I’ve never met an executive who said, “My team’s just too strategic. I just wish they would focus on the day-to-day work.” Nope. In fact it’s quite the opposite concern. “How do I get my team to think more strategically?” “Karin, I just don’t think anyone on this team is ready to take on my role…. and I can’t get promoted until I find a successor.” And the phone call of the week is, “These millennials just don’t seem to get it. There’s no long-term commitment. I don’t think they care. (PS: if this one sounds familiar, click here and scroll down to download my FREE e-book Mentoring in the Age of the Millennial.) I’m going to go out on a limb here and say, if your team is not thinking strategically don’t write them off, until you take a good look at what you’ve been sharing. It’s impossible to connect the dots if you only see a third of them. If you wait until everything’s fully baked to share it with the team, they’ll never learn to be bakers. Not sure where to start without going out-of-bounds? Start here with these 7 strategic questions, that won’t get you fired.
7 Strategic Questions Your Team Should Be Able to Answer
1. Why do we do what we do? Note: “to make money” is not the only answer. Dig deeper. I ask this question every time I go into a focus group. You would be surprised how few can articulate a compelling answer. Start here. Talk amongst yourselves. Challenge one another. I promise this is worth every minute of time spent not “doing work.” 2. How does our team’s work contribute to the company’s mission? This one’s more tricky. At the levels closest to the customer, it’s easy to feel like a bot, and that’s precisely where it’s most dangerous. 3. What do our customers really want? Your team knows. Write it down, and then be sure your policies and procedures align. 4. Who are our major competitors and what differentiates us in the market? My guess is that some of your team will be all over this and others won’t have a clue. Having the dialogue will offer great opportunites to explore perceptions and promote learning. 5. How does the way we do our work impact other departments? Some time spent here, looking candidly from both directions, will save days (maybe weeks) of unproductive time. 6. How can we better articulate what we need to the departments we rely on? Make a short list and use it. 7. What’s the most important thing we’re working on and why? This one seems tricky, but it will open up a hornet’s nest… so why do we? Resist the urge to blame others for stupidity. If something really feels stupid, have the managerial courage to lift up the concern. The best way to help your team to become more strategic, is to teach them to talk strategy. Imagine the possibilities if you were “that guy.”