The discussion was less than 15 minutes, but a major problem was solved.
The topic – a project in which a team member felt underutilized – followed a brief, regular morning team check-in meeting. Ben West, Radial’s cofounder, led the exchange.
Aside: I’ve worked for organizations who regularly, harshly reprimanded people for speaking up and pointing out problems.
The talk
We had a brief, concise conversation. Everyone listened respectfully and spoke calmly. Team members explained their roles and stated their viewpoints.
Another aside: This is where some managers would send accusations flying, point fingers, or quietly compose hit lists for future reference.
Twenty-five minutes into the meeting – a mere 10 minutes past our typical timeframe – Ben said the team provided details he didn’t have before. He outlined a solution. Team members weighed in and reached a consensus.
Five minutes later, with wishes for a good day, we signed off.
No drama. No recrimination. No name calling.
The process
- State the issue.
- Ask for input.
- Listen.
- Formulate a resolution.
- Ask for input.
- Listen.
- Modify if necessary.
- Agree to do it.
In my career (which started during the Pleistocene Period, I think), I’ve had some incredible work experiences and amazing coworkers and supervisors. I only wish I’d had more managers like Ben and the Radial team earlier and more frequently.
With a nod to the Mandalorian, this is the way at Radial.