During the week since our last team leadership meeting, things hadn?t improved.  We had no luck winning back the Vault Communications project and that didn?t help morale any.  We needed to get our act together quick or we?d see more resignations and more red ink. 

It was time for our first weekly brainstorming session and Kim, Joe, Rich and Linda were all there on time.  That was a good start.

I had taped the flip chart from last weeks meeting on the wall as a reminder of our issues:

1.      Fear/Lack of job security

2.      Unclear expectations/goals

3.      No passion

4.      Lack of freedom to get the work done

5.      Work is too serious ? no fun

6.      Lack of interesting learning opportunities

7.      Not enough performance feedback

?Well, now that we know how screwed up we are, we need to figure out what we?re going to do about it?? I said to the group, referring to the flip chart.  ?However, instead of starting with potential solutions, I?d like to start with the end-game.  In other words, we know what our employees are saying about the company today; what do we want them to be saying six months from now??

?It seems to me we want the opposite of what they?re saying today? Joe recommended.

?You may be right Joe? I answered, ?but I?m not sure it?s that simple.  I think discussing our vision of a more positive work environment may help us to determine some priorities, and maybe, some solutions.  We may not think it?s important to solve every one of the problems on the list.  On the other hand, we may come up with some things we?d like to improve that didn?t even make the list.  I don?t want to jump to any quick solutions.  The decisions we make in these brainstorming meetings need to guide us back to health.  It?s critical that we think this through?we may not get a second chance?.

There was silence for a minute or two while I let the group think about this new question. 

Joe started the ball rolling, ?I think we want this to be a place where people can grow; a place where people can reach their potential.?

?Great start Joe, give me a bit more detail?

?The only way we can become an extraordinary company is to have extraordinary people.  The only way to do that is to help them reach their potential.  Remember, our employees have other options, if their not growing here, they?ll choose to grow somewhere else.?

?I know it sounds kind of hokey but I love it? Kim slapped her hand on the table for emphasis; ?we strengthen our team and improve employee loyalty at the same time.?

Everyone else seemed to agree as well so I added ?Foster growth/reach potential? to a new flip chart page.

Rich was next, ?I think we need our employees to feel some ownership for what we do.  They need to feel like they have some impact, that they?re not just cogs in a big machine. 

?How do we do that?? Linda asked skeptically.

 ?Let?s not worry about how we?re going to get there yet? I interjected, ?let?s just focus on the destination.  The question is; do we think it would be beneficial for our people to feel more ownership in the company??

?Of course it would? Joe answered, ?Sometimes I think my team is paralyzed if I?m not there to make a decision for them.  It would make my life much easier if they felt like they had the freedom to make decisions that had some real impact.?

Again they were unanimous nods around the table so I added ?Ownership/Impact? to the flipchart. 

?How about setting clear expectations?? Kim offered.  ?People can?t take ownership for making decisions if they don?t know where we?re headed and what?s expected of them.  They also need to be real clear about their role in achieving our goals.?

After another round of nods, I added ?Clear Expectations? to the flip chart.

?These are all great ideas but how about making sure we have a little fun around here too?? Joe asked as he floated a paper airplane across the room.  ?We need to laugh more, play more and make sure people feel rewarded for the work they do.  It can?t be all work and no play, right??

Linda had enough of this ?What are we talking about guys? We?re worried that our employees aren?t having fun? This isn?t a party; we?ve got a business to run.  I?m all for improvement, but I don?t think we get there by treating our employees like children.  I?ve got real work to do.?

With that, Linda got up and stormed out of the meeting.  The rest of us stared in complete shock for about 30 seconds before I broke the awkward silence.

?Well, that was interesting.  Believe it or not, I think Linda just helped us with our next item on the list.  I may not agree with her point of view, but her passion is something I wish more of us had, however misdirected.  John said it when he resigned.  He said he didn?t feel the passion anymore and, you know what, I don?t think any of us have felt it for a long time.  Our mission should be to get that passion back.?

With that, I added our last two points to the flip chart and put it side by side with our list of issues.