Through my work I interview a lot of people. Most projects include some interviews or focus groups as part of the discovery process. I used to end my interviews with the question, “Is there anything else I need to know for this project/process?”
Most of the time the answer would be, “no, nothing else.”
Then one time I said, “What else do I need to know for this project/process?” And a whole lot more spilled out from the person I was talking with.
“Is there anything else…?” “What else…?” doesn’t seem on surface to be very different.
Yet it shifts the focus from a finite yes/no answer to the more open ended, “what else…?” And embedded in the question is the assumption that there is something else. Something else that I could not have anticipated in the questions I have already asked.
Small tweaks can make a difference
It seems like a little bit of a throw away. Yet often the most interesting and revealing answers are to that question.
So small tweaks can have a big impact. What small tweaks have you made recently in your work that had an impact?
Despite the popularity of Simon Sinek’s “Start with Why,” leadership groups often have trouble staying at that level. Think of a time when your board or leadership team was meeting and someone brought up a new idea for a new program. It’s likely that without a lot of discussion about why you should or should not do the program, the discussion jumped into how you would do the program.
Is this new initiative strategically important?
I was working with an organization and another organization had come to them with an idea for a partnership. The senior leadership charged with managing the strategic direction of the organization assembled to consider the proposal. Rather than staying in the ‘why’ – why should we enter into this partnership? Is it in alignment with our mission? Does it support the goals articulated in our strategic plan? Will it help us reach a key audience? Will it build our brand and reputation? Does it capitalize on our core competencies? Will it help us strengthen key capacities? Will we be filling an important gap in the market? Instead they skipped right over those questions and had a long discussion about how the partnership could work. Who would be involved? When would be good timing to get started? So the key question of whether the partnership was important for the organization was missed.
Why are we working on this project?
Too often when teams start working together on a project they make the same mistake. Without talking about why they are assembled, what is important about the project, what they each bring to the project, they jump to project management. They start outlining and assigning tasks. This is why I find the Drexel-Sibbet model of team development particularly useful. It reminds the group to start with why. Its second stage considers who is in the group and takes some time to get to know each other. Only after why and who has been answered is the group truly ready to shift into what and how.
So the next time you are starting something new – considering a new idea for a new program or initiative or starting a new project, spend some time discussing the why. Why is this important for us? And if there is not enough ‘there, there’ when you answer why, remember you can also choose not to pursue the new idea!
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