This term we Revisited a Concept of operating I’m leading above all below the line at a leadership level meeting. A simple tool thats cognitively portable for everyone to carry around. I’ve shared this with the  team before and we have done a bit of work around it for reflecting as a team how we communicate. I wanted to find out more about it and how it cvan be best used.

I found out that one of the most significant uses for this tool Is to support cultural change. The most powerful ways to use is through self reflection and continuous internal questioning, somehting that could link with Tony Burkin journaling and Kaizen,. It made me think that in our spaces and a new organisation we are faced with a variety of new situations and problems each hour, day, week and  term. We need to use this tool to reflect on our response and build capacity as a team.

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I  shared  more about this at our week 9 team meeting and how we can use this tool moving forward. When things aren’t working out the way that we plan them. How are we responding?  What language are using? As this will have an impact on the  corresponding outcome?

Language that you might hear below the line would be they,  them,  you,  which result in an outcome of no learning,  problem orientated,   can’t effect change.

Moving to simple words such as I,  we,  me,  which results in outcomes that enable learning to happen, solution orientated and most importantly  I can make a difference.

A  useful tool  to build to build into  team meetings and one on one coaching and also my self reflection on problems that evolve with the team. I’ll reflect on this tool and how I’ve been using it. 

Another really important part of the process is that it’s best used if you are part of the problem and not standing from the outside pointing the finger at something that didn’t work the way you wanted. This is taking a position in leadership and can be below the line.

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