Why is it always so difficult around here?

Recently I coached Simon, the divisional MD of a UK construction company, and his team. (The names below are made up, but the things said are not.)

He wanted to know why it was so difficult to bring about change, or even to get the most basic things done.

He said he was venting his frustration rather than asking the question.

I invited the team to explore it.

We have clear lines of communication, right?

Jane said it was all about communication, or lack of it, and a heated conversation kicked off about how effective communication was in the division. Some looked on, not saying anything.

After about 20 minutes, Simon cut in. “Look at our organisational chart,” he said. “It’s straightforward. We have clear lines of communication, or should have.”

Silence and looks of resignation.

“That’s not how it is,” Nathan said.

“How is it then?” Simon asked.

Let’s map it

They took an example of a change they were trying to make, identified the key people from their own and other organisations and then mapped it out on the white board by drawing lines connecting who actually talked to whom.

“It looks like a brillo pad,” Simon said glumly.

“That’s what it’s like,” said Nathan.

“It’s actually worse than that,” said Simon. “Several of those lines are blocked. They’re not talking to each other.”

“That’s why it’s so difficult to get things done around here,” said Jane.

Knowing what makes you unhappy doesn’t make you happy, I thought.

It’s complicated, or is it?

“It’s really complicated, isn’t it,” said Rebecca.

I offered a thought. Rocket science is complicated, but we know how to do it. It’s been solved.

Getting twenty people to work together effectively is complex: it hasn’t been worked out yet. It’s a new problem every time.

You can’t solve a complex problem, all you can do is make progress, and then make some more progress, and then make some more.

They began talking about what the main priority for them was, what the first steps to progress would be, who they were counting on to get those steps done, and by when.

They left united, with a plan. We’ll do that again in 90 days.

The work in progress

Leading the division is a work in progress.

Developing the leadership team is a work in progress.

Creating and sustaining a safe environment so people can say what needs to be said and work through what needs to happen next is also a work in progress. That’s my work as a leadership team coach.