Managers everywhere are under stress. They are asked to deliver more but with fewer resources. They need to meet targets, sort out problems and get the most out of their team (including the under-performers). How can you improve performance in your area? Try getting your team together and asking these questions.
- What is the most important thing we do? What really adds value for the customer and the organization? Let’s make sure we focus on doing that really well.
- What should we stop doing? What are the low value activities that are slowing us down? Over time we build up habits, hold regular meetings, file routine reports. Are all of these things absolutely necessary or just nice to have? Let’s get rid of the dross so that we can focus more time and resource on what really matters.
- What can we automate? Are there activities which would be better handled by an Artificial Intelligence app? This might lead to real productivity gains.
- What is the best thing about working here? You might be surprised at the answers. Build on them.
- What is the worst thing about working here? It is the manager’s job to remove obstacles and annoyances but first you have to know what they are. Identify the key hindrances and, if possible, get on with fixing them.
I recommend that you advise your people in advance of the questions so that they have time to mull them over before the meeting. Don’t rush the meeting. Give everyone time to express their views – especially the quiet ones. Take notes and then take action.
1. The five questions start with the word ‘What’. In my training on ‘The art of powerful qu’stions’, it was mentioned that questions introduced with a hw and, in paritular, a why are the most powerful ones; they invite curiosity and provoke thought; for exampe, For example, instead of “What is the most important thing we do?” you could ask, “How does our work create the most value?” What truly makes a difference for our customers and the organization? Let’s identify it and ensure we excel in these areas.This shift can make the question feel more engaging.
2. On number 2: Peter Drcker, whom I miuch respect, used to say that a firm had to abandon a product at the top of the selling curve, anticipataing and switching to emerging successes. So, focus not only on cutting low-value activities but also on proactively identifying when to pivot from current successes to future opportunities.
3. There seems to be an assimilation between automation and AI, which I find very reductive. there is a significant difference between automation and artificial intelligence (AI), although they can sometimes overlap in practical applications. Automation refers to the use of technology to perform tasks or processes with minimal human intervention, with the primary purpose of improving efficiency by reducing manual effort, errors, and time.Automation is generally rule-based and follows predefined instructions or workflows. It does not “think” or adapt. AI involves creating systems that can perform tasks requiring human-like intelligence, such as learning, problem-solving, decision-making, and understanding natural language. Here, the aim is to replicate or augment cognitive abilities, enabling systems to learn, adapt, and make decisions independently. Chatbots that understand and respond to customer inquiries. AI algorithms that detect fraudulent transactions in real-time. Machine learning models that predict customer behavior based on historical data. AI can analyze patterns, learn from data, adapt to new information, and even make autonomous decisions. It goes beyond rule-based systems by incorporating flexibility and learning capabilities. In summary, Automation simplifies repetitive tasks, while AI attempts to replicate or augment human intelligence to handle complexity.
4. A good question, indeed, possibly broadening it : How can we ensure the best things about working here are preserved or even enhanced?”
5. Apprediative enquiry taught me not to ask such a negativr question following the positive one (#4), and ask what could we improve instaed. So, Frame the question in a more constructive light, such as: “How could we make working here even better?” or “What improvements could have the biggest positive impact on our work environment?” This encourages solutions-oriented thinking without a focus on negativity.
6. Maybe a concluding question: Frame the question in a more constructive light, such as: “What would make working here even better?” or “What improvements could have the biggest positive impact on our work environment?” This encourages solutions-oriented thinking without a focus on negativity.