Page 195 - Appreciative Leadership

168 Appreciative Leadership

inconsistency. And nothing generates respect more than the integrity
that comes from open and timely communication, transparency, and

opportunity for dialogue. The following stories show what can happen
when conscious decision making is present and when it is not. Each of

them ended differently than expected. Th e first shows how conscious

decision making can put people at ease even in a challenging situation

such as a layoff . The second shows how lack of integrity, in the form of
inconsistency with espoused values, can quickly ramp up an organiza-
tion’s rumor mill in a negative and divisive way.

Story 1: As a way of building trust in leadership, the new
general manager decided to engage all 1,200 employees from

three shifts in a series of Appreciative Inquiry Summits. Th e
purpose was to articulate strengths, principles, and priorities
for strengthening their “hometown customer experience.” Th e
process was successful. Employees and customers were both
enjoying the new culture of appreciation that was emerging.

The process took place over three months. During that time
the new general manager discovered that the CFO he had
inherited when he took the job was misdirecting funds. Th e
CFO was immediately removed from the position.

An immediate financial review made it clear that layoff s

were inevitable. The general manager called us and asked,
“How can we have an appreciative layoff?” He explained the

situation. We spent several hours with him and his team, con-
sciously considering the question. Ultimately we succeeded.
Here are some of the things that happened:

• Managers were briefed about the situation and given
coaching to brief their departments that aft ernoon, so
that everyone would hear the news at the same time.
• The following two days, the general manager visited

every department and every shift to listen and to answer
questions.