A member of your team is often an hour late to work on Monday mornings. What should you do?
A. Ask the team member why they’re late.
B. Refer the team member to the Employee Assistance Program for counseling.
C. Dock the team member’s pay for the missed hour of work.
How could we improve this question? Let’s look at some ideas. (We look at a lot more ideas for strong scenarios in the online scenario design course.)
1. Focus on a specific, real performance problem
Our scenario question is weak because it isn’t based on an analysis of what’s really going wrong. Instead, it’s based on assumptions about what people are probably doing wrong.
So our first step in the makeover is to look more closely at the actual performance problem.
Let’s say that our business goal is this: “Employee retention will improve 10% by 2016 as all managers use the Friendly Face at Work management model.”
We set this goal because employee turnover is high, and during exit interviews, people said managers were too harsh. We then paid a consultant $70,000 to tell us to use his patented Friendly Face at Work model.
In action mapping, every activity we write supports a specific, real-world behavior that people should perform but are messing up somehow.
In this case, the behaviors we want to see are the behaviors in the consultant’s model. The one we’re focusing on now is, “When a team member consistently fails to reach a standard, encourage them to share why they’re struggling.”
Our managers aren’t doing this. Why not?
2. Find out WHY people are messing up
In our analysis, we discover that managers already know they should ask a struggling employee what’s up. The real problem is that they don’t ask because they worry about sounding intrusive.
They’d be more comfortable if we helped them phrase the question appropriately. That’s the behavior they should be practicing: asking the question.
3. Find out in what CONTEXT people are messing up
The first draft of our question is boring because it’s so generic. Nothing in the real world is that simple. So with our subject matter expert (SME), we’ll add some realistic complexity. Here’s one possible rewrite,
Jake has worked on your team for two years. In the last two months, he’s arrived an hour late on most Mondays. He doesn’t seem as cheerful as he used to be, and a couple of times you’ve noticed that his eyes appear bloodshot. You’re pretty sure he’s married and you remember signing a congratulations card for his new baby about seven months ago, but you haven’t heard anything since then.
You ask Jake to come into your office after lunch. When he arrives, his eyes look bloodshot again, and he fidgets with his hands.
How do you start the conversation?
A. “You’ve been a great member of the team for two years, so I’m surprised that you’ve started coming in late. Is something going on?”
B. “I’ve noticed that you’re coming in late on Mondays, and I’d like to help you get back on track. What can we do to help you get here on time?”
C. “I want you to know that no matter what the situation might be, I’m here to help. Could you help me understand why you’ve been coming in late?”
This still isn’t the best question in the world, but it’s at least more subtle and realistic than the first draft. And, importantly, it focuses on what managers really need to practice: how to phrase the difficult question.
Tweaks for context
In addition to changing the focus of the challenge, we made the following tweaks:
- We gave people names, which in a way also gives them a face as readers pull up a “Jake” from the database of people in their brain. My Jake probably doesn’t look like yours, but he has a face.
- We provided cues that may or may not be relevant — the bloodshot eyes, the changed mood, the baby that we haven’t heard about lately. No management challenge takes place in a vacuum.
- We put people’s words in quotation marks, adding voices to make it more real (and, in this case, to model specifically how the question should be asked).
Finally, another cue that we wrote a more challenging question is that it’s not obvious (to me, at least) which answer is correct. We have to understand the consultant’s Friendly Faces at Work model to know how we’re supposed to phrase the question.
If we can write scenario questions without the help of a SME, we’re probably writing questions that are too easy. The SME will help us write a subtle question and help us make clear through feedback which option is correct.
Scenarios require a lot of SME help, so you might want to prepare a steady supply of donuts or chocolate for your expert. In the scenario design workshop, we’ll also look at ways to quickly and efficiently get the expertise out of your SME’s brain and into a scenario.
All photos in this post (c) iStock