I continue to see more senior leaders who want everyone to return to the office because they think people were more productive then. However, these same companies have a ton of data that they are actually more productive when people work from their desired location.
The data doesn’t deter these leaders from wanting what they want.
I don’t fight with these people and shove their faces into the data (as much as I might like to!) Instead, I ask them to consider this question:
How many other ways can you get what you want?
That question has many roles. It:
- Surfaces the other person’s perspective, and possibly, mental models.
- Offers the idea that the person has alternatives. When I hear the words, “return,” I suspect the other person does not see alternatives.
- Is a subtle way to jiggle the person’s current view to consider more options.
I use the “how many other ways” question because I have discovered the other person often does not believe my data—even if the data is from their organization. However, people might believe stories or anecdotes. Once I understand the person’s perspective, I can offer different anecdotes and then start to create alternatives.
This question has another benefit. It’s a “why” question without asking why, all based on the other person’s perspective.
Perspective Matters
I am sure that these leaders are more productive in person. Often, that’s because they can see each other easily. They don’t need to make an appointment or create a meeting. Instead, they can walk down the hall and ask a question.
And because the leader has the benefit of seeing everyone in the office, the leader thinks everyone else has the same benefit. And the same perspective.
That same perspective problem permeates many “insoluble” problems.
We need double-loop learning, so we can and do challenge our assumptions. The Plan-Do-Check-Act idea is insufficient to change people’s perspectives. We also need the stories that allow us to understand our perspective (and mental models) so we can challenge our assumptions.
That’s how we can discover what we want and how to get it.
What Do You Want?
When I work with these leaders, they all tell me they want increased productivity. But what they really want is insights into how people work—and that people are working “hard.” (My April 2023 Pragmatic Manager, How to Build Human Connections With and Among Team Members, Regardless of Their Locations, addressed the issues of one senior leader.)
This question helps people realize what they want (what they really, really want, with apologies to the Spice Girls). And then, we can use the Rule of Three to help people see their options. (See When Can You Recognize and Avoid the Trap of Either/Or Thinking? for how I use the Rule of Three with senior leaders.)
When I hear words such as “return,” I want to understand the problem better. Then, I can expose the other person’s perspective and mental models. That information helps me create alternatives.
That’s the question this week: How many other ways can you get what you want?