I’ll admit to being surprised at being asked. One reason is that I have an aversion to most management programs - talent management, performance management, innovation management. Also, I never expected the Human Resources department of a large global firm to link Working Out Loud with leadership. But they did.
Introducing Working Out Loud via HR and executive development presented a new opportunity. My talk included some of the usual things:
- the 5 elements of working out loud
- the need to appeal to individual's intrinsic motivators
- practical examples of individuals becoming more effective and engaged
- how to develop and spread the habit via Working Out Loud circles
Then I focused on the more senior managers in the room. How would they “contribute to people in their organizations to deepen the relationship"? Why should they?
I started with the universal gifts of appreciation and recognition. And since the firm already had an enterprise social network, each contribution could be visible and ripple through the organization. Coming from an executive, a simple “Follow” can signal I see you and be meaningful. A Like can mean I recognize your work. I described how an “Ask Me Anything” demonstrates openness and accessibility. How a comment shows their interest in listening and a willingness to engage. Small steps to get started.
I showed them how they could do these simple things in 15 minutes a week.
After the talk, one of the executives came up to me and told me that, when he would ask for questions after a talk in front of a big audience, his people were afraid to speak up. He wanted to change that.
He saw how things could be different if people knew it was safe to be open and curious. He wanted and needed an organization where people could share knowledge, solve problems, and innovate without waiting for instructions from the boss. He understood that he could lead by example and model the behaviors he wanted to see.
To make a difference, though, he would need to take a step and develop the habit of working out loud so others would follow, and so he could lead more effectively.
Whether you introduce the practice via HR, via Knowledge Management, or via employee career events, helping even one group to work out loud can make work better. A few groups can form a movement. A few dozen can create an open, generous, connected culture that's good for the organization and all the people in it.