Five questions to ask members of staff re specific areas of performance. Source: www.boxofcrayons.biz

1. Five simple and profound questions to ask staff Sweet TLC Ltd

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7. That’s five

8. Just five

9. Five simple and profound questions to ask.

10. Five simple and profound questions to ask.

11. Five simple and profound questions to ask.

12. Five simple and profound questions to ask.

13. Five simple and profound questions to ask.

14. Five simple and profound questions to ask.

15. Five simple and profound questions to ask .

16. Q1

17. What did you intend?

18. What did you intend? This can be a simple restatement of their objectives

19. What did you intend? What were they trying to achieve?

20. Q2

21. What happened?

22. What happened? This is useful for just getting a sense of what really happened

23. What happened? Rest assured that any person’s perspective of events is only one of the versions

24. What happened? Collect both "the facts"

25. What happened? E.g. costs, number of people involved, etc

26. What happened? & differing opinions

27. What happened? On what worked and what didn't work

28. What happened? When commenting on another's role

29. What happened? Capture specific behavioural events

30. What happened? Rather than your own conclusion about what they did

31. Q3

32. What can you learn from it?

33. What can you learn from it? There will be different levels of learning

34. What can you learn from it? From the specific

35. What can you learn from it? “ When I do that the photocopier jams.”

36. What can you learn from it? To the more abstract

37. What can you learn from it? “ This project wasn't close enough to my life purpose for me to be motivated.”

38. What can you learn from it? Don’t be fixated on mistakes

39. What can you learn from it? Pull out the positive

40. What can you learn from it? “ What went well?”

41. What can you learn from it? “ What do we need to capture for the future?”

42. What can you learn from it? Also

43. What can you learn from it? Ask

44. What can you learn from it? “ What still puzzles us?”

45. What can you learn from it? Be clear about what is still a mystery

46. Q4

47. What should be done differently next time?

48. What should be done differently next time? This is a powerful question

49. What should be done differently next time? It plants the seed for the ‘next time’ conversation

50. What should be done differently next time? Without these seeds, we default back to a collective memory

51. What should be done differently next time? The collective memory of: “This is how we do things around here"

52. What should be done differently next time? The collective memory does not capitalise on the collected wisdom

53. Q5

54. What should you do now?

55. What should you do now? There may well be actions to take right now

56. What should you do now? Things to do, people to connect with, etc

57. What should you do now? As with all actions

58. What should you do now? Set up accountability

59. What should you do now? Accountability?

60. What should you do now? What will be done, by whom and by when

61. Recap

62. Five simple and profound questions

63. 1. What did you intend? 2. What happened? 3. What can you learn from it? 4. What should be done differently next time? 5. What should you do now?

64. 1. What did you intend? 2. What happened? 3. What can you learn from it? 4. What should be done differently next time? 5. What should you do now?

65. Source: www.boxofcrayons.biz