Guidelines for Effective Involvers

While each step outlined in this book has its own particular set of ideas, some things are constant in answering every question. We think of them as overriding principles or guidelines. They are worth remembering as you involve others. Here are our guidelines for effective involvement. Involvement produces results when:

• People believe the job is worth doing.

• People are focused on the task.

• People know that their contributions count.

People Believe the Job Is Worth Doing. First, the job must be worth doing—not just from the leader's perspective, not just from the follower's perspective, but also from everyone's perspective. When you alone know your reasons for getting something done, you become a used car salesman, selling a broken-down jalopy to someone who can't drive. Have you ever tried to sell something that no one wants? It takes a lot of effort and rarely works. But when you know what needs to be done from everyone's perspective, you become a salesperson in the best sense of the word, delivering a product that everyone wants.

We answer the question, "Is this job worth doing?" when we get clear on the work and decide what kind of involvement is needed. We tap into the power of this question in the invitation and get people thinking about it whenever we meet. Discussing questions such as, "What do we want to create?" and "What do we want to be different as a result of our work together?" helps us decide that the job is worth doing.

The key to these discussions is for people to identify why the project is important to the organization, their group, and most importantly, to them.

Check:

• Why is it important?

• Who cares?

• Will it make a difference?

People Are Focused on the Task. Second, the task must be focused. Focus occurs when you know where you are headed, how you will get there, and what is expected of you. To help people stay focused on the task, revisit your goals and your progress toward them frequently.

All this works better when people are involved from the start in deciding where they are headed, how they will get there, and what role they will play, as well as doing their own progress checks.

Having a clear purpose, knowing your boundaries before you start, thinking through who needs to be included to get the job done, identifying the current state of affairs and what you want to achieve—all these processes help you maintain focus.

Check:

• Where are we headed?

• How will we get there?

• What do we expect of each other?

People Know That Their Contributions Count. Finally, people must know that showing up matters, that their contributions count. When you know your contributions are valued, you put forth more effort and take responsibility for making sure the job is done right. People know that their contributions matter when their voices are heard and their ideas are considered. This does not mean that you have to get your way; rather it means that you are listened to, you are understood, and you can see how your ideas contributed to the outcome.

Recently at a large group meeting to redesign the supply chain at Detroit Edison, an electrician got up at the end of the meeting and said the following: "We're always saying, how come they don't ask me? I do the job. I'm involved with it. Someone is always making decisions for me. Now I feel that they did ask us. We gave our input. Let's see if we know what we're talking about."

A press operator at R.R. Donnelley and Sons, Inc., said the following when asked about his involvement in the redesign of the plant: "Even if you didn't agree with what was said, it made you think."

Clearly both the electrician and pressman knew that they had been listened to and that their contributions counted.

Check:

• Do people feel understood?

• Are people's contributions recognized?

• Are people's contributions connected to the outcomes?