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Stop Start Continue

“Well, THAT was awkward!” For the last few minutes of each team member’s annual performance review, I used to ask about how I was doing as their manager. While we had good relationships, there was nevertheless a bit of awkwardness when they were asked to critique me directly. Also, some of them were a little surprised by the request and had difficulty articulating their inputs. I was genuinely interested in learning from what they were thinking and needed a better way to get truly meaningful feedback from my team. 

On the advice of my manager at the time, I adopted a slightly more structured approach that made a big difference. Rather than asking an open question about whether they had any comments about my performance, I asked 3 narrower questions:

(1) What have I been doing that really isn’t working and I should stop doing it?

(2) What is something you’ve seen other managers do that would work well in our group and I should start doing it?

(3) What is something I’m doing that works well and I should continue doing it?

This Stop-Start-Continue format was highly effective; the helpful feedback flowed. It worked because it focused the wide-open “how am I doing?” down to asking about just 3 specific behaviors. Further, the phrasing made clear that I was after suggestions that could be put into action straightaway. Re-scoping made it much easier for people to answer, and the focus on improving the group’s performance, rather than on me personally, made it more comfortable for them to answer candidly. I used this format regularly throughout my career, and implemented many of the suggested adjustments to my management style.
Agile planning myths image
April 2, 2025
Don’t be fooled by the latest fad in project management, Agile. Agile is pitched as a revolutionary method, but the fact is, it simply DOES NOT GET THE RESULTS that visual waterfall approaches do. Period. We see team after team fail using Agile methods, for very specific reasons. Let’s look at the 6 painful TRUTHs of using Agile methods. You don't need the latest fad, you need to use the best practices to manage a project to completion.
Visual 8D Breakthrough image
April 1, 2025
Problem-solving methods haven’t changed in over 20 years, and some methods have been around for 30-50 years without significant improvement. CAEDENCE has released a novel improvement to problem-solving that overcomes shortfalls in existing methods. Applicable to all structured problem-solving approaches, Visual 8D™ enables teams to execute the familiar problem-solving steps (with no additional effort), while capturing plans and progress in easy-to-follow diagrams. Visual 8D™ puts teams in the position of providing answers to management and customer questions before being asked, resulting in improved control of the situation and minimizing time wasted on extraneous actions.
Ready Aim Fire Image
March 31, 2025
Being action-oriented is a good thing, right? Well, yes and no. There's a big difference between learning and adjusting quickly ("failing fast") and wasting time and resources by "rushing off half cocked". Executives and teams alike are eager to be (and be seen) "doing something", but they often fail to recognize the distinction between 'activity' and 'progress'. As a result, they act upon the first reasonable idea that comes along. The trouble with acting on the first reasonable idea is twofold. First, there might have been much better ideas, and second, once you start working on the first idea, you stop looking for the better ones. Outcomes are often sub-optimal – problems not solved, product not launched, etc. Want to dramatically improve your team's odds of achieving consistently strong outcomes? Next time everyone's ready to run with the first reasonable idea, set aside just 30 minutes and challenge the group with this 3-step process.
Who's in charge image
March 29, 2025
I was asked to take over the redesign project as lead engineer after a team from another site had struggled and failed to meet the financial target. The assignment came with one condition (which, in hindsight, should have been a big red flag): “Don’t let the original leader know he’s not in charge anymore, we need to keep him engaged.” If I had it to do over again, I’m quite certain we could have delivered on the goal in half the time if team leadership had been clearly defined.   Management made several fundamental errors with this team: (1) They should have recognized the original project was not on track and intervened to course-correct much sooner. (2) They should have trusted the original team leader to act professionally and contribute despite being displaced, rather than feel it necessary to deceive him. (3) They should have made the leadership responsibilities unambiguous to everyone involved.
Polishing a diamond image representing development of new leaders
March 6, 2025
Some years ago, a bright young engineer was assigned to my group. He was very capable, energetic, and technically sharp, but a bit “rough around the edges” when it came to dealing with people. My job was to “polish the diamond-in-the-rough”, to teach him the soft skills he would need to succeed. I provided one-on-one feedback after attending his meetings to help him see how his abrasive style was holding him back, and to offer some alternative ways of communicating that would not only get the tasks done but also nurture long-term allies who would want to help him again in the future.
Stacking the deck in your favor image
March 5, 2025
While there are a lot of great leadership techniques and tips out there, it turns out there is no magic bullet that works every time for every situation. You have to apply the best practices with consistency and integrity. You have to build environments of trust and common purpose. You have to measure and check. Doing so will not guarantee success, but it will stack the deck in your favor, maximizing your chances of succeeding.
Driving continuous improvement image
March 4, 2025
Continuous improvement in a business is not a one-time action. It comes from a series of smaller actions taken over a long period of time. Driving improvement requires steadfast attention and a drive to achieve excellence. It can take months or years to make permanent improvements and change a culture. In your projects and initiatives, are you keeping your ‘foot on the gas’ to change the long-term outcomes?
Cost reduction image
March 3, 2025
Executing an effective cost reduction initiative goes beyond simply identifying a need, communicating a dollar value, and holding workshops. Cost reduction initiatives must start with a broader review of gap areas across the entire enterprise (considering existing and acquired sites) and definition of the future state goals. Buy-in must be secured among the key stakeholders and participants. The steps and metrics needed to ensure engagement before, and accountability beyond, the initiative kickoff must be planned.
Ideas are cheap graphic
January 27, 2025
Why are ideas cheap? Supply and demand – there are lots of ideas out there – everyone fancies themself an innovator, the supply far outstrips the demand. BUT, coming up with a good idea is only 1% of the success of a business. The hard part remains…. Why does execution matter more? Once an idea is created, there are hundreds of steps needed to turn it into a viable product backed by a viable business model. Driving rigor at speed through the product development, marketing and sales, pre-launch, and production ramp processes is what will make your business successful.
Methods of communication and their impact
January 21, 2025
If you've got a favorite way of communicating (perhaps by text, email, or in-person) that you use most of the time, you are undermining the effectiveness of your communication! If you've ever been frustrated that your team or manager isn't taking action on what you've told them must be done – this post & infographic is for you. Not all modes of communication are created equal. The way you communicate should be selected based on 3 situational factors: who you're communicating with, the gravity of your message, the outcome you're trying to achieve. Choosing the the mode appropriate to your purpose will greatly enhance the impact of your messaging. Choosing the wrong mode can undermine what you're trying to accomplish by communicating.
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