7. REAL: Building a Cohesive Team: From Symbolic Acts to Real Change
In the previous edition, titled Symbolic Acts Matter! Unleashing the Willing Workers, we discussed how the owner took a symbolic step by working alongside his employees in the blistering heat. This act led to immediate changes in working conditions and inspired the workforce. From implementing a simple Kanban system using colored milk cartons to redesigning how departments communicate, the plant transformed into a place where collaboration, pride, and worker-driven solutions flourished. The changes demonstrated the real power of leadership by example, unleashing the potential of the willing workers.
Igniting Change: Turning Management Into a Team
Since the fire of change had been ignited, it was time for the managers to raise the bar for themselves. The path ahead was not smooth. The management team was about to go through the four classic stages of teamwork: Forming, Storming, Norming, and Performing.
True to form, as the work progressed, the team moved from forming into storming. There were disagreements, misunderstandings, and a lot of defensiveness. What emerged from our cause-and-effect and flow charts was a systemic dependence on communication by technology—one that was more of an obstacle than a solution.
Communication Breakdown: Texting, Emails, and the Human Factor
The owner and managers relied heavily on texting for communication. Sure, texting made instant communication possible, which was helpful in some ways, but there was a downside: constant interruption. Poorly written, hastily crafted messages jammed into small phone screens made for poor communication—especially when it mattered most.
We analyzed email and text message trails in detail. The waste of time, the miscommunications, and the confusion—all became glaringly obvious when presented visually. The realization hit them like a cold splash of water: the very tools meant to aid communication were bogging them down.
We acted it out in classes—how texts were received, how meaning was misinterpreted, and how much more effective it could be to simply walk over and have a conversation. Managers received a business-card-sized guide clarifying which form of communication was appropriate in any given situation. Technology was to serve us, not the other way around.
The Three-Minute Meeting: Connecting Departments
More issues began to surface. We discovered that more conversations were happening behind people’s backs than face-to-face. Assumptions rooted in stereotypes were festering. To break down these barriers, I introduced a tool called The Three-Minute Meeting.
Representatives from all functional departments started meeting for three to five minutes every day. They shared what they were working on, unexpected challenges they faced—like someone being out sick, a broken machine, or an unbalanced workload. What seemed like a small, simple action had a profound effect.
For the first time, people began to see each other as part of the same system. They understood their role in relation to others. The management began to appreciate what it truly means when we say an organization is “a system”!
ListenSpeak? and the Power of Real Dialogue
The team learned a crucial lesson: what we mean is not always what people hear. They were taught to frame their words from the listener’s perspective—a concept I called ListenSpeak?.
Imagine Confident Communication
Imagine knowing that what you want to say is precisely what others understand. ListenSpeak? is about keeping the other person in mind as you communicate. It’s not just about what you meant to say—it's about what the other person actually hears. By practicing ListenSpeak?, along with Active Listening, you can become a more effective communicator.
What is ListenSpeak??
ListenSpeak? is the practice of tailoring your message to the listener. It's about using words and a tone that connect with the person you're speaking to. This means paying attention to their non-verbal cues, understanding how they process information, and adapting to their style.
But this isn't always easy. I remember one day in the kitchen, I lost my temper with a cook. I was yelling at him because I wanted the dish cooked a certain way, but for some reason, it was like my consciousness was outside my body, watching what was happening. Though this cook was huge, towering over me, he looked at me like I was an angry father—like a giant afraid of Jack. It was a shocking moment. Instead of seeing someone ready to make the dish right, I saw fear in his eyes. I stopped mid-sentence, stunned by what I was doing. From that day on, I promised myself I would never talk at people like that again—at least, not if I could help it. I learned to keep my eye on how others were reacting and to adjust my words so they would understand what I truly meant.
Real Communication
Real communication means using the right words, in the right way, at the right time, for the person you are talking to. It's about understanding that what others hear is what truly matters—not just the words you say.
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How to Use ListenSpeak?
Here are some simple ways to practice ListenSpeak? effectively:
Adapting Your Style for Writing
When writing, think about the person you’re addressing:
ListenSpeak? is about being mindful of how others receive your message. By framing your words from the listener’s perspective, using empathy, and observing non-verbal cues, you can improve your communication significantly. Whether speaking or writing, always keep the listener in mind to ensure what you mean is truly understood.
We had to create a safe environment for people to feel comfortable enough to speak their minds. This was especially important for the management team. They needed to understand that blaming people would get them nowhere. As Dr. Deming often said,“Blame the system, not the people working in the system.”
With time, and as trust grew, bad habits began to fall by the wayside. Dialogue became genuine. Misunderstandings started to dissolve. People no longer averted their eyes when I visited; instead, they smiled and greeted me openly. It was a sign that fear was fading, and a new culture of respect and openness was taking root.
Climbing Out of Fear: Building Trust in the System
To truly foster teamwork, we needed to drain out the venom—the fears, resentments, and unspoken frustrations. It required patience, courage, and a relentless focus on the goal. Slowly, they began to speak without fear of retribution. They began to own their voices and, in turn, own their work.
The Devil’s Advocate (enhance decision-making here) and Crucial Conversations (learn more here) (buy the book here) tools were critical in helping us move forward. These structured tools provided a way to address difficult topics with clarity and without fear.
I had Ron, the owner, and Gary, the production manager, go through a process of applying both Crucial Conversations and Active Listening (read the Harvard article here), as described in a paper from Harvard. It was hilarious to watch at times—both of them struggling to get it right, stumbling over their words, and catching themselves mid-sentence. It was hard for them, but they stuck with it. With some coaching, they finally managed to do it, and the impact was immediate. Their laughter during the process was genuine, and it helped break down the tension that had existed between them for years.
Ghosts in the Dialogue: Confronting Resentment and Miscommunication
In every company, I have worked with, communication is always the hardest challenge. Real dialogue can only happen when everyone feels safe to express their thoughts, and when communication skills are nurtured. The goal was to climb out of confusion and into harmony—not by focusing on the dysfunction, but by doubling down on building function.
It wasn’t easy for Ron, the owner. He had to face how his actions had created fear and resentment, whether intentional or not. And to his credit, he took it on with courage. He learned new ways to communicate and, as he did, the culture of the company began to shift.
The real battle, though, was with top management. They had to overcome their fear of speaking up, of saying what needed to be said without second-guessing Ron’s reaction. Over time, and with every small step forward, they transformed into dignified, assertive, and loyal managers.
Tools for Change: Devil’s Advocate and Crucial Conversations
Two tools made all the difference: The Devil’s Advocate and Crucial Conversations. The Devil’s Advocate helped them challenge assumptions, question hidden premises, and rigorously test their ideas. Crucial Conversations helped them speak about difficult things with openness and respect.
Bit by bit, we squeezed out the venom. It took nearly four years, but with each step, the communication flowed more freely, and the bonds of a true team began to form. Now, when I visit, they no longer avert their eyes. They smile, they say hello, and they welcome me warmly. The difference is palpable—fear has been replaced with trust, and the factory feels alive with purpose.
Looking Ahead
In the next issue, we’ll explore the concept of putting new wine in old bottles—how adapting old systems to new ways of working can lead to both unexpected challenges and opportunities. Stay tuned!