Imagine you were a senior executive who just received a mapping of the questions your employees ask each other.
What would you do next?
My job is to help senior executives in large companies collect and analyze the thousands of questions their employees ask each other.
I help them translate the qualitative question-and-answer data into informal network mappings, maturity assessments, alignment scores, themes and recommendations.
But one question always remains:
What should the executives do next?
Yesterday I suggested that the executive team in a large company use the question data to distinguish between:
1. The questions they consider it their responsibility to answer,
2. The questions employees should collaborate on answering, and
3. The questions that are not supposed to be answered yet
The team responsible for Qvest in the company especially liked the third category, because it allows the executive team to embrace and demonstrate the fact that the organization is evolving and therefore still has a lot to learn.
But what do you think? Would you find this distinction valuable if you were a senior executive in a large company?
Or do you know of other approaches that would make it easier for the organization to move forward together?
You can always share your questions, tips and tricks in an email to email@example.com or in comments to my posts on LinkedIn.