Managing Roadblocks:
Form C
It is fascinating to observe how different employees manage the roadblocks they face. Top performers, as a group, are generally not impeded by many of the things that get in the way of average or poor performers. Their model of how things really work appears to be more proactive and behaviorally oriented. They are willing to test roadblocks to see which are which and are often quick to refer Type 1 and 2 roadblocks to management, whereas they push through the 3s and 4s themselves.
Average performers, on the other hand, are often observed to be stymied by roadblocks. Some may stubbornly push the 1s and try to get them to move, even though they do not have the power to do so. They may spend a lot of individual time on the 2s, trying to generate change and feeling good when they manage to get past them; this behavior, while well-intentioned, may not be time and energy effective!
Poor performers can generate long lists of roadblocks that get in the way of getting things done. They face innumerable hurdles in their everyday jobs and constantly point out the things that cause their performance levels to be low.
So, here’s a dis-un-empowering exercise that you can do to help reshape the thinking of the poor performers and generate alternative behaviors among the average performers.
Use a flip chart and masking tape and start a meeting with the question, “What are some of the roadblocks to getting things done around here?” Allow the group to brainstorm and write down all their answers.
(Note: You might want to state the rules for brainstorming: “All comments are okay, everything gets written down, and we discuss the specifics of each idea when we complete the list. No negative comments or reactions are allowed in this part of the meeting.”)
Write all the ideas down without reframing or rewording. Changing the wording might change the meaning or may be perceived as a put-down by an employee, who might then not participate any longer. Encourage the participation of everyone, but expect more roadblocks to come from the average and poor performers. You may also prompt, when the going gets slow, by saying something like, “How about interdepartmental issues?”
Post the sheets as they become filled and do not be surprised if you get ten or more pages. (My personal record is 22 pages!) The more the better.
When the list is essentially complete, share the model of Roadblock Management with the group, describing the categories and the general frameworks of each.
Now go back through the list and categorize, as best the group can, the nature of each of the roadblocks. Let them do this—that way it is their list and not yours!
What you will discover is that 80 percent of the roadblocks will be 3s and 4s, and that the top performers will often offer suggestions as to how to manage the 2s more effectively. The Type 1 roadblocks are those that you should volunteer to escalate; some of the 2s might be addressed by a team of your people, including some of the poorer performers.
Celebrate any ideas for improvement and attempts to address specific problems. Be sure to get out of the way as the group and individuals now engage in some dis-un-empowerment.