Workplace Seven Questions for Business Decisions

Workplace Seven Questions

Summary: Use these Workplace Seven Questions to guide your business decisions. Make sure to involve your employees and customers. Because with enthusiastic participation, all leverage the actions necessary for the workplace organization of work (WOW). 

Have you noticed how workplace issues – especially problems – seem to be growing in number? 

It’s as though you are experiencing a flood of glitches, hitches, and ditches with staff and clients. The noise is becoming deafening and worrisome as you manage/lead your work-client experiences. 

There is a practical way to resolve workplace issues through asking seven important questions. These questions serve as reminders to keep you tracking correctly for issue resolution as the outcome.

And you want to resolve the problems correctly and quickly, don’t you?

The Workplace Seven Questions

Here are seven investigative questions suitable to ask your organization as a whole, the employees individually and in various groupings, and your customer/clients.

managing customer experiences

Keep asking these questions on a continuous basis. They guide the establishment and sustainability of managing and leading that facilitates less distraction, disconnection, dissatisfaction, and disappointment. More so, it encourages better workplace atmosphere, faster implementation, quality relationships, and ultimately full engagement.

1. “What is the end result we image to frame our work together?” There is an imagined future you are working from. That is, there is a future state that exists that you determine is better than where you are now. Your description of that ideal state frames the stories you’ll share with the group to enrol them in the journey you are taking.

2. “What is our current status?” Taking stock of where you are now is a way to value your beliefs, assumptions, opinions and perceptions that frame the organization of work. And so, answering this question personally, when compared with what you learn from others, offers valuable insights to interpret responses to the remaining questions.

3. “What are the important issues within the gap between current reality and the end result?” “What initiatives do we take to action these issues?” These two questions are connected because they identify the key issues influencing your organization of work and the priority initiatives that require action. Time spent clarifying the issues and initiativespays dividends in developing the plan of action you’ll implement. However, be alert to analysis paralysis.

creative thinking

4. “Of what we have decided to do, when and where will it be done correctly?” The issues and initiatives you’ve chosen to action require immediate attention via the Plan of Action accountabilities and responsibilities you’ve assigned. However, some issues and initiatives require additional learning and educating. Therefore, take the time to ensure the capability-competency-continuance-capacity ladder is against the correct wall. Most of all, act with intention to make it better with everyone involved.

5. “What support is required to realize successful accomplishment of the plan of action?” It’s all about the implementationto inspired standards. If there is one place along this path to dealing with workplace issues, it is here where you need torole up your sleeves andget it done. Implement the plan. Talk is cheap, targeted action is cash flow and proof the plan makes sense. And when people realize the process of asking these seven questions makes sense, they’ll repeat the processwith you and for themselves. The seven questions contribute to how youmanage-lead with confidence and integrity.

6. “What managing & leading approaches fit best in dealing with the questions that arise as we implement the plan of action?” The managing-leading you use are entwined with the actions at hand. Therefore, the managing & leading approaches necessary to move the plan forward must be challenged and updated all the time. Because how you managed & led before does not mean it applies to the present issues. Stay fresh. Stay hungry in your managing & leading approaches. And remember, managing and leading are complementary – to have one is to have the other (ask us about the Wiggly-T framework)!

7. “What happened and why?” Your reflection and evaluation of the work offer insights into what worked and didn’t work. With theseinsights you can travel back through the questions updating your managing and leading approaches, the plan of action and review the issues and initiatives.

Answers to these seven questions allow you to map, manage, measure, and monitor the best ways to deal with workplace issues with your staff and clients.

Asking these seven questions will guide your personal achievements and group accomplishments.

What to Do Next?

Where people work together, there are reoccurring issues with twists and/or new issues because of the course corrections you’ve made.

However, in reminding yourself about these seven questions, you’ll find yourself quickly and easily coming up with ways and means to deal with the issues. As your staff and clients learn and use these questions, they’ll help you create iconic employee-client experiences. With enthusiastic participation, all leverage the actions necessary for the workplace organization of work (WOW).

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Additional Resources 

Purchase the book – Help Them Help YOU Manage-Lead (click the blue button) to learn more about facilitating and mentoring and/or instructing and coaching when managing and leading …

 

Grab a FREE 25-Minute Extraordinary Experiences Conversation to talk about your Organization of Work … Click on the purple button to: 

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Yours for the wellth of it,

Legacy signature Stephen Hobbs

Keywords: workplace seven questions business decisions 

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