The Power of the T-Chart

If you are looking for a simple and high impact team development tool, I"ll put my money on the power of the T-Chart every time!

As I watched a team use this tool I had introduced to them a few months ago, the impact was clear. They were mentioning specifics, celebrating the things that were going well and taking actions to continuously improve and keep their work on track. They were on target for their results and the high quality of relationships in the room was evident. I have seen this pattern repeated many times across dozens of teams with this method and so I decided to make it a topic.

The T-Chart provides a quick, simple and powerful tool for continuous improvement of any on-going team or group effort.

How do you conduct a Plus - Delta Review?

The plus/delta review is best in the final 10 - 15 minutes of a meeting.

Step 1: The facilitator of the review asks the team to think about how the team is doing on the three key dimensions of team success:

• Results
• Process
• Relationships

Step 2: Ask the group is "What is going well?"

List the responses given with no comments, evaluation, judgement or problem solving on the spot. Give everyone the opportunity to comment if they want to.

Step 3: Ask "What do we want to do differently?"

Again, list the responses without judgement or problem-solving.

Step 4: The facilitator asks the group to keep doing the things that are going well.

Key Step 5: The facilitator and meeting leader to review the "delta" list immediately after the meeting. If they are able to identify and either take action to resolve some or all of the delta's or create an agenda item for Team Continuous Improvement at the next team meeting this will demonstrate tangible evidence that this is a high performing team that will get even better. The content of these lists can very greatly between teams and over the life of a team.

Examples I've recently seen include:

• Sue was 20 minutes late today for the third consecutive meeting
• I think we spend too much time talking about obscure what ifs and hypothetical examples
• I am greatly concerned about this tight time frame - there is no margin for any error
• I still don't believe we are fully appreciating the potential impact of X and I would like to spend more time on that in our next meeting
• I think we need someone on the team with strong financial skills
• I propose that we use a fish bone diagram to ensure we are really dealing with the root cause issues

This is such a powerful practice because it provides the team a space early on to discuss things that are holding them back from being at their best. As the team builds this practice they become very adept at dealing with issues and warning signs early before time, emotional energy and resources are wasted unproductively.

This process requires some risk and vulnerability but the benefits are well worth it. Give it a try this week!

Essential Facilitation and Jury Deliberation

I had the privilege to be the foreman on a jury during my recent two week stint of civic duty. Having never been in this role before, I was concerned that the deliberations could easily become an emotionally charged and unproductive free for all.

In the course of the jury deliberation, I utilized several core essential facilitation methods and it turned out to be an efficient and effective deliberation. All the jury members felt that we agreed on the appropriate verdict and that justice had been served. It was clear that the jury experienced a high level of process satisfaction and solid relationships that lasted beyond the trial. I have gleaned a few principles that helped our deliberation and I believe they generalize well to other jury deliberations.

1. Suspend evaluation

Several twists and turns will undoubtedly unfold as the evidence is presented by both the defense and prosecution. Stay in the moment and focus on understanding the evidence, facts and testimony. You have plenty of time to form an opinion as to guilt or innocence within the deliberation process but first you have to have a clear understanding of all that is presented - don't miss the facts!

2. Avoid taking a position too early - Guilty or Not Guilty?
I think the pride involved in taking a strong position too early can close both our minds and our ears. Positions are the tip of the iceberg and the law, evidence, facts, and our beliefs about them are much richer and deeper. Effective jury members help each other get clear on the facts presented and build shared understanding of these key items. Be open to new perceptions and different opinions as to the value and credibility of evidence and testimony and stay true to your conscience.

3. Anchor the discussion on clear criteria - it's in the law.

The judge provided very clear jury instructions and a summary of the law. One of the most effective things we did was to distill the law into a clear set of criteria as the foundation of our deliberations. This is powerful stuff. It enabled us to focus and weigh the evidence specifically as it pertained to the law. There are so many possible and frustrating paths of discussion a jury can travel. My suggestion - keep it anchored to clear criteria. By the way, we identified 5 key criteria and agreed on 4 of the 5 within the first ten minutes! This type of agreement early on built a very positive spirit, a sense of progress and established the habit of effective listening and paraphrasing early in the deliberation.

4. Give everyone on the jury a "voice in the room" early in the deliberation

Once we were clear on the criteria and identified the "center of the legal target", we went around the room one by one and gave everyone the opportunity to describe what they believed to be most critical relative to the trial. We had to reinforce the ground rules we established for this round robin which included:

-Speak from your own skin
-No interrupting, dialogue, evaluation or cross talking during the initial round robin discussion.

As a result of the round robin report out, we had a good sense of how aligned we were on the facts and had a pretty good sense on where people were leaning in terms of their verdict opinion.

5. Create an open space for effective deliberation

This open space is the core of solid and effective deliberation. It is the space for free flow discussion, clarity on the evidence and the law and influence. Some of the norms we set for the deliberation included:

-Inquire before you advocate

-Trust the process
-Don't interrupt or speak over others
-Keep only one conversation going - no side bar conversations during the deliberation
-Keep the law and the criteria established front and center

6. Utilize a secret ballot - at least initially

It definitely seemed that people like the anonymity of a secret ballot early on. A lot of tension existed prior to the first verdict check-in and particularly as the first set of ballots were counted. As people felt more comfortable and safe within the process, they began revealing their positions. We only took two secret ballots and what ended up being our final vote was a show of hands.

7. Build small agreements and reinforce the progress

The simple acts of agreeing to identify the legal criteria, agreeing to the criteria, engaging in a round robin check-in with ground rules were each subtle but very real in the way they built positive momentum and sense of accomplishment within the group. It clearly felt like a solid foundation was established early on that served the group well through the entire deliberation and helped them to agree on an appropriate verdict efficiently and effectively.

One of the most powerful things one of the attorneys told our jury in the closing argument was this thought: "When you are lying down to go to sleep tonight, make sure you have taken a stand for a verdict that will provide you a clear conscience. Make sure that you vote for what you believe is truly right and that you can live knowing that you had a part in justice being served". It's a great standard to apply.

I hope these tips are helpful. Let me know your comments!

Mind Mapping and Coaching

I have recently been using Mind Mapping with executive coaching clients through various stages of coaching and have observed a very positive impact. My experience with mind mapping validates it as an effective coaching tool by deeply engaging clients and increasing their creativity, focus and ability to identify complex interrelationships. I have found that Mind Mapping has added value in helping coaching clients generate a greater number of alternatives and identify high leverage action plans all while being constantly aware of the “big picture”.

I have long been intrigued with the Radiant Thinking and Mind Mapping techniques originated by Tony Buzan. Mind Mapping has many common uses including brainstorming, problem solving, communication planning, note taking, project planning, strategy development, “To do” lists and so on. I am finding Mind Mapping to be a versatile and powerful coaching tool and have successfully used it in working with clients to identify coaching outcomes, construct change scenarios, work with resistance and develop action plans.

“The greatest power of Mind Mapping is that it trains your brain to see the whole picture and the details…to integrate logic and imagination.
-Michael Gelb

Mind Mapping Fundamentals
Anyone can immediately begin Mind Mapping by applying the 10 foundation structures suggested by Buzan:

1. Start in the center of a page turned landscape style with an image of the topic, using at least 3 colors.
2. Use images, symbols, codes and dimensions throughout your Mind Map.
3. Select key words and print using upper or lower case letters.
4. Each word/image must be alone and sitting on its own line.
5. The lines must be connected, starting from the central image. The central lines are thicker, organic and flowing, becoming thinner as they radiate out from the center.
6. Make the lines the same length as the word/image.
7. Use colors – your own code – throughout the Mind Map.
8. Develop your own personal style of Mind Mapping.
9. Use emphasis and show associations in your Mind Map.
10. Keep the Mind Map clear by using Radiant hierarchy, numerical order or outlines to embrace your branches.
(See: BUZAN, T. The Mind Map Book. Chapter "Mind Mapping Guidelines").

Pros and Cons of Coaching and Mind Mapping
Since experimenting with Mind Mapping in coaching, I believe that the conversations have yielded more creative and sophisticated options. By working with a client on a white board or piece of paper and Mind Mapping a coaching topic under consideration, the process enables clients to focus better and even more importantly, make associations that a typical coaching conversation might not reveal.

In a recent coaching conversation regarding career development and career choice options, a client created a “master” Mind Map which then branched into 3 sub-maps. It produced a set of comprehensive scenario options and potential activities. Ultimately, she was able to define a series of action steps that were deliberately selected and represented a very efficient and effective path forward for her.

Another client who participated in a 360 degree feedback program found Mind Mapping to be an effective way to sort through the complexity of quantitative and qualitative feedback. He created a series of Mind Maps which synthesized and incorporated:

1. The 360 numerical and written feedback themes from the various provider perspectives
“Importance to the job” rankings he and his boss agreed upon
2. His annual performance objectives
3. The enterprise growth strategy
4. The strategy for his business unit and function

This comprehensive approach yielded a plan that was much richer than any of the single data sources could have provided. Mind Mapping provided a vehicle to identify key trends, associations, and opportunities for leverage. The result of this process was a direct set of activities that enabled him to significantly improve his overall effectiveness relative to both his short-term goals and longer-term aspirations.

Effective coaches should consider that Mind Mapping is not a good choice for every client. Buzan once said “The average business executive has spent between 1,000 and 10,000 hours formally learning economics, history, languages, literature, mathematics and political science. The same executive has spent less than ten hours learning about creative thinking.” Although Mind Mapping can be an effective skill in the process of creative thinking, some clients have expressed discomfort or disinterest in its use. I encourage coaches to gauge their clients’ receptivity to this process. In some cases, it can be beneficial to “turn up the heat” and challenge the client to try a new method of thinking. A lot of people are using Mind Mapping as evidenced by the more than one-half million hits registered through a recent internet search.

Mind Mapping Software
Many Mind Map software programs have become available over the past few years. Computer Mind Maps enable the storage of vast amounts of data in Mind Map form, to cross reference the material, to shift branches of maps around easily, and to rearrange entire mind maps as they are further defined and developed. I have tried a few of the free Mind Mapping software applications through internet websites and have not found it as helpful. I have a very strong preference for holding the pens, placing pen to paper and scattering the pages out or writing on a large white board. I just plain like the feel of physical and active connection to the creative process. As I reflect on using Mind Mapping in a coaching context, I thrive in the opportunity to sit side by side with a client as they develop their ideas, see new associations and get excited about the unfolding possibilities. Despite my personal preference, I am sure many people find great benefit in using computer Mind Maps in conjunction with hand written maps.

Give it a Try!
Mind Mapping is a tool that works and works well in coaching. I think that actually using a Mind Map is the only way to experience how they can help people ideate, create and act. If you haven’t made one recently, I encourage you to try it. Pick a central topic, use a hub and spoke format to connect the related ideas. The simple act of writing it down, along with the visual display will trigger a string of associations and benefits that can only be appreciated by experience. If you enjoy it, share the 10 foundational structures with clients and watch the magic unfold!

Recommended Resources

Buzan, T, How to Mind Map, HarperCollins Publishers, London, 2002.
Buzan, The Mind Map Book, Penguin Books, NY, 1996.
Gelb, Michael, Mind Mapping – How to liberate your natural genius, Nightingale-Conanat, NY, 1995.
Konieczka, R & Armstrong, P, The 59 second Mind Map, Hara Publishing: Seattle, WA, 1995
Wycoff, J, MindMapping, Your personal guide to Exploring Creativity and Problem-Solving, Penguin Putnam, NY, 1991.

12 New Rules

The 12 New Rules (Frederic M. Hudson, Ph.D. & Pamela McLean, Ph.D.) provide a significant, inspiring and practical set of principles for living an effective and meaningful life. I am grateful to them and many others who have influenced my development as talent management practitioner and leadership coach.

1. No one owes you anything ~ not the government, your employer, your family, or your spouse. Although the world around you is less and less definite and predictable, it is no less valuable and mysterious. To rejoice in living you must invent your own future, entrepreneur your life, and expect surprises.

2. Global change is the major force in your life, and in the lives of everyone on earth. We are all in training for a new era for all humanity. Don’t whine about it. Take advantage of the expanding possibilities now available to you in our world of constant flow.

3. You have no ultimate safety, security, or guarantees, so don’t expect any. What you have are endless opportunities to rearrange your priorities for work, play, and life. Choose wisely, and expect more choices to follow.

4. Your life is an adventure, a journey through time. There are no lasting arrival points and few lasting endings. Everything is flow ~ you just keep moving, day by day, and week by week, following your internal compass for adventuring through the long haul of ninety years or more. You live on a boat in a river, flowing in whitewater from the alleged reference points of yesterday to the utter unknown of tomorrow. Learn how to say “hello” and “good-bye” with grace and style.

5. Know how to recycle yourself. Live each chapter of your life fully, then invest in a transition and begin the next chapter. Weave, unravel, and reweave your life, over and over. No matter what your age or situation, design your future as your manifest destiny.

6. The best way to guide your life through infinite change is to follow your own values and vision. Like a rudder, your values will keep you on a course your integrity prefers. Like a sail, your vision will pull you ahead into legitimate expectations.

7. Your best future happens when you have the courage to be: reach, learn, risk, dare, leap. Embrace the unknown ahead. Live on the outer edge of your possibilities, not on the inner edge of your security. Be active, not passive. Lean into the wind.

8. Here is how to conduct your journey: Have a long-term purpose with short-term goals. Be definite and flexible. Trust the ocean but stay in charge of your boat. Ride the waves.

9. Refuse to be defined and consumed by your career work. It’s an important part of the whole journey, but it’s not the journey itself. Your deepest agenda is your soul’s work, your holistic callings to create success and caring in all the parts of your life.

10. Everyone on earth is linked to the same destiny. We share the same air, water, food, and capacities for total destruction. We are in each other’s hands, one for all and all for one. Interdependence is our expectation.

11. Learn how to grow older and better. Achieve mastery as a human being ~ model wholeness, wisdom, and caring. Rewrite the myths of aging with your evolving presence and leadership. Be grateful. Leave a legacy that makes a difference.

12. As you find better rules ~ and you will ~ replace these rules with them.

Talent Management & Strategic HR

I love the field of talent management! It impacts people on a real and individual basis through personal growth, individual development and the opportunity to achieve career aspirations. Talent Management develops collaborative and teaming abilities and has a major impact on organization success. Talent management is where I feel I make a significant difference.

When I tell many people that I am a talent management practitioner, they often think I work for a modeling agency or accuse me of inventing a new, fancy term for nuts and bolts Human Resources.

So what is the field of Talent Management? The term "Talent Management" is becoming more prevalent in organizations and to the public. A recent Google search yielded 204,000 hits for "Talent Management".

I'll be the first to admit that the meaning is still a bit fuzzy and evolving. Executive Recruiters often call and use the term when looking exclusively for a recruiting and staffing professional, some line managers think exclusively about high potential and successor talent development, and even TM practitioners often have a variety of meaning behind the term.

The crux and differentiation of talent management is in creating a holistic and integrated set of processes and practices customized to the organizations needs and strategy. How the various TM initiatives integrate and fit together is the power of talent management versus a set of independent and siloed "programs".

Talent Management is:

Identifying, developing, promoting and retaining an organization's talent portfolio - i.e., the number, type, and quality of people that will most effectively fulfill the company's strategic and operating objectives.

See: Knez and Ruse in The Talent Management Handbook

The typical components of a talent management system include:

Acquisition - recruiting, assessing, selecting and on-boarding college recruits and experienced new hires.

Learning and Development - structured on-the job development, relationship learning (mentoring and coaching), formal learning programs, professional development systems.

Succession Management - talent assessment, retention risk assessment, leadership development, successor development, leadership forecasting, talent gap analysis.

Performance Management - competency profiles, performance objective and goal-setting, reward and recognition programs.

Feedback and Measurement - talent metrics (retention, diversity, performance attrition, etc) , associate surveys and exit interviews.

Talent Planning - forecasting of talent needs and demand, talent competency development and retention.

Culture & Engagement - corporate values, communications, diversity program.

Connected, simple, impactful and easy to use are the key!

Talent Mindset

It seems that almost everyone is talking about the value of talent these days. It shows up daily in business meetings and strategy discussions. Just as the key to building an effective business is the leader's true belief in the purpose, mission, products and services of the enterprise; the key to a growing, sustainable, and innovative organization in today's environment is a "Talent Mindset".

I think the 2001 McKinsey Research on the "War for Talent" states it effectively, "What distinguishes the high-performing companies from the average performing was not better HR processes, but the fundamental belief in the importance of talent."

Commitment is the cornerstone of effective talent management. It is a way of being that transcends a check the box mentality to selection, development and performance appraisal. Business leaders who truly exhibit the best of a talent mindset grow people who grow the business, build future leaders, and leave a meaningful legacy.

It all begins with a fundamental belief in the power of talent!