Who answers the tough questions?

Back in first grade, when my teacher, Mrs. Vleck, asked a tough question, my classmates and I would routinely bow our heads and attempt to avoid eye contact with her.

Evidently, we were of the belief that if we looked busy, staring down at whatever was on our desk, we would not be called upon for an answer. I assume that Mrs. Vleck must have really been amused when this occurred.

Fast forward 40-plus years and now I find it interesting that this same phenomena gets played out among some executive teams during management retreats we facilitate.

In order for the dialogue to have a chance at being successful, we would encourage the CEO to not participate in the conversation. In addition, we ask that all laptops, smart phones, and any other distractions be “left at the door.”

Consider taking a different approach at your next management get-together, just for once.

When critical questions about workplace core values, beliefs, strategies, and game plans are asked, heads go down. During these awkward moments of silence, the only executive with his/her head upright is the CEO, sitting there dismayed, typically with arms crossed looking around the room for one of his/ her leaders to participate in the discussion. While the CEO is seeking thought leadership, his/her executive team members are all hoping that the CEO will answer the “tough” questions. Reminiscent of how our first-grade class hoped that Mrs. Vleck would give up on us and provide the class the answer.

We see this all too often with executive teams, and it suggests that there could be serious issues related to communication, intimidation, shared beliefs, and/ or leadership. More importantly, the fact that the team does not answer, is an indicator that some of our questions have never been raised, discussed, and answered with conviction or commitment.

Questions like expanding a service, buying versus leasing, product development, and/or branding are pretty straightforward and much easier to answer than strategic workplace inquiries. This is pretty scary when you consider that the workplace environment, philosophies, and strategies should drive everything in the organization.

Amazingly, these areas are seldom explored, dissected, and pursued. So, at your next management retreat, try out a few of these questions with your executive team:

• Are we committed to only hiring and keeping top performers? If so, how are we implementing this strategy?

• Do we have the right work environment to hire and retain top people? If so, how do we know?

• How do we define a top performer?

• Are we committed to becoming one of the top places to work in the area? Why or why not?

• Is HR a key member of our executive team and one of the drivers of our organization’s success? If not, why not?

• What is our philosophy relative to employee compensation and why?

• Do we treat our employees like adults or like children?

• Why do we have a probationary period for new employees?

• When is the last time any of us thoroughly reviewed our employee handbook and general workplace policies? Are they consistent with our beliefs and organizational core beliefs, values and strategies?

• Do we trust all or some of our employees? And, why retain employees we don’t trust?

• How would our nonmanagement employees describe our executive team?

• If HR does not report directly to the CEO, why not?

• How do we define organization success?

These are a sampling of questions that can provide terrific dialogue and insight into your executive team’s mindset, organizational understanding, and individual beliefs. The answers can set the foundation of your workplace game plan and strategy.

So at your next management get together, ask some of the tough workplace-related questions. I think you will be amazed at what gets discussed and concluded. If done right, the true character of your organization will emerge. That could a good or bad thing. But at least you’ll know.

Most importantly, when the tough questions get asked, don’t hide from the answers. Mrs. Vleck would be proud of you.