Richard was proud of himself.. He had just completed the project plan, checked with all the key team players that they could deliver what was expected and even the team’s customer was on board with the major milestones and timings.
As Susan Scott says in Fierce Conversations, ‘No plan survives its collision with reality.’ Sure enough the next day the phone rang to let Richard know that one of his key team members was resigning and taking a job with another company. Sound familiar?
We call this a breakdown. Although we typically think of breakdowns as negative things, a breakdown is anything that interrupts our journey to a desired destination and that requires action. This could also include a positive event. For example, if instead of the unwelcome resignation of a team member, the call was offering additional resource. This would cause an adjustment to the plan, but one that is welcomed, rather than being a problem.
On teams it is just as likely that the breakdown is due to some behavioral challenges – two people not getting along or having radically different views that they are unable to resolve – often an unwelcome interruption.
The first step is to acknowledge and declare the breakdown. Doing this recognizes that there is a challenge to be addressed and defines it in a way that is actionable. ‘Unfortunately, we are losing Mary to a competitor, we wish her well and now we need to address how we will deliver the product without her expertise’. Some breakdowns can be declared for the whole team, while others will require a more restricted audience. ‘Jim and Brian, I know that you have different ideas and I have asked us to meet today to see how we can resolve your disagreement’.
We will look at dealing with conflicts in another blog post, but in general for breakdowns, here are the steps to take:
Step 1: Stop the bleeding! Deal with any immediate repercussions. If you have a flat tire get the car off the road as soon as possible. Spend time to debrief Mary and reassign her near-term actions.
Step 2: Declare the breakdown – frame the breakdown as an outcome that needs to be addressed. For example, the flat tire isn’t the real problem, it is being late for the meeting that you were driving to. The problem isn’t Mary leaving, it is the work that was planned for her, that won’t now get done.
Step 3: Define the new outcome. You may still be able to get to the meeting with an Uber, but you will be 30 minutes late. With Mary leaving you will still be able to complete the project, but you will miss some near-term milestones.
Step 4: Identify the next or missing actions. Call roadside assistance, advise the meeting organizers of your delay and find nearest Uber. Contact Mary’s boss and explore alternative ways of providing the expertise.
Hitting the steering wheel and bemoaning your bad luck or regretting that you didn’t check the tires before you set out, while an understandable reaction, is not helpful in resolving your breakdown. However, a necessary and later conversation is how to minimize the chances of this breakdown happening again?
To learn more about the team leader’s role in dealing with breakdowns and how to determine what your team needs, view our current offerings.
RICHARD J. HEWS
Leadership and Change Coach
860-857-3588 • richard@pathwaysofgrowth.com