One of our clients asked us to help them revamp their group brainstorming process. Although this large financial institution had effectively utilized this method to design creative financial packages in the past, as the Company grew, the process stalled. Debates dragged on endlessly, participation waned, and people groaned when invited to participate in a meeting using their brainstorming methodology. When they brought us in, they thought the problem was that newer people didn’t understand the system or the ground rules. After we interviewed the executive team and watched one of their meetings, however, the true problem emerged.
The CEO, Rich, oozed charisma and power. He had started the company with little more than a few thousand dollars and a dream, and built it into a billion dollar deal shop. All eyes swiveled toward him whenever anyone made a comment or offered a suggestion. Although he declared he valued the process of group decision-making and the creativity inherent in working through the process, his face gave him away. Raised eyebrows or rolled eyes instantly signaled his lack of enthusiasm for what someone said. Most participants felt sure that Rich had made up his mind before the meeting, but wanted to create the illusion of participatory decision-making by leading them through the process. He fooled no one. Consequently, his employees saw no point in going through the motions.
We needed to coach Rich on how to lean back and really listen. It took time, but eventually the group members started adding their own ideas, leading to many creative solutions for current problems.
