Thomas Edison 

Did you know that one of the reasons the population of fireflies appears to be diminishing is because of ambient light or “light pollution”? There are too many distractions.  All these other bright lights keep fireflies from performing at their best. How similar and true for the people on our own teams, if we don’t have a common vision of success to focus our time, attention, and resources.

Scarcity of resources—both human and financial—demands that we focus our efforts.  If you’re scheduling an annual planning meeting in the coming weeks, you’re probably aware that the value of strategic planning is not only deciding what you will do, but also deciding what you will not do.  When done well, strategic focusing can be one of the most exciting and effective team development tools available to a leader. 

There is a well-known saying: “If you don’t know where you’re going, any road will take you there.”  I have found that the most effective teams are exceptionally clear on two things—where they are going and how they must work together to get there.  In taking hundreds of teams through the strategic focusing process, I have found this metaphor to resonate with people:

The road we are on is our mission.  If this organization ceased to exist, what would the world lose?   

• The mountain in the distance is our vision for success.  Three years into the future, how will we know if we have been successful in living up to our mission?

Mile markers are the key milestones.  How will we measure our progress against the vision and course-correct if needed?

• The guard rails are our guiding principles.  How will we commit to work with each other to reach that mountain?

Next post…the top 5 ways my approach to strategic planning has changed over the last 10 years.

I’m not sure what purpose bobble-head dolls ever served other than to nod dumbly up and down. However, I do know leaders ought to be alarmed when bobble-headed behavior infects the workplace. If your people unthinkingly nod assent to your decisions then something has gone drastically wrong. Bobble-heads in the boardroom indicate the decay of constructive conflict, and they’re symptomatic of a disease that may threaten the life of your team—artificial harmony.

Who’s at fault for bobble-headed behavior in the workplace?

For leaders, it’s easier to blame the bobble-heads than to accept personal responsibility. “Why don’t they speak up when they disagree instead of complaining about my decisions later? I can’t read their minds! How come they never seem to think for themselves?” It may seem best to decree “Off with their bobble-heads!” and to replace your team with more confident, more vocal team members. Sorry to say it, but doing so would fail to address the root of the problem—you.

Three ways leaders contribute to bobble-headed behavior.

1) They’re impatient

By nature, leaders anticipate the future before others do and act sooner than those around them. While generally an advantage, this foresight can make leaders impatient. Eager to get started, they rush into decisions unilaterally rather than consulting the team. This need for speed causes them to view questions or concerns from their team as annoying delays rather than valued input.

Not wanting to be seen as a nuisance, team members will soon stay quiet rather than offering their perspectives. Afraid to slow down their leader, they will simply check out of the conversation. When the leader finally does ask for their support, they’ll go along out of convenience rather than “bogging down” the discussion with their opinions.

2) They withhold information

Leaders shut their team out of the decision-making process by withholding information from them. This may happen unintentionally, in that leaders forget to share what they know on a regular basis. Oftentimes, however, leaders simply enjoy the control that comes from having more knowledge than everyone else.

Since they’re uninformed, team members feel like important decisions are beyond their grasp. Fearful of being chided for not seeing “the big picture,” they give tacit approval to whichever course the leader chooses.

3) They turn a deaf ear to feedback

Hearing-impaired leaders demotivate teammates from participating in decision-making. When people feel like their ideas and suggestions are continually being ignored, then eventually they’ll stop offering them. Since being unheard makes them feel small, people will withdraw into silence rather than expressing themselves. When asked to commit to decisions, they’ll reluctantly nod approval, even when they disagree, since they doubt their viewpoints will have a listening ear.

Have you ever had the sensation of leading a meeting, not with fellow humans, but with bobble-head dolls? Instead of input, all you get are vacant stares and bland nods of agreement? If this has happened to you, then SOUND THE ALARM! Your team has checked out of the conversation.

If you find yourself surrounded by bobble-heads, then you need to re-engage them. For starters, bring your team in on your next major decision. Then, as best as you can, explain the context surrounding the upcoming decision. Next, invite questions. Be thorough in your responses; don’t rush past this step. Finally, choose the decision that makes the most sense to you, and then enlist your team in the decision-making process by asking them to answer the following questions:

1. What negative implications could this decision have?
2. What assumptions underlie the decision?
3. Do the assumptions make sense?
4. Who must we persuade to support our decision?

By consulting your team, you’ve not only refined and improved the decision, but you’ve also given them ownership of it. Now, the entire team will be more likely to offer the decision their full support. Hopefully, you’ve also taught them to critically evaluate decisions and have given them freedom to speak their minds more candidly in the future.