identity you seek for yourself? Feel like adding some adjectives? That’s great! Note them down. Now think about your career aspirations for the next three to five years and even beyond that. What more would you like to add into this core, so that the mere thought of it gets you buzzing with positive energy, exerts a magnetic charm and gives you goosebumps right now?

• What must happen at this core? What change will get you those outcomes? 

Remember, in the previous article, we had prepared a radar chart “The Wheel of Engagement” to rate your own workplace? Now, we are going one layer closer to yourself with this analysis and outline what constitutes engagement for you at a very deep personal level.

The Core Engagement Model

Before that, let me give an overview about the conceptual framework around which I’ve written this Article series. I have called it the “Core Engagement Model”. It is illustrated below. This simple framework takes its inspiration from the multiple layers of planet earth (starting from the crust as the outer most layer, followed by the mantle, the outer core and the inner core). To me, the Core Engagement Model is a multi-layered template that leaders can use while transitioning from where our friend Neeraj was to a  zone of true engagement.

This is where the leader and his/her team connect to an inspiring, shared agenda and vision. And from there on,  enthusiastically commit to robust action leading to well-defined outcomes. 

CRUST: The outermost layer is the shallow end characterized by the ‘flavor' of the day, the crisis of the moment, that “ultra-urgent” thing. In short everything that leads to the familiar adrenalin surge, increased cortisol and other stress hormones for the leader/manager and the team. Oh yeah, this is where most of the firefighting histrionics happen. As they say: “Well done. Keep it up”!

MANTLE: Just below the crust is the mantle, the layer of relative stability, where the mundane, routine work is executed to keep the show running. Lacks the drama and edginess of the crust. Nothing much to write home about in terms of excitement either!

For many leaders and managers, most of the time is spent moving back and forth between the crust and the mantle. By the time one settles down at the mantle, the alarm bells start ringing for the next bout of firefighting and you’ve landed back in the crust.

OUTER CORE: This is the zone of the big picture, with hopefully a more long term focus on the organization’s big priorities and vision. A strong outer core may have a salutary effect on the mantle over a period of time, by properly aligning the leaders and teams and increasing their readiness to manage challenges better. That’s what the corner office nobility likes to believe! Alas, the picture isn't so perfect. Even with priorities being reasonably well sorted out, that “punch” seems to be missing somehow. People are doing what is expected. Sometimes they do surpass these expectations too. But we are nowhere close to the engaging ethos that we’ve been searching for all this while. That is what leads us to the inner core, which is actually about the leader’s centrality in creating and nurturing this engaging ethos.    

INNER CORE:

The inner core is all about the Essence of you the Leader and your core identity. Your passions, values, ideas and everything that reflects your style and substance as a leader. This is the most critical aspect of an engaging leader. The trouble is that many leaders are so busy in the mantle and crust regions, maybe occasionally straying in and out of the outer core. But, rarely getting the time to reflect on how to operate out from the inner core, and align everything they do in the other layers to the essence of who they are and who they aspire to be. I believe that this missing link is leading to turmoil at the other three layers. Perhaps we end up spending too much time, energy and resources at the crust. Or we are wallowing in the almost indifferent monotony of the mantle. And even in the outer core, while we maybe connected to some (“divinely ordained”) business/organizational vision and charter, the fact is we’re just going through the motions. It is the inner core where the greatest opportunity exists for scripting a powerful narrative of renewal. I’ll go so far to say, that makes it the fascinating pivot for a renaissance of sorts. So, let’s now take a closer look at the view from your INNER CORE.

View from the INNER CORE:

Time to create a simple mind-map, or a 1 para write-up! Get your pen and notebook ready folks. Reflect on the following question for 3-5 minutes:

When the history of your current role (and maybe  the next one, and the one after that too, if you think it makes sense) is compiled, what would you like to be remembered for? Beyond achieving (maybe ambitious) targets and objectives. What will people excitedly recall about your “era” and the impact that it made?

Some examples ( I am sure you’ll come up with even better ones!): “It was during Asifa’s time that our department totally embraced knowledge management as a way of life, creating a superior learning organization of  sorts. Everyone felt so charged up in learning new things, sharing knowledge and even enriching the knowledge continuously. Not everyone can motivate people to contribute so much, and almost selflessly” 

“Our customer relationship and engagement practices were so completely transformed when Mayank was heading our group. So many of our accounts got upgraded to real ‘partnership’ level. He has this amazing radar to detect the customer’s unarticulated desires, and then inspiredly drive the rank and file to go all out for audacious goals.”

Scan what you’ve written and mark out the keywords, special themes, ideas, and also the adjectives you may have used while describing. Make sure that these are way beyond what you are expected to deliver in your role. The key is to peg them a few notches above what you think is possible. Yes, slightly larger than life in that sense. So that it’s gonna be truly exciting! Refine and add more words/ideas if needed, especially things that mean the world to you. Over a period of time, you can even create a personal vision statement based on this view from the core. More on that later.

And for what reason are we doing this here? Well, this inner core is an intangible factor that people can “sense” in a leader. It doesn't matter whether you know about it, or even what you think about this core and my simple core engagement model. Well, the fact is that they seem to “get it” without much trouble! Teams have this amazing “sixth sense” to figure out if the leader’s inner core is having some worthy matter or not. There is no need for any explicit communication on your behalf. You don't need to herd them to a conference room for a 360 degree feedback session either! They have an almost “clairvoyant” knack of tapping in and figuring it out. And just to repeat, the organization’s vision or business goals are not part of this core! They don't need to go looking for it in your inner core, and they know that pretty well! So stop giving them sermons about the VISION of the Organization at these times! 

Now, this might be a provocative idea. I am okay to stick my neck out nevertheless! When people look to get inspired by a leader, it is this “intangible” inner core they want to connect to. Beyond the routine drudgery of everyday life, it is this “connection” that has the potential to motivate people to embrace and ace disruptive change with confidence. And that’s why time spent in defining and refurbishing this inner core can fetch you big rewards in the long term. And also swipe you in to the exclusive club of engaging leaders. You can no doubt save all this mighty trouble and continue being an executioner. The choice is for you to make.

Great! So, now we have a fair idea about what’s there in your inner core. At least we have a draft version that can be refined later. Now bring back the items we had removed earlier (related to the organization’s vision and goals, and the specific targets you and your team/department are pursuing). As you keep pursuing these, how can you ensure that the inner core also shines through? Let’s take a short break now from all this talk about core! Hmmm, the time is ripe to wade into another potentially provocative theme of this article!

The Politics of Engagement

How savvy are you to effectively work with the “political” backdrop within your team and organization? Many of us love to proclaim that we hate “office politics”, and yearn for the pristine glory of the organization where pure professionalism thrives! The elusive search for that organization continues, and be that as it may! In the meantime, let’s look at how a successful leader takes the political bull by its horns, and installs a result-focused and engaging culture. There is a reason for bringing in this topic right here in this article. In spite of the best intentions and devoted efforts, many leaders flounder when faced with disparate interests and agendas that catch them off-guard. When diverse and at times competing interests collide, the readiness of the leadership faces a litmus-test. In this article series, we have looked at various skills, ideas, behaviors and capabilities that are needed to nurture an engaging work ethos. We are going to see many more. And I am sure, you’ll identify many that aren't covered too. Good, it is great to see that list grow. But, do you also realize there are times when you’ve got to summon up many of these elements without advance notice, at real-time, in parallel and in the midst of extreme threats and challenges, much more than what we’ve seen so far? As Captain of the ship, it is moments like these that will create a narrative about you. Your response and approach at this real-time is what sets the tone, tenor and character of the meaty part of what we call “real” engagement. Long after your current assignment or role is done with, this narrative has the ability to float around in the “Mahaul" (Urdu for atmosphere).

You’d like to rally the troops and convince them to sign up? They are keen to know how well you’d fare when engagement may not look like an easy and obvious option. It’s all very well to figure out your inner core, but to what extent can you defend this inner core in times like these?

I have a feeling that this section may open up more questions than answers. And that is fine at one level! It is good to toss up questions and figure out answers and insights in due course of time. 

We’ll also look at some of the dilemmas, challenges and threats that present themselves in our teams and organizations. And what does it take to be an engaging leader while responding to them. Note that this is not an exhaustive list by any means. The idea is to explore meta-approaches that can then be fitted into other contexts and situations too. Here are a few ideas to engage with the political system in the organization.

Connect the Inner Core to the Outer Core

Go back to those wonderful points you’d outlined in your inner core description write-up/mind map. Quite often, leaders who aren't lucky to get their inner core level aspirations met may experience high levels of frustration and feelings of stagnation. It is a no-brainer that such leaders are seen as (near listless) executioners by their teams. Instead, the smart approach is to seek out opportunities aligned with organizational level priorities and initiatives to “satisfy” your own core level wants.

It could be a big change in way of working, an audacious business goal, an operational excellence initiative, a radical change in business or market priorities. Pick something where you can work out from your inner core too. That way you can also access more resources and support from the organization. To an extent, you may be able to make this connect in your primary role and responsibility (maybe in the department, project or program that you are responsible for). Well, that’s expected of you. Make sure you don’t settle only for that. Identify initiatives and priorities of the organization that you and your team can actively champion, beyond the call of duty. This is where you have greater opportunity to increase your influence and visibility within the organization. You are now proactively seeking out these opportunities, keeping in mind the interests that match your inner core. Rather than waiting for hand-outs from your bosses. What’s more, you can also check for ideas that may resonate with their core too! You are slowly becoming a pro in this. You’ll need to fine-tune your pitching skills so that you can swing deals in your favour. Before you even realize it, you are now at the centre of significant political churn and maneuvering! Well, it’s just a start. So fasten your seat belts. Over a period of time, you may even champion ideas from your inner core that can add superb value to the organization. This becomes your core agenda that will shine through and eventually provide the “buzz” about your “era”.

Ideas Bind: “Recruit” a Core Engagement Team

Cool! We have secured a vehicle or channel for your inner core agenda. You need the right folks to support you in taking it forward from here. Within your team, identify people who seem to have a natural flair for the themes and ideas that you have chosen. Forget about hierarchy for a moment. Simply list out the names of people regardless of their role or designation. Remember the Strengths exercise we did in the previous article on “Rallying the Troops”? It’s good to revisit that now. Identify names from outside your team too. Within the wider organization, your bosses, and peers too. Add in key movers and shakers in the organization where possible. Prepare a simple chart with all the names randomly thrown in. Doodle away to glory and put some smileys too if possible! This is your potential core engagement team. Make it look awesome. Along with their strengths, also consider ideas and themes that resonate well with their core too. Some names may get added or dropped as you do this. Look for a good mix of experts, idea “gurus”, self-starters, cool and quiet contributors, trouble-shooters, and risk takers. An eclectic mix indeed!

This is your inner circle. They are the potential change catalysts and evangelists for your change agenda. Keep them with you always! Not that others are to be excluded.

A core engagement team rallies around compelling ideas and themes. Especially when it is led by someone who sets the agenda, owns and drives it with an absolute firm conviction and clarity of thought. It is surprising that there are several leaders who don't realize the overarching importance of passionately radiating this belief. 

Talk to them informally at an individual level and in focus groups, and gather ideas and inputs that will help you prepare a blueprint later. Right from the start make sure you are in a deep and active listening mode. Pay close attention to your non-verbal cues (the smiles, the nods, the gestures and eye contact & more) and demonstrate openness and inclusiveness as core values. Do everything possible to make it part of their core! You are connecting at the level of Purpose and Values. That’s the key, and frankly that’s what matters over everything else. Don the mantle of the all-knowing high-priest/priestess now, and you’ll have all the time in the world to regret at leisure later. And get bogged down in the maze of micro-management. Aww, some of our leaders simple love that golden brown CRUST, don’t they?

Bring in some Naysayers too

It ain’t a core engagement team if you’ve packed it with your favorite yes-men and yes-women. Make sure that you include a few of those straight-talking folks who care two hoots about what you think when they hurl truth-bombs at you. They can tell you facts without batting an eye. Challenges to the status quo are to be welcomed at times. You need them to give you the all-important early warning signs that the “Hosanna Crowd of Yes-men” won’t come up with. But then, you know how much of a pain in the neck these naysayers can be, at times. Of course, you’ve got to avoid appearing dismissive or intimidated by such dissent (healthy or otherwise). We’d spoken about having ground rules sometime back to rein in the super-assertive folks once in a while. Press the refresh and reload button please!

When you talk to the Naysayers, make sure you note down the points of differences, divergent views and ideas. Keep clarifying with open ended questions. Gather multiple perspectives, as some of these folks are fine thinkers with a keen sense of observation. Their brains are the catchment area. Congratulations, Look at you! You have started your formal risk identification phase already! Pick on those brains right away!

Manage the Spoilers

Then there are the spoilers. These are folks who work at cross purposes to derail progress. They have their own axe to grind perhaps. When you’re taking up initiatives that disturb a certain established order, some restlessness is bound to be stirred up. This cannot be avoided fully. As a leader, you've got to spot them and keep a close watch on their actions and motives. At times, you may need to periodically “allow” good and not-so-good facts and data to “surprisingly” or “accidentally” tumble out into the open so that the spoilers face a little extra “heat”, and are feverishly second guessing your next move! Of course, keep your core team and the naysayers fully engaged and “in the loop”. A lot of the opposition plays itself out via subtle intrigue and indirect subterfuge, rarely as direct confrontation. So an effective informal radar is good to develop and keep, so you have a sense for which way the wind is blowing! Some of them may realize the futility of continued opposition at some point in time. Especially when they see an engaged work ethos at work they may rush off to other places to peddle their wares (it’s a pity that many of them haven't ever experienced the joys of an engaged workplace in their lives)!

The other strategy some spoilers may use is to provoke you into emotional outbursts. Stay calm and composed when people try to unnerve you, push your hot buttons. As they say, don't wrestle with a pig. Avoid the wrestle, and they get confused, as they were raring for a fight. Oh, Come on! A composed and measured response knocks them off! This is a trick such people deploy to divert your attention, and the attention of others from some of their own shortcomings, insecurities and also to hide some skeletons in the closet. So, they manufacture outrage and drama by provoking you. Or they feign feelings of hurt, sullenness, or despair to put you on the defensive. It is a manipulative ploy to get what they want. The bright light of information and searing heat of facts can be a bit too much for some of them at times! So, make sure that transparency is given a leg up in your regime. Some spoilers will flee in no time! Yo! You just stay cool as a cucumber while all of this happens!

Yes, you might like to think that some of them haven’t outgrown their kiddish selves. Pity them, don't sympathize beyond a point. Keep the focus on the issue at hand. Express your disagreement or anger or disappointment very firmly without raising your voice. Instead of thumping hard on the desk and growling, how about saying :”Mark, I feel extremely disappointed and angry at the way this issue is left to fester. We had identified three options that you had agreed to consider, to get some progress. It’s been a week and I am yet to see any movement. Is there something that I am not able to see here? I am keen to know your side of the story”. Your emphasis is on facts, and how that has made you feel. Mark can clear the air vis-a-vis the facts, you've left the door open to reconsider your opinion based on his clarification. He has also got a clear picture about your feelings. By stating it matter-of-factly, you have avoided raising your blood pressure, and coming across as someone “not in control” of his/her emotions. Most importantly, the issue has not been aggravated with inter-personal dimensions that may perhaps delay the resolution of the issue, and even damage your standing in the fraternity.

If the spoiler runs wild with his/her opposition, then don't hesitate to take drastic steps, including disciplinary action, termination and the like. That may turn out to be the best option for them and you.

Summary:

In this article, we have looked at the CORE Engagement Model. Our focus in the previous articles was on keeping the show running, and stabilizing the situation when things go out of hand. As we’ve seen in the CORE Engagement Model, this is the zone of CRUST and MANTLE. We want to do better. The answer lies in operating out of the inner core. We have learnt to set up a core engagement team. This is about rallying the troops to build a truly engaging work ethos. We have also looked at navigating the political landscape, building convergence and managing divergence. This is a critical skill that the leader must develop to ensure that the change agenda thrives. In the upcoming articles, we will look at institutionalizing the right tempo for the engaged team ethos. We will later look at self-leadership for the leaders to engage themselves!

Engaged Execution: Rallying the Troops with an Enabling Culture

What does it take to unleash a high performing team ethos that draws in and nurtures the finest talent? There is general understanding and acceptance that lack of an engaged workforce is detrimental to the survival of any organization. Apart from the annual ritual of employee satisfaction surveys and customary task forces thereafter, to what extent are we creating conditions that support employee engagement? Remember what we discussed about laying the foundation? What matters is the everyday instances of employee engagement in our interactions and actions. In the first part of this series, we had looked at delegation of responsibilities, especially the platinum handshake. As you might have noticed, that is largely a transactional view. You want to get something done, so you’re ensuring everything is in place to get you the best outcome. One of the enduring jokes in office corridors is about the manager who suddenly becomes friendly, “warm” and approachable before assigning some “extra” work. That saccharine sweet grin and the glint-in-the-eye is more pronounced after 6 pm for “urgent” and “critical” activities! The touchscreen controls are de-activated, as soon as the work is over. Till the  next critical activity comes along. In the interregnum, it’s perfectly kosher to look through you as life is too hectic.

Ever wondered what’s the scene like vis-a-vis people engagement the world over? Take a one minute break right now. On your online search window type out the following and press enter: “percentage of employees engaged at work in the global workforce”.  Spend some time reflecting on the search results. No doubt, our thought leaders don't spare a chance to wax eloquently about why engagement is critical to the bottom line of any organization. So, then, how do you relate to these search results? Have you sensed a disconnect between intention and reality in your own environment? Or would you rather repudiate this picture? If not, think about the massive opportunities that are perhaps getting passed over, almost at a global level, due to insufficient people engagement in our organizations! I’m sure you’d agree, it doesn't take that long for sub-par engagement to degenerate to plain indifference. In the Indian sub-continent this not-too-wide spectrum is somewhat immortalized in the everyday phrase “Chalta Hain”, a vivid form of “sometimes-couldn’t-care-less-and-somehow-the-show-will-keep-running-acceptance”!

The global talent war and crisis can only get worse if our workplaces aren't engaging people enough. It could show up in many ways. Inability to grab new opportunities, difficulties in growing and scaling up, slow and inadequate response to competition, poor customer satisfaction, lack of innovation, dysfunctional and toxic work-cultures, inability to retain high-caliber talent, an inadequate leadership pipeline, lousy fixes to big problems, work-life balance that’s gone kaput… the list is quite long indeed. For a leader, it could mean endless frustration fueled by a vicious cycle of loss of control plus a sense of virtual siege. There’s so much more you’d love to take on, but you feel held back constantly. You secretly admire those few peers who seem to have cracked it all with an upbeat team that delivers. You’re convinced that they’re mostly lucky to have got “excellent people” to work for them. It’s tempting to rationalize it: “You see, it is the global forces ‘out there’ at work. Talent crunch is crippling everyone!” “The new generation of employees are too-demanding, they’d rather chill out than contribute enthusiastically”. How can we be an exception, after all?! It’s hardly a consolation to know there is comfort in numbers, isn't it? But it can certainly lull many leaders into a sense of despondency and inaction, waiting for things to sort out, waiting for the “organization” to fix it, for the recruitment team to get the right folks, for the learning and development group to manage the talent… So much indeed needs to be done!

Yes, it is absolutely essential that the entire organization works in cohesion to get around this crisis. A word of caution though! What is this crisis we’re trying to fix here? What exactly is the problem? More importantly, do we recognize the danger with all-encompassing labels like “talent crisis”? Remember the story of the blind men and the elephant? How can we avoid similar diagnostic errors, especially when the stakes are so high? While the other departments get their act together, can at least some part of the talent crisis be handled better with an upbeat work culture? Wherever you are at the moment, (in the meantime) isn’t it better to work from your circle of influence as Stephen Covey so beautifully told us many years ago?

Let’s step back for a moment.

Imagine a dream scenario where you have sorted out this engagement conundrum. With an engaged workforce what change are you expecting to see? And don’t just look at it from their perspective. Let’s turn that gaze inward, for a change!

What does Engagement mean to you?

What makes you feel like being in flow as part of an engaged work ethos? What do you look for at an individual level? Is it the nature of work? Do you value the scope to learn, grow and enrich yourself? Is it about the quality of inspiring leadership that you can look up to? Or is it about feeling valued, trusted and cherished, and thereby motivated from deep within to enthusiastically contribute, and enjoy the time that you spend in the organization? Is it about the amazing collaborative bonds with people that seem to work like magic?

What is your idea of engagement?

Draw a circle on a piece of paper. Divide the circle into multiple sectors, as shown below. Your circle now looks like a wheel with multiple spokes (five to eight spokes will do for now). Alongside each spoke write down one key aspect of employee engagement that matters to you personally. Let’s use this wheel like a radar chart now. You can rate each aspect of employee engagement on a scale from 0 to 10. The centre of the circle is where all the spokes intersect. This point corresponds to a score of Zero. The point where the spoke meets the periphery of the circle corresponds to a score of 10. On this scale, what score will you give for the quality of leadership in your organization and your department? Yes, you’re getting to rate your leaders and managers too! Is it 7 out of 10, or more, or feels like lesser the better? What about the potential to learn? How about growth opportunities? To what extent do you feel valued and cherished? Go ahead and rate every aspect, and mark the score on the spokes of your wheel. Connect all these points to form a radar plot. How does this plot look like?

Are you happy with what you see? If not, what would you like this plot to look like? Are some spokes better off with higher scores? Would you feel more engaged in that case? Where would you like the changes to happen? You can mark your desired scores for each spoke and join all those points together. This will give you one more radar plot on the same diagram. It will be a great idea to get a few of your immediate reports also to do this exercise. And then compare all the charts. Where do you see divergence and convergence? Are you all having similar ideas about an engaged workplace? How similar?

So you’d like to rally the troops and inspire them to reach for audacious targets? And in the process fill them with a powerful sense of pride that fuels the pursuit of success? Let’s explore how this can be done. In this article, we’ll specifically look at two broad themes of rallying the troops with an engaging and enabling culture.

• Igniting Excellence: Enriching the Work Experience
• Influential Leadership: A Valued Partnership built on Trust and Engagement

In this article we will focus on two critical aspects of Igniting Excellence: A Strengths based model of engagement, and Connecting to a compelling Vision.

Igniting Excellence: Enriching the Work Experience

What can you do to provide the opportunity to learn, grow and build a great career? Are you nurturing a work culture that stimulates and keeps them engaged? Guess what, on a typical afternoon at work, such jaded statements are all that you’ll need to put people to sleep! Well, that’s what happens when pious intentions are left hanging in the air (and powerpoint slides) with minimal follow-up. Luckily the finest organizations and most effective leaders have demonstrated how to make it work!

Let’s take a look at some of the best practices:

Let a thousand strengths bloom!: Keep those weaknesses aside for a while, and shift the emphasis to identifying and harnessing strengths. Again, rather than leaving it to chance discoveries, make sure that you dedicate time to observe and study your people. And it’s  not just your reportees, but also your seniors and peers! For instance, when you want to escalate some issue to higher-ups, see how well you can leverage their special talents and skills. Maybe your manager Sudha is extremely tough when it comes to negotiating pricing terms with difficult customers. Your colleague Reema has amazing skills while interfacing with “pain-in-the-neck” internal resourcing teams.

Spend time with them. How do they handle challenges? How do they handle success? What’s their reaction to criticism? What strengths and special skills set them apart? Analyze their big successes in the past. Study their comeback stories after embarrassing setbacks and failures. Where do they draw strength from? When they hit a plateau, how do they relaunch themselves? What do you think is that special ingredient that keeps him/her ticking?

Perhaps, Reema doesn't even know that exact strength which seems to work always for her. It could be her confident unflappable tone when the staffing manager tries to drive a hard bargain! There’s a point beyond which he simply runs out of steam!

Whenever you get time, ask them how they solved a major problem, or found a unique solution. How did your team lead Maya manage to motivate her recalcitrant peer to collaborate with her?

Let them do the talking. Find out those special qualities. Document them. A Mind map will be perfect. Give one branch for each person. And for each person, note down visible and hidden strengths. Put a * wherever you find a strength that'll be vital to secure your goals. Do the same exercise for people in other teams, departments and business units, or even partner organizations. If done well, this is a goldmine! Every time you take up an ambitious target, quickly scan through the Strengths Map for your team, and believe me, you’ll get a lot of ideas. Keep the document updated, when you notice new strengths that weren't seen earlier!

And now to utilize these strengths. Make it a practice to regularly study the strength chart, and identify opportunities for people to showcase these strengths. We had seen this “trick” of engineering positive brownie points in my article about Everyday Trust and Appreciation. Time to revisit that idea! Actively scan through the strengths list. Match up people with complementary strengths. And create activities for them! Yes, the strength is the horse, and the activity is the cart! Get your order right, folks! Imagine the waves of positivity that’ll become routine in your team as everyone gets to showcase their special skills and strengths more often. And to know that they’re being actively sought out and feted too! Does that sound like at least a slightly more engaging work ethos?

Another secret tip: Do this wherever possible, especially at the water-cooler corner, in the verandah, the coffee lounge bar (just about anywhere). Don the role of a name-dropping Santa! ‘Casually’ talk about Reema’s negotiation skills in an everyday-run-of the mill conversation. Or Neeraj’s analytical skills. Or maybe Rakesh’s presentation slides. Keep name-dropping at random. Let others also notice and know! If you can do it diligently, you can soon spread a wave of positive acknowledgement with this seemingly minor step! It feels good too, as you’re using authentic information here! Don't overdo it. Simply say something like: “You know what, this chap Roshan is great at driving teleconferences. Quite a good meeting organizer; gets a lot covered methodically in every discussion.” The idea is to create a positive buzz in the floor and even beyond. Gently nudge people to do the same for others too! With simple questions like: “Hey, I was quite impressed by Neeraj’s report. What did you find interesting?” Chances are that most people will play along. We’ll deal with the others later! For now, get started with the Strengths Map. Don't wait for the pigs to fly!

Connecting to a Shared Vision: The organization has a vision. You may have one for your department or program or project. How can people connect it to their context? The idea is not to read it out or explain the vision, or even stick up posters on the wall! Rather to use it as a guiding framework that will open up opportunities for them. If your vision is to “be the trendsetter and the standard bearer in the field of consulting”, help people get a feel for all the amazing things they stand to gain when they imbibe the values and principles that go with this vision.

Get them to visualize clear and relatable outcomes. Do active brainstorm sessions and help them identify and articulate specific behaviors, qualities and forward looking commitments thereof that will further this agenda. And what happens when that happens? In what way does this impact their roles and responsibilities? Is this inline with their own dreams and aspirations? Side-stepping this question for the “time-being” may seem convenient, but achieves precious nothing, and you know that from your own experience, don't you?! As this picture emerges, what are their concerns and fears? How specifically can you alleviate those, and provide a robust sense of hope instead? Maybe some things are not in your control either! Where can you take support and guidance from?

Look again at them. Do you sense a resistance at some level? Find out more right away. Is it just an irrational fear of change? Or has it got to do something with their self-image and perceived capabilities? In what way can you support them to get aligned? All change isn't exciting. Is there a way to ease the transition? Also, perfection may not be needed everywhere, right? Can you clarify that properly, if it helps?

And it isn't only about responsibilities. How well do you plan to empower them with appropriate levels of authority for decision making? If you don't tell them, they wont know! Agreed, you may not have got it so neatly articulated for yourself on a platter like this. Your seniors may have left it open ended for you to figure out. They did it in their own wisdom. Is it time to make a new beginning? Remember that result window on your browser when you went looking for global trends on employee engagement?

Do you sense any conflict in value systems? Now, that’s a big one, and answers may not be easy! But forewarned is forearmed as they say!

One key point to note: Simplify! Wherever possible, make sure the changes can be seamlessly integrated into their way of working without adding useless overhead. While that’s obvious for sure, it is important that the right balance is maintained, so people can enjoy the process rather than feel overwhelmed!

And remember, at one level this is more about you than them! If you want to make that transition to a leader from a manager, this is where you should be spending some more quality time. Because, they are looking for reference points that they can relate to. And the first port of call for that reference point is you. So, go back to the questions in the previous paragraphs and once again turn the gaze towards you! How can you make a compelling and engaging pitch for this vision both explicitly and implicitly? If there are mismatches, especially at the value level vis-a-vis your own value system, what do you plan to do? Open yourself up for frank insights, and have the courage to look them squarely in the eye. Even if you don’t act on them right away, it’ll save you a lot of bother later! When you start connecting with this level of clarity you’ll radiate an authenticity which is the hallmark of a true leader. Good! That’s one more item ticked off on your engagement checklist!

Another important question you must ask yourself is about giving up success formulae that worked for you in the past! We like re-using these formulae, sometimes well past their sell-by date! With these new insights and clarity, go back to the drawing board, and check if those magic-formulae need some healthy tweaking if not wholesale dumping! Letting go can be hard, especially when it is something that’s stood you in good stead. But remember, fortune favors the brave and wise! So don't flinch, having come this far.

In the upcoming parts of this article, we will explore further aspects of rallying the troops with an enabling culture. We will have additional insights on Igniting Excellence and also look at various aspects of Influential Leadership in practice.

Engaged Execution: Lighting up the Average Everyday Moments

“This graph just doesn't cut it; I hope there’s a shutdown in the city tomorrow”. At 3 AM, the harsh glare of the laptop monitor has become a shade nastier, not in the least helped by this new loud, jazzy and animated presentation template. That stiff back and the shooting pain in the neck have become second nature by now.  Will a third cup of espresso fix it? Even as he bravely digs out some more “factoids” from the project repository for another “reasonable spin”, an exasperated Neeraj knows that luck is clearly running out. He certainly doesn't look forward to today’s management review meeting. Not that he was ever enamored of these “harrowing” talking shops! Two big crises, and three escalations in the last fortnight have totally shattered the deceptive calm of these metrics that no one but the wise man in the corner office cares about. A senior team lead and a business analyst have quit in the last six months. Neeraj and team are fighting with their back against the wall. This program has been one turbulent ride and there isn't any sign of a silver lining anywhere! With the help of his left palm and thumb he tries to gently straighten out the fingers on his right hand. That familiar frozen numbness after midnight.

One thing that worries him a lot is (in his own words) “the lack of ownership and drive” in the team. It’s not as if he doesn't have seasoned players. Some are very hardworking too, and with many laurels from the past. The workload has been pretty high off late, and he is aware that scope definition is definitely a black spot for sure. Among other things, that is! What is particularly scary is the frequent crisis mode that has almost become a norm now. Neeraj invariably gets pulled into this tiresome firefighting. There’s also hardly any respite from the sundry initiatives actively pushed by senior management. He is aware that with so much on his plate, he might be missing out on something very vital: the ability to take stock, reflect, identify changes and drive them to make some impact in the long term. “Am I spreading myself too thin, and just lurching from one fire to the next?” It almost seems like everyone is busy in somehow keeping the show running for just a little longer. The ominous danger signals were always there. It seemed okay to ignore them so long as nothing blew up. Alas! After Reena’s exit (she was the lead Business Analyst for Neeraj’s team for two years) it’s been a continuous tumble. Losing control over the narrative isn't empowering at all. Especially when you are unable to influence the team to even be aware of what’s truly lacking, forget about raising the level of their game. And to top it all, it doesn't help when you’re overly constrained and held back by bureaucracy and hierarchy in the name of processes. With options being limited, it can only lead to a damaging and gnawing self-efficacy crisis.

Say Hi! to Neeraj and many more like him, who at least in private may confess how this constant struggle is almost pushing them off the edge! The execution phase doesn't feel like much fun these days. What looked almost picture perfect in boardroom strategy sessions and the leadership offsite now appears hideous with warts, dents, freckles and more! There are plans and more plans. Continuous improvement drives and disaster recovery documents tumble out of every shelf and closet you can find. So much of what seemed logical and well thought through at planning stage is embarrassingly giving way later. How can Neeraj get his team all excited to passionately go for the best outcomes? What does he focus on?

A back of the envelope analysis may tell you that when all the logical analysis and root cause identification is done with, the changes and corrective actions identified are rarely pathbreaking in nature. Alright, you may not want to say that in public, that’s fine. The good news is, they needn't be either, at least most of the time. If good intentions and sexy metrics were to solve our problems and make our organizations perform better, we’d all  have been laughing our way to the bank already, right? This is not to say these processes and measurements are useless. Where and how are they going to be used is probably a better question to ask. I’d say pay more attention to the where part of the question. That’s really where the rubber meets the road and you get to figure out if that change in fortunes is happening at all.

Is there a genuinely upbeat environment that enables your team to seize the moment without getting overwhelmed? Cut-throat competition is the default setting in these ruthless times. When processes and methods are increasingly looking similar, what can you do to stay ahead, or even survive? The one potential differentiator that holds out the promise of redemption is the level of engagement that people demonstrate in the execution of your change agenda. Not in big intentions and rousing calls to action, but in the daily grind, in those average everyday moments at work. As a Leader, what are you offering that’ll be noticeably different enough for them to give their best and commit to more? And not just that, goad them to go one step further and inject fresh perspective and a creative approach that emerges from the ground level, with an element of surprise. Too much to ask?

The team lunches, retreats, foosball tournaments, bowling alleys, rock climbing adventures may all be good options. But when people come back from the retreat, are they being welcomed to the same environment, or do they sense anything different? On a day-to-day basis, what has changed to motivate them at a deep intrinsic level? Most importantly, what change will they see in you, the Leader? What can make them connect to your new plan of action meaningfully and differently?

Engaged Execution. Good Lord, here comes another fancy intervention from the HR department! A veteran of many such make-believe drives, Neeraj doesn't even try to hide those smirks anymore. Maybe they’ve read some articles on Harvard Business Review or whatever! “Nothing’s gonna change out here. When all is said and done, I’ll be left holding the short end of the stick”. With those words, Neeraj is ready to drown himself in another sea of data and information. Just like Mulla Nasruddin and his lost keys!

Sure Neeraj, you can keep looking for the keys where there’s more light, if that helps. Coming back to engaged execution, here’s what it can do for you and the team:

• Ownership and meaningful Commitment
• Embracing Accountability
• Higher Motivation
• Solution Orientation
• Greater Adaptability, when the unexpected hits you
• An upbeat team ethos + Smoother communication that actually works

The idea is to get people to emotionally connect with the change that you wish to chaperone. At a gut level is exactly where this connection has transformational potential. That totally convincing powerful logic alone wont take you that far.

How do you install engaged execution in your team, project or program? The four pillars of engaged execution are as listed below. As we get into details, we’ll also look at the finer granular aspects of each of these pillars.

1. An Engaged Buy-in: Laying the Foundation
2. Rallying the Troops
3. An Enabling Culture
4. Adapt & Re-Align

The order given here makes sense at one level, and may seem logically sequenced. As engaged execution takes deep root in the team and organization, you’ll realize that a thriving “Enabling Culture” acquires the form and character of an overarching umbrella of sorts. The other pillars seem to merge into it nicely. The juicy bits are all in the “Enabling Culture”. If you can commit yourself wholeheartedly to stick with it, this is where logic fuses with intuition and instinct! So, what’s the reason for this particular order given here? My assumption is that this order makes it easier to implement wherever you are right now. Maybe, like Neeraj you too are in the midst of unprecedented chaos in an ongoing assignment. Some of you may be starting a new customer engagement, program or project. Perhaps you are heading a greenfield product development team. In all of these cases, it might seem more reassuring and less intimidating for your logical brain to know that a foundation is getting created right at the start, and not in the middle! My worry is that an amorphous sounding “enabling culture” as a starting point might not hit the right notes as a definitive call to action for most of us! Once the ball is set in motion, then we’ll see the centre of gravity shifting over a period of time. So, let’s relax for now!

1. An Engaged Buy-in: Laying the Foundation

The logical brain is happy to see the contours of a plan, with bells and whistles galore. Add in the right level of buy-in from your team and you’ve opened the door for engaged execution. We’re talking here about laying a strong foundation that you can work with. 

Ownership of Solutions: Does the buy-in feel more like unquestioning adherence, compliance or is it closer to an open and enthusiastic embrace? How do you get more of the latter? Perhaps, by involving them in the process of identifying the way forward and potential solutions. Certainly not by cleverly making them reverse-engineer the answer you seem to know already! Rather, by articulating outcomes and setting standards, and then leaving it open enough for them to fill in the how. Yes, the biggest damage you can do to engaged execution is by playing the role of the “expert” who knows it all, to the hilt. Ever felt like that labored “brainstorm” session seemed so much like a charade? It happens! Especially when “prima-donna esque” leaders are reluctant to give up some of their control or even cede the limelight occasionally.

Liberation from Tick-Boxing: And how would you know if the buy-in seems more like the “tick-boxing” kind of compliance or an excited embrace? Now, this is where you’ve got to go beyond the words exchanged. What do you see in their facial expressions? Look into their eyes, do you see an air of discomfort, disengagement, disbelief, or disconnect? Make sure you spend time reading the “facial-codes” of your key team members in less troubled times. What are their typical expressions like? Look at the eyes, eyebrows, lips, shoulders, and the various gestures on display when they’re responding to different triggers and situations in day-to-day life at workplace, and even in social settings. Listen to the tone and tenor. Recognize the adjectives when they describe their feelings. Of course, I am not recommending a research project in the middle of crises situations! Keep these in mind during normal interactions with your people. Experts recommend you look at those fleeting micro-expressions that are authentic indicators of their true feelings. Before they can even think of faking it!

So Neeraj, have you noticed Maqsood’s pursed lips getting pressed into a thin almost straight line whenever he is irritated? Or Rekha’s rolling eyes and constant fidgeting and handwringing during that unpleasant performance appraisal discussion? Or Manoj having trouble meeting your gaze, and looking down and away, after his “disastrous” presentation?

The idea is not to get obsessed with body language and non-verbal expressions. Instead, use them as indicators. You’re looking for engaged buy-in. Use these signals to your benefit. Heard that dull tone when Rekha said, “Yeah, that’s fine”? Maybe some more clarification is needed to get Rekha excited about this change? If she’s more of a numbers gal, she isn't falling for presidential style flowery management glib-talk. She wants to see solid data, analysis and logical inferences before she can nod in agreement. Maqsood might be more of a “visual” person. Numbers alone wont convince him. A flowchart here, a few graphs there, and maybe even some photos can give him a “complete picture”. You see, the point is that different people have different ways of absorbing and processing information. Some might be happy seeing your emails and colourful slides. Others want to listen to you, they want the story in your own words. Then there are the serious “number-nazis” like Rekha. When you want to get wholehearted buy-in, it is worthwhile to spend some time to customize your message for the Rekhas, Maqsoods, Manojs and many others. One-size fits all approaches combined with that dour killjoy delivery styles will get you more of tick-boxing, if not unadulterated passive resistance! Neeraj, get your fingers tested; That maybe carpal tunnel syndrome after all!

Show Eagerness to Engage: And let me tell you this secret. It is not just about buy-in. It is also about getting vital pointers, clues and early warnings much ahead of the eleventh hour rush. You want to pick their brains effectively. So, go ahead and demonstrate true open-mindedness and eagerness to explore options with them. Maqsood and Rekha have a few aces up their sleeves, and you really want that, don't you? 

Outcome and Solution Orientation: And of course, keep bringing back their focus to the expectations and standards you’d outlined at the start. They will figure out how to get there. As a leader, certainly you may need to get into a directional “tell-all” style sometimes. Maybe when the crisis is upon you and the muck has hit the fan! Or with an inexperienced and clueless set of folks. But that’s a different problem altogether, needing some other fixes too. In most other cases, you aren't getting engaged buy-in this way.

Competency & Skills Check (when things go right and wrong too): This is also a good time to sort out if the best and most competent hands are in place to drive the change. Are you getting Sheela to play to her strengths, or forcing her to fill in the gaps somehow? What is the competence that is sorely lacking when you know that failure isn’t an option on the table? Who can bridge that gap? Where do you need help? While some of it boils down to seemingly “logical” factors, engaged execution calls for something more! This is when you can actively brainstorm about failure modes, alternate workflows, and contingency plans. What skills are needed when that happens? Are you still sure Sheela can handle it independently? What “preparatory” step can increase chances for success?

From the Archives!: One particular approach that has worked very well for me is to project the ideal outcome, describe it in detail (with some colorful pictures and graphs too; okay, full disclosure: I am a very visual chap) and work backwards to figure out strategies and ideas. And I love putting together mind-maps and flowcharts (with even numbers and percentages thrown in) that “grow” on the whiteboard as the discussion progresses. The flow-chart has this amazing skill to alert you about dependencies! Somehow the initial central node on the mind-map and the empty space all around is like a metaphor of sorts!

And I always start off with a picture depicting the desired outcome. It could be a simple mind-map. This is placed on the top right corner of the whiteboard, as a constant reminder of what we want. As the discussion progresses, it is also a good idea to stop once in a while, and provide a recap. State where we are, and point back to the picture on the top right. I’ve seen people open up with brilliant ideas and some powerful “Aha” moments. It is great to see the picture become clearer as we go along. Maybe it is the excitement (in advance) of connecting to that “heady” feeling they’ll experience when it’s done deal! Somehow, it elevates the mood and it feels like this is going to be fun, really!

Mind your Language, Please! I personally prefer to have the failure mode analysis happen later. And of course watch out for your own choice of words and language. Somehow, at a tense time, you aren't particularly helping by repeatedly chanting dire messages like “Guys, if this doesn't happen tomorrow, this project will be a total disaster, and all your heads shall roll; I’ll take you down with me, mark my words”! Gosh, there goes your engagement (in the office I mean) out of the window!  With Managers like these….   

Generating Insights with Smart Questions: Use more open ended questions wherever feasible. Don't limit them with narrow Yes/No options. Make them pause and reflect. Get them to elaborate, and get others to listen. And when they elaborate, they also get to hear themselves out. You can help of course by sharing your understanding of what they said, and what you additionally inferred. Make sure your body language reflects earnestness to know more. Show them you care for their opinions, and let them feel really valued. Liberally acknowledge positive contribution, good suggestions and ideas. In troubled times, these little gestures speak a lot about you! Will be critical in that culture umbrella we spoke about!

Ground Rules: Have some ground rules in place, so the “smart-folks” aren't subtly elbowing out soft-spoken introverts. You maybe the unitary smart-folk; apply the rule on yourself! Use the simplest words and eliminate jargon. Many facts emerge out of the woodworks when the crutches are taken out! Create an open space where people don't hesitate to say “I don’t know”. More about it in our section on “Enabling Culture”.

Talk about Assumptions: It’s also a good time to get those assumptions out of the wilderness! State them, validate them. Visualize what happens with them and without them! Explore diverse scenarios, and multiple versions of the story with your questions. Are the right priorities in place? Are we just getting short term fixes in place? Mark them with red ink on the mind map. 

Clarify & Follow-up Diligently: Keep using the non-verbal cues and ask follow-up questions to clarify further. Cross check facts and weed out the fiction. This is where some smart friendly intrusive questioning may also work. “What makes you say that? & How do you know?” have stopped many fires in their tracks!

Go Mute: Silence can be used effectively too, to allow all the brains to make some vital neural connections and linkages for best insights. You need them, trust me! Don't short-circuit that process by hogging the airtime non-stop! If you know folks who so much love listening to themselves, tell them to record their speeches on smartphones and play while traveling to the workplace! Sure, it can be therapeutic for some! Not poor Neeraj of course. He genuinely wants this to be fixed, right!

Some sample questions:

“For this to happen, what needs to be in place already”?

“Who is the best person (even outside of the team) to get this sorted”?

“What is needed to get to the same outcome maybe faster"? 

All about Risks: What risks do they foresee? And what do you see in addition to that? What are the impacts if they occur? How can these be mitigated? And what is your contingency plan if it does occur?

The Platinum Handshake: Keep updating your mind-maps and flow-charts on the whiteboard as your foundation is being strengthened. Tap into the doubts, especially the ones that aren't explicitly articulated. Assign owners for every risk that’s identified. State very clearly how you want these to be tracked. And what is expected and by when. Do likewise for unclear points, open issues, and shaky assumptions. As you assign the responsibility, take note of the verbal and non-verbal alignment. Do you notice any dissonance?

Clarity, Clarity and more Clarity is the mantra! Tell them to note down what they are agreeing to. Ask them to speak it out and get it checked in your presence. Something still doesn't feel right? Make a note, and keep it in your tray to explore further. Not every ’t’ can be crossed, and every ‘i’ dotted in one go! And of course, don’t stop with risks, assumptions and open issues. Assign the specific actions identified during the discussion also! All the good practices in the platinum handshake shall be adhered to wholeheartedly, okay?

Alright, some of this is standard management stuff out here. But, remember it isn't about one versus the other. The logically sound plan meets engaged execution, and then there is peace on earth!

Time to rally the forces! More on that in the next article of this series.