Step 2 in Action

Step #2 in Action

Tough Issue: Owner's Expectations Stifle Business

Ted's unreasonable expectations stifled his business and endangered his health. As an owner of a growing, profitable enterprise, he thought, "I ought to be in charge of the biggest division." So he tried to juggle dozens of employees and the rising demands of sophisticated client projects. But the job was effectively eating him up—he popped antacids all day long. His role didn't fit him. Although the business had great potential, Ted's fixed concept of his role both held the business back and diminished his enjoyment.

A Great Decision Solution

Ted's expectation was that he ought to manage the largest unit in the company. At an emotional level, however, the job tied his stomach in knots.

When asked what his deepest hopes were, Ted responded that he hoped to build a profitable business, expand opportunities for his employees, and gain more free time with his family. He realized that his expectations held him back from fulfilling these aspirations. When he asked his employees what their hopes were, he discovered they were similar.

Freed from what he thought he should do, Ted worked with his team to designate someone else to lead the largest unit—an option he had not imagined at the outset. Within five years, the business more than tripled in revenues, and profits expanded even faster. What's more important, Ted stopped popping antacids. "I like my role and I like the business more than ever," he beamed. Now both he and his employees enjoy a healthy, profitable enterprise.

Tough Issue: Demanding Objectives Need Broad Support

Rick, the general manager of a $300 million technology business, had less than six weeks to turn around results and meet the parent company's profit target for the year. "I've got some ideas about what needs to be done and I'm committed, but I'm not sure my top managers are," he said. "We don't have much time, and I'm going to be drawn away on a special project for most of the little time we have. And our offsite planning session is later this week." He worried about how he could get everybody on board and the turnaround under way.

A Great Decision Solution

A typical manager in Rick's shoes might have ignored the potential disconnect with his team and plowed forward. Others would have emphasized the corporate goals and tried to rally the team around them, subtly referring to the wrath of the parent company if they didn't make their numbers—a fear-driven approach. Sure, Rick could have played cheerleader or cajoler, but then his managers would have been running off of his energy rather than contributing their own. Rick wanted to find a better path.

He began by thinking about how to engage his key managers and realize the objectives of their $300 million business. He followed the advice from Step #2: He asked all of his team members to write down their hopes for the business in order to find out what was really important to them and why. He encouraged them to tap into their own aspirations and motivation.

The results exceeded his expectations. He reported, "We not only found a few 'silver bullets' to make this year's numbers, but also discovered an idea that may be an industry-changing 'platinum bullet' that will help us soar." By asking all team members to reach deep inside themselves and discover what they truly hoped for, Rick unleashed his team's internal energy, and everyone enjoyed the results.

But it's not enough just to write down your hopes and why they are important to you. There's a special energy that comes alive in dialogue with another person. Even if you are dealing with an issue on your own, have someone listen to your hopes and ask why they are important to you. You'll discover new insights and opportunities.