Most people know Roger Martin’s WWNTBT? test, What would need to be true… for this idea/strategy/action/choice to work?
We have our own WDENTK? test. What does everyone need to know… to be able to contribute effectively to your meeting, offsite or discussion?
Levelling the Playing Field
At the start of any strategy conversation in particular you need to answer, does everyone know…
- What key conversations have been had ahead of time
- Any draft strategies that have already been formulated
- How the most senior folk in the room are feeling
- What the Board or owners expect
- The latest organisational performance data and forecasts
- How the workforce is feeling
- What customers are saying
- That they are in a safe environment where it is possible to test ideas, be wrong, question seniority and generally engage in a constructive conversation
The Danger of Assumed Knowledge
All this information is often assumed knowledge for those who have it… and a mystery for everyone else. Get everything out on the table before engaging in the substantive conversation.
And the very worst thing that can happen is that executives figure out later they are really engaged in an Easter egg hunt — someone already knows the “answer,” it’s hidden somewhere in the agenda, and they are just waiting for the group to stumble upon it.
Slowing Down to Move Faster
The old saying “slow down, to speed up” is overused — but if you haven’t slowed down enough to ensure everyone knows what they need to know, you will likely be wasting time in confused conversations and limited involvement.
