Pulling together

Pulling together


When we had training we had certain rules depending on who the national manager was .one didn’t like the trainers being challenged you accepted what was put in front of you as gospel and like a cult anybody that disagreed was ostracised written up told the weren’t playing the team game blah blah

Thus at time we required to sell product that was flawed i.e. TiVo

Some much for ethics honesty and integrity if you showed it the message firstly flowed to the national manger and site managers team leaders were to control it usually by having the person ejected from the company



I always quoted the if you accepted the counsel of yes men you reap the wisdom of mediocrity



Consider my reasoning



Profound questions generate profound understanding. Questions that dig deep, really deep, open our minds to continuous learning, provocative discovery and unlimited growth. By asking the right questions, we identify latent needs and clarify expectations. We test ourselves. We disrupt the status quo. We gain candid and valuable feedback on performance, a critical step in the cycle for on-going improvement. We learn what we don't know. We gain insight about the market and our competition. We uncover root causes that drive results, both good and bad. We identify the critical "leverage points" governing organizational behaviour. We discover opportunities for improvement. We tap into resources. We unleash the spirit of innovation and build healthier, more productive relationships.



The art of questioning is indeed a key leadership skill. It is a "pulling" technique, challenging people to think, to probe, to investigate, to challenge assumptions and to find answers for themselves.



Socrates used the technique so masterfully that it later became known as the Socratic teaching method, a profound stepping stone to enablement, empowerment and ultimately enlightenment. Einstein, Deming and many other thoughtful leaders used the questioning technique as well. Deliberate, profound questioning leads to innovative, profound discovery.



Building a high performance team requires a healthy level of questioning with positive and productive intent.



For example, what is the team's mission and why?



What is the team's vision and why?



What are the team's critical performance indicators and why?



What information needs to be collected and shared? Why?



Who is on board and who is not on board? Why?



What are the facts? Why are they important?



What are the forces against the team? Why do they exist?



What is our plan to overcome these forces? Do we have countermeasures in place?



What other options do we have? What are the advantages and disadvantages of each option?



What assumptions are we making? Why?



What is our time line?



What resources do we need?



What are our constraints?



How is the team doing?



What changes or adjustments do we need to make? When? Who will champion these changes?



What do our customers really think of us? How do we know?



What do our employees think of us?

Current Telecom participants




Bridgette Dalzell :current head of outsourced customer care at telecom New Zealand whom is Michelle Young's direct report at time of incident



Michelle Young :call centre manager Hamilton call centre, whom is Shaun Hoults direct report at time of incidents



Shaun Hoult: team manager weekend team Sat-Tues Hamilton



Iain Galloway HR representative for in Hamilton



Hannah Sullivan HR representative head office