Nothing is more exasperating than watching a group of smart, qualified, intelligent executives deliberate about a key strategy, and fail to reach an agreement. In frustration, the team turns to the CEO to make the decision. Yet this is counterproductive, as whatever the CEO decides, some of the team will resent – and that resentment leads to a lack of a commitment to delivering an outcome.
It’s even more frustrating when attempting to reach a forward-thinking strategic plan for the business.
How you might ask, can this be so? These people are our leaders. They set the direction of the organization. We rely on them to make sensible decisions that can impact our careers. So, how come they are in disarray?
The CEO, after a few attempts to reach an agreement, called in a DNA Behavior facilitator to oversee the discussions.
These are just a few questions that went through my head as I watched, incredulous, as a significant group of executives began the process of planning for the next stage of the company’s direction.
As I sat to one side and observed their interaction, it was clear the room was heavy with bias, one-upmanship, egotism, and overconfidence pitched against compliance, indifference, and timidity. The assertive ones held their ground. The more vocal got louder. And the reflective and thoughtful seemed to be brooding.
Nothing was being resolved. Every stake put in the ground took the team further away from making decisions.
The DNA Behavior Solution
Each member of the team completed the Communication DNA Discovery Process, an assessment predominantly focused on revealing individual communication styles. Patterns quickly emerged showing the relationship gaps and areas where communication was breaking down, and why.
Independent research shows that Communication DNA leads to solving 87% of business issues, which are hidden as they are communication-related.
Once the team understood how their communication style was getting in the way of bringing their talent and behavioral smarts to the table, outcomes began to change.
As the Goal Setting individuals encouraged input from the Information and Stability individuals and the Lifestyle individuals used their approach to encourage everyone of the importance to reach a solution – suddenly everyone felt they had a voice. And rather than chaos, a solid structure began to take shape.
The team was then able to focus on their task. Egos, bias, and intolerance were replaced with listening, acknowledging input, and intelligent suggestions – a lively, but meaningful debate.
As the task proceeded, the Lifestyle individuals suggested a flow chart to capture ideas. The Information individuals populated the flow chart, carefully catching ideas and suggestions. And the Goal Setters captured the key milestones for taking the organization into the next season and all agreed that it was a job well done.
From my perspective, the lesson learned for them as a strategic planning team of executives was the importance of understanding how to communicate with each other. Without the Communication DNA Discovery Process, this team would have failed to meet its obligations to set out the strategic plan for the next season. Important skills and talents would not have been brought to the table. Individuals would have left frustrated, and the business would have suffered without a cohesive sense of direction.