Page 91 - Appreciative Leadership

64 Appreciative Leadership

to share, they will readily do so themselves. We recently attended a
meeting with a major health system. People were invited to off er up
successes, joys, and celebrations of the past week. We heard about a
team member’s newborn child, another’s “ah-ha” in having learned
Appreciative Inquiry, another’s excitement in having created a com-

munity garden, and finally, the launch of a new initiative in an oper-
ating room. All this appreciative news felt good to hear, created an
atmosphere of openness and sharing, and taught team members
about one another.
Appreciative check-ins can transform problem talk into poten-
tial talk and foster positive powerful conversations about crucial work

agenda items. For years Connie began her staff meetings by asking
how many incidents of inappropriate documentation had occurred
that week. She believed this was the most important issue her team
needed to address so she led with it. As a result every meeting started

off on what she later described as a “sour note” with people actually
dreading the conversation. After learning about Appreciative Inquiry,

Connie changed the way she started meetings. She began with appre-
ciative check-ins, and in that way was able to hear and learn what was

going on with her staff . Then she eased into the question of documen-
tation, but with an entirely diff erent question. After the appreciative

check-in she asked, “How many incidents of inappropriate documen-
tation did we prevent last week—and how did we do it?” Her team
came to life as they shared stories and learned from each other. Within
three months the numbers of “saves” were up while the numbers of
errors dropped signifi cantly.

It is easy. Just try it. Start your next conversation or
PAUSE
meeting by asking, “Let’s all share a story of something
that has gone well in our lives since we last talked.”
Watch what happens as you illuminate the best in your staff and
colleagues.