Consensus means that everyone lives with the decision AND supports it upon implementation.  By using the “silence implies agreement” rule, you might have  consensus, but then again, you might not.  Some common pitfalls:

Guessed Incorrectly.  By listening to the discussion, reading the body language and making some inferences, the team leader is making a decision for all to abide by.  Unfortunately, the team leader might be wrong and is asking people to have the courage and visibly object to the decision.

Power Play.  Sometimes the team leader is intentionally pushing the decision through and doesn’t want to hear any objections.  In reality, the team leader may achieve “pseudo-consensus” in the meeting, but will face resistance or sabotage during implementation.

Too Rushed.  In the interest of time, the team pushes on without checking for agreement.  Although, there will always be time to reemphasize and rework the issue when it becomes apparent the team is not committed to the decision.

No Voice.  Quieter members certainly aren’t going to voice their opinions and extraverted members may venture a comment or two without trying to rock the boat.  Unless the team leader is attuned to these subtle nuances, these unvocalized objections indicate a lack of consensus.

Ask Me Later.  When the “silence implies agreement” rule is invoked, people simply reserve the right to object later.  They don’t commit to the decision right then and there.  Instead, they agree that they don’t object RIGHT NOW.

If your team is a victim of “pseudo-consensus,” take a moment to go around the room and ask each team member’s opinion. 

Sarah Sheard, a systems engineering expert, found two things happen when you poll your team members:

1. Build a Better Solution.  Those who have reservations state the reservations, which they might not do if silence were an option.   Often, their reservations change the whole direction of the group.  Either they think of something no one else has, and thereby add to the quality of the product, or they have a real problem with it which the group has to address to ensure buy-in.
2. Internal Buy-in.  If a team member is required to respond to a request for buy-in, they have to make a commitment to the decision internally.  If you have to say publicly “yes”, “no” or “I can live with it” (note, you can use a quick thumbs up, thumbs down or thumbs sideways for quick polling), then you actually decide at that point that your decision is what you say it is.  Otherwise, you might reserve judgment.

A quick poll of the participants can improve the quality of the decision, ensure all team members are heard and help them make an internal commitment to the decision.

Question:  Are you getting real consensus from your team members?

To book Kristin to speak or view her products go to www.ExtraordinaryTeam.com

Know Your Phone.  Whether you are using your office phone, cellular or conference phone, know how to use it, mute it, and connect to others without disconnecting.

Use a Moderator.  One person (typically the person who initiated the call) should be the moderator.  Start with a “roll call” of attendees and their location so that everyone knows who is on the line and announce when new members join in.  Give a short, precise overview of the purpose and goal of the call, followed by a simple, clear agenda.  Ask the participants to follow the agenda and conference call ground rules.

Keep Up the Pace.  Most participants usually speak very slowly, careful of what they say and how they say it.  But the average person is able to decode verbal information four to five times faster than the average speaking rate.  This makes for a very long, tedious meeting!  The moderator should set the tone of the conference call by speaking at a regular rate with good inflection and intensity.  Other participants will then follow the leader in style and rate.  The moderator should also ask the participants to limit their contributions to a reasonable length (for example one or one and one-half minutes) and allow questions for clarification.

Manage Voice Traffic. The more people you have on the line, the greater the potential for overload and domination of a few people.  Limit the number of people involved in the conference call to team members and one or two scheduled speakers.  Ask the participants to state their names and location each time they speak.  Recognize that one individual at one location will have more “air time” than several people huddled around a speaker phone at another location.   If possible, questions should be directed to specific individuals.  For example, “John, will you share your perspective on this issue?” or “Mary, could you please clarify that issue?”  The moderator may serve as a “gatekeeper” to ensure everyone has the opportunity to participate.

Take a Poll.  At critical moments in the meeting, poll the participants for their input.  Call out each name and ask for their opinion, comment, or vote.  Recognize that this will take time, especially for larger groups, but is worthwhile for critical issues where the team must make a decision to move forward.

Use Handouts.  Where possible, mail or fax information to be used during the conference call.  Quantifiable data such as sales forecasts, trend charts, and other descriptive data is helpful to have prior to the meeting so that everyone is looking at and commenting on the same information.

Phone conference calls can save time, travel costs, energy and hassle–especially if the team follows these basic ground rules to enhance the effectiveness of your next conference call.

Question:  Do you have any more helpful advice for conference calls?

To book Kristin to speak or view her products go to www.ExtraordinaryTeam.com

If all you are going to do is pass information up or down “the food chain,” there are other, more efficient ways to transmit information among your teammates:

Send Info Out Early.  In advance of the team coming together, send the information via electronic mail, voicemail, “snail mail,” memos, letters, briefing notes, etc.  More importantly, expect team members to have read the information and come prepared to discuss it.  Many teams agree that the agenda and “read ahead” material should be sent out at least 48 hours prior to the meeting.

Have an Exec Summary.  Initially, spoon-fed teams may balk at the notion that they should read all their “stuff” prior to the meeting.  After all, they are used to being briefed!  To ease their pain, send the information out before the meeting, but also have an “executive summary” available for the team read.  Then begin discussion.  If a team member needs further detail, you can politely point out that more information can be found in the “stuff” that was sent to them.  Keep moving.  Don’t get bogged down by the one person who didn’t do their homework.

Hand Key Info Out.  If you find yourself in a situation where you must spoon feed them, have a key information handout for people to follow along.  Don’t read off the handout – people can read much faster than they can listen.  Simply highlight the key information the team needs to know in order to begin discussion.  You may opt to provide more detail in the handout than in an executive summary, but don’t speak to it, unless the team (not just one person) raises it as an issue.

Keep Time.  If you must take time to present information, use a timekeeper.  Allot a specific amount of time to each topic.  Have a timekeeper provide a subtle “countdown” (e.g., five minutes to go, two minutes to go).  At the end of the time, the team moves on to the next topic.

Attach It.  Another way to share information and save everyone’s time is to attach the information (brochure, website address, spreadsheet, etc.) to the team’s meeting minutes.  Now everyone can read the documents at their own pace.  Identify a point of contact in case there are any questions.

Question:  Are your team meetings efficient and effective?

To book Kristin to speak or view her products go to www.ExtraordinaryTeam.com

A funny thing happens when the boss suddenly wants input.  The team freaks.  Employees wonder why the boss isn’t telling them what to do – like the boss usually does.  At first, team members either welcome or resist the idea.  Many will watch the boss to see what happens with their ideas.  Will the boss smile?  Grimace?  Favor one person over another?  Over the long term, will the boss accept the team decisions?  The team will watch the boss carefully to see how committed hr or she is to the team concept.

Beware of the “rock phenomenon” where the boss asks the team for a “rock” and they bring back a different rock.  So the boss says “wrong rock” and tells the team to search for another rock – with little or no guidance.

To avoid the “rock phenomenon,” the boss should take time to explain the reasons for asking for input, any parameters or constraints, as well as how the decision will be made.  Is the boss simply getting team input and then making the final decision?  Or is the team aiming for consensus where the boss is but one voice and the team agrees to live with and support the decision?  The key to a consensus decision is that anyone on the team (including the boss) has an opportunity to voice their opinion. 

Keep in mind that if the team cannot come to a consensus, then the decision will fall back to the boss (or a majority vote).  So don’t worry, the boss still has input and if push comes to shove, the final say.  Over time, the team will trust that their ideas are truly valued and are important to achieving a team consensus.

Recognize that it takes a lot of guts for a boss to open up and ask for input.  The boss may not like what’s said and may feel compelled to justify each comment.  And the team may feel uncomfortable being open and honest.  So watch out for the “dashboard dog” effect where everyone on the team just repeats what they think the boss wants to hear.  The best thing a boss can do is sit back and actively listen.  Try not to judge and evaluate what’s been said.  Then add your idea as one among all the others.  Challenge others to discuss the issues openly.  And don’t punish them for speaking up.

Question:  How does your boss handle input from your team?

To book Kristin to speak or view her products go to www.ExtraordinaryTeam.com

Know Thy Purpose.  What do you want to accomplish during your staff meeting?  Typically, these meetings communicate information from management, assign or clarify tasks, assess team progress, share information, prevent or solve problems, make decisions and build the team.  Have a clear picture of what you want to accomplish before committing your team’s valuable time.

Prepare an Agenda.  Staff meetings are prone to be informal chit chats that quickly degenerate into problem solving between just a few people.  Ask your CSRs what topics they want to cover in the meeting.  You may even want to ask the suggester to lead the discussion!  After you have collected all the topics (including your own), prepare an agenda specifying the topic, leader, and expected time frame.  Be realistic with your time estimates…teams usually take more time than you think!

Keep Time.  Use a timekeeper to help keep everyone on schedule.  The timekeeper alerts the team when time is running out (i.e., five, two and one minute to go).  When time is up, renegotiate the agenda, put the discussion on the next week’s agenda or drop it.  By all means, if you finish a topic early, move on!  Everybody likes to end a meeting earlier than expected.

Don’t Dominate.  As the supervisor, limit your “airtime” to 50 percent (or lower).  Recognize that some information must be formally communicated, provide further detail in handouts or “location pointers” such as a website, HR’s office etc.  If possible, hand out pertinent information about the topics prior to the meeting. 

Manage Participation.  Encourage input from all CSRs.  A good way to set the tone for participation is to start your meeting with an “icebreaker.”  Ask a simple question, such as “What’s one new thing you learned this week?” or “What do you like best about working together?”  Ask people for their opinions, thoughts, and comments.

Follow Up.  At the end of each meeting, close with a brief summary of assignments and due dates.  Ensure that taskings and key decisions are recorded and reviewed at the next staff meeting.

Question:  When do plan to schedule a team-based staff meeting?

To book Kristin to speak or view her products go to www.ExtraordinaryTeam.com

Well, maybe!  If you shared all that information with your team, their heads would spin and you would have a major revolution on your hands!  Instead, sift through the data and pull out the vital few metrics that tell you the most about what’s going on in the call center.  Make sure you have a healthy balance between operational data, financial data, service quality, customer satisfaction as well as employee satisfaction.  (Don’t worry if you don’t have a “balanced” set of metrics … just look at it as an opportunity to improve!)

Draw Pictures.  Prepare some simple trend charts of the data from the past week, month, quarter, or year depending on how often the data is collected.  Show not only the trend, but also draw a line to show the industry average and another line to show the company’s goal for that particular metric.  I also like to put an arrow up or down to show the desired direction – either up or down.  Chances are they have probably seen the data before – usually on a spreadsheet with a bunch of other information.  A picture says a thousand words, and everyone will be able to quickly tell how they are doing.

Open Up.  Share these trend charts with your team.  Tell them why you think they are important and how you gauge the success of your team.  Let them ask questions and discover why the trends were favorable (or not).  Let them wrestle with the same issues you wrestle with.  Often times, one metric affects another and triggers a robust discussion about the contextual issues that affect metrics – issues that you may not even be aware of.

Work Together.  If there is a problem, let the team discuss what occurred and how to prevent it from happening again.  Rather than you “telling” them what happened and how to fix it, let the team develop their own understanding of the situation and take ownership of how to implement their solution.

Validate the Measures.  Through this discussion you may discover that some measures might be “better” than others – they tell the “story” better.  Or maybe your measures aren’t balanced and only tell part of the story.  Make sure you have the best measures to help guide your team because you know the old adage: “What gets measured, gets done!”

Review Frequently.  Every other staff meeting take a fresh look at your measures and check out the trends.  Some teams even like to post the charts on the wall so the team can track progress – especially if there’s a payoff to hitting goal!

Question:  Are you using your team metrics effectively?

To book Kristin to speak or view her products go to www.ExtraordinaryTeam.com

I agree, most of the time.  But when it comes to team-based negotiations, you need more skill than asking a couple of people to represent the organization’s best interests at the negotiating table.

To ensure smooth team negotiations:

Clarify Roles.  “Considering each team member often plays multiple roles in a negotiation, be clear about who does what during the planning and actual negotiation,” says Tom Wood, a negotiation expert with Watershed Associates.  “Each player has a specific purpose, which means each player prepares in advance for that purpose” (see below). 

Strategize.  Make sure all team members understand which strategy will be used in a particular negotiation and how their respective roles will play out using that strategy.

Stakeholder Input.   Identify stakeholders early on and get their input and commitment.  For example, if a purchasing manager is participating in the negotiations where a new supplier will be selected to replace one of the operation department’s most strategic suppliers, the operations manager should be involved in the process from the beginning.

Train ‘Em Up.  Every member should be trained in the negotiation process.  Make sure each person understands how the team handles each aspect of a negotiation ( i.e., caucuses, concessions, first offers, etc.).

Don’t Be Goofy.  “You absolutely must invest time to train them in their physical behavior ( i.e., facial expressions, reactions, etc. and pre-establish a communications protocol,” says James E. Hart, formerly vice president of finance and procurement, Rockwell Automation.  “There is nothing worse than a big grin by a member of your team when the supplier makes a concession or a frantic note is pushed across the table,” adds Hart.  “Good negotiation teams see and work those obvious weaknesses.”

Script It Out.  Rockwell has their teams script potential conversations to assure that the right person will deliver the right message.

Manage Airtime.  Team negotiating is much more time intensive.  The greater number of people, the more time spent on clarification, probing, disagreements, and making sure all voices are heard.

Speak with One Voice.  With more people involved, more opportunities exist for error.  “One-on-one negotiation means each side is represented by only one personality, thus able to create only one impression,” says Wood.  “With a team, even though the members are taught to speak with ‘one voice’ throughout, multiple personalities are representing the company, thus creating varied impressions accordingly.”

Make Decisions.  Establish a hierarchy of decision making within the team (i.e.,  majority vote, command decision, unanimous, consensus) and always have a fallback position.

Team negotiations require more skill than one-on-one negotiations. 

Team Negotiation Roles

By Tom Wood, Watershed Associates

Team Leader.  Responsible for providing team guidance and leadership, yet not necessarily present during the actual negotiations.

Lead Negotiator.  The face-to-face lead person heading the negotiation, who must be shown the utmost respect before, during, and after the meeting.

Back-Up Negotiator.  Prearranged for very strategic negotiations, where the loss of time due to sickness or emergency cannot be allowed.

Facilitator.  A process consultant or mediator used when relations can be weak or strained.  As a neutral, objective third party, the facilitator moves negotiations beyond an impasse.

Number Cruncher.  When negotiations require complex pricing/cost analysis (i.e., long-term contract), have the person who knows the numbers in the room.

Subject Matter Expert.  The person who has technical expertise in the product or service being negotiated.  Examples include engineers, product, or production managers.

Observer.  Any person present at the negotiation who isn’t speaking.  This role must be taken very seriously since the nature of observations is typically called upon and analyzed during the post-negotiating process.

Scribe.  For more protracted negotiations, someone documents the meeting in “minutes.”

Bad Cop.  In true win-win negotiations, the bad cop is rarely in the room.  Instead, someone alludes to the existence of a bad cop:  “I don’t think I could get this approved through legal.”

Question:  Are your team negotiations producing the results you desire?

To book Kristin to speak or view her products go to www.ExtraordinaryTeam.com

When conducting negotiations using a team approach, he suggests the following techniques to make sure your team uses one voice:

Follow Your Leader.  Lead negotiators carry the negotiations.  The negotiation is not a democracy, so whomever is assigned that position should make it clear that he or she is responsible for providing the “one voice” to the other party in full session.

Be Prepared.  Lead negotiators use well-prepared, rehearsed opening comments that help establish the tone of the meeting.  All team members know what, if anything, they are allowed to say in full session.

Introductions, Anyone?  The team leader should start off by introducing the negotiation team members.  Remember, you’re building rapport, so take a comfortable amount of time to kick the meeting off appropriately.  Let people on both sides of the negotiation get to know each other and start building a level of trust with each other.

Listen ‘til It Hurts.  Everyone should be listening and observing everything when not speaking.  Be prepared to share your observations with the negotiation team when in caucus.

Take a Time Out.  If there is something that needs to be discussed privately, any team member can call a “caucus” to discuss the issue in a separate room.  Caucus frequently; it’s a sign of preparedness, strength, confidence, and teamwork.  After all, two (or more) heads are better than one!

Routinely Recap.  Continually summarize which points have been agreed upon, what next steps need to be taken, and what deadlines need to be met.

Follow Up.  Every negotiation should conclude with a letter, fax, or email summary of the agreements, next steps, and deadlines.

Question:  Do you need to hone your negotiation skills?

To book Kristin to speak or view her products go to www.ExtraordinaryTeam.com

My favorite show this season is “The Celebrity Apprentice,” a multiple-week contest where sixteen celebrities vie to be the winner for a large donation to the charity of their choice.  Each week, Trump gives the team(s) a task.  The teams are then evaluated and one member is “fired” with the last person winning the crown. 

So far there are several lessons to be learned:

Be Clear.  Trump is explicit about his expectations.  Each week he provides a “dossier” or team charter with a clear objective and some guidance.  One week, the objective was to “set up a bridal gown store and sell as many dresses as possible in a certain number of hours.”  The team who makes the most money “wins” and someone from the “losing” team will be sent home.  It’s an intriguing microcosm for Donald and his advisors to evaluate the celebrities’ business acumen, team skills, and competitiveness.

Be Timely.  After each task is completed, Trump immediately assembles the teams and evaluates the results.  The teams know instantaneously how they did, where they stand, and what he thinks of their performance.  (Note to all team leaders: he didn’t send them an email; he gave the good and bad news face to face.)

Be Decisive.  Donald Trump is known for being able to make decisions swiftly.  After gathering input from his advisors, he alone makes the decision as to who will be fired. 

Align with the Culture.  Given the fact that Trump is decisive, direct, and results-oriented, it is challenging to operate with a different approach, especially when you’re in a television fishbowl.  For example, within the Trump Organization, it is better to make the wrong decision than to be wishy-washy.  It is better to be direct and objectively state your case than to assume your actions will speak for you.

Question:  Would Donald Trump hire you?

To book Kristin to speak or view her products go to www.ExtraordinaryTeam.com

When team members complain to us, we usually assume they want our help and our suggestions.  We think we know what they really want and readily provide our thoughtful comments and feedback.  Unfortunately, we often incorrectly diagnose the complaint by treating the symptoms and not the root causes.  Rarely is the moaning and groaning about the real issue that needs to be dealt with!  For example, someone who complains about traffic may really want flexible work hours; someone who complains about their bills may want a pay raise or bonus.  We usually fail as mind readers and the problem will go unresolved.

Gaffney suggests a few simple techniques to lift them out of their rut of complaint:

Intently Listen.  Gaffney believes that the main reason why complaining continues is that your teammate doesn’t feel like he is being heard.  When someone complains, listen not only with your ears, but with your eyes and heart.  Take in the nonverbals, the tone, pace, and feeling of what the other person is saying.  Then reflect the words and the emotions by saying something like, “I understand you are upset/stressed/annoyed at….”  By paraphrasing their thoughts and emotions, the complainer will feel heard.

No Buts.  Avoid saying something like, “I understand you are upset BUT….”  The “but” makes someone feel invalidated and is the same as saying, “Don’t get upset” or “Don’t worry.”  When we tell others “not to feel” a certain way, we only make them more emotional.  However, the more we acknowledge the other person’s emotions, the more likely they will feel they have been heard and the emotions will be diffused and dissipate.

Facilitate Solutions.  Change the conversation from problem-finding to solution-searching.  Ask her questions such as, “What do you think we should do about it?” or “What would you like done” or “How can we resolve this?”  By asking and finding out what people really want, we can quickly eliminate the complaining and move to a much more positive conversation.

No Excuses.  When people say “I don’t know,” Gaffney says “it is usually code language for ‘I am afraid to ask you.’  It is important to be patient.  This helps to set the tone and will condition the other person to realize that you are committed to helping them.”

Look for a Win-Win.  Brainstorm ideas to come up with a solution that resolves the complaint and is agreeable to all team members. 

Question:  How do you handle complainers on your team?

To book Kristin to speak or view her products go to www.ExtraordinaryTeam.com