How to: Conduct a "Have Your Say" team debrief

What does this look like?

Managers who do this effectively:

• ensures the team is emotionally and mentally prepared for the Have Your Say results
• presents information in a sensitive but factual manner
• ensures the whole team participates in discussion and reflection
• works with the whole team to create a comprehensive action plan

How can I do this?

1.    Process your own reaction first

• All information is an opportunity to learn. It is important to know if there are things that you, and your unit, could do better.
• Some of the Have Your Say information may have surprised you. Even if it did not surprise you, make sure you are calm, cool and collected about the information. If you are still feeling strong emotions about the information, then you should process them more before proceeding.
• If you are struggling with your reactions discuss this with EAP, Staff Psychology or another support service.

2.    Know what it means

• Are you confident you are reading the information correctly?
• Have you completed training on interpreting the data?
• Have you discussed your understanding with your manager before discussing it with your team?
• Are you comfortable and confident that you can explain the information?

3.    Prepare to communicate the results to your team

• It is important to plan how you will manage the Have Your Say results for your team. The information you receive may come as a surprise to some people. The information may be good news or unwelcome news. Different team members will see the information differently – good for some and unwelcome for others.
• Resist the urge to “wing it”. Prepare to deliver this information. This will help everyone to use the information to make your work unit the best it can be.

4.    Dos and Don’ts

Do

• Do take the time to make sure you understand the data.
• Do check your understanding with your manager before discussing it with your team.
• Do schedule multiple meetings to ensure everyone gets a chance to receive the information from you directly.
• Do allow time for people to process the information.
• Do have support options ready in case they are needed. Even if you think the information is positive you can never know how others will react. Bring the contact information for:
  • Employee Assistance
  • Staff Psychology
  • Organisational Development
  • Human Resource Business Partners
  • Other support options that you may have a good working relationship with (such as your local union representative or organiser)
• Do schedule multiple meetings to work through the information and decide what to do with it.
• Do involve entire team in solutions and moving forward. Everyone works in the unit and everyone has a stake in how it feels like working there.
• Do develop an action plan. Even a good workplace can become even better.
• Do celebrate any identified strengths.

Don’t

• Do not “dump and run”. The information needs to be provided carefully, thoughtfully and compassionately. Do not just leave the report in the break room or attach it to an email.
• Do not schedule a single meeting and declare that you are done. This is not a case of “One and done”. The information will take time to consider. It will take time to form ideas and develop action plans.
• Do not delay any longer than necessary. Putting off sharing the information will make people more nervous than if you share it.
• Do not try to identify respondents.
• Do not try and assign blame.
• Do not dismiss, ignore or reject the information and data. People cared enough to provide the information. Your role is to care enough to accept the information and do something with it.
• Do not assume everyone will be fine with the information.

5.    Structure/Organise your team briefing

• Develop a simple communication plan:
  • what will you say?
  • who will you say it to?
  • when will you say it?
  • how do you plan to say it?

6.    Timing, Place and Time Required

• Avoid giving controversial news immediately before a long work break. If you unit works Monday to Friday, then you should not provide the information on Friday. People may not have time to get support if they need it.
• Find an area that is:
  • big enough to comfortably sit everyone
  • relatively private
• Try and schedule the first meeting when:
  • Your work unit is normally quiet
  • Most staff can attend
• Schedule several “first meetings” so that everyone has an opportunity to receive the information directly from you.

7.    Provide safe feedback

• Start with positives and reported strengths.
• Be specific with results that are not positive.
• Explore changeable actions and behaviours with the team. The issues identified in Have Your Say affect the team and should have team ownership. Ask “what can we change right now that will start addressing this?”
• If you are uncertain about how to provide “safe feedback” you might like to receive coaching with a Staff Psychologist.

8.    Follow up

• Hold follow up meetings.
• Follow up any staff who seemed:
  • Troubled by the information
  • Very vocal about the information
  • Much quieter than normal
  • Very eager to help

9.    Make an Action Plan

• Information is only useful if it leads to action. Make a plan to:
  • Address challenging issues
  • Improve on the team’s strengths
• Start small and keep it manageable.
• Set timelines.
• Set measures so you can see changes.

You may find this challenging if you…

• do not accept the information as meaningful, relevant or accurate.
• have strong negative emotions about the results.
• find it difficult to understand or explain the results.
• are not prepared to discuss the good and the bad.
• are looking for people and things to blame rather than finding solutions.

You’re not using Have Your Say effectively if you…

• you spend so much time thinking about the material that you do not make a timely plan to act.
• you spend too much time trying to ensure that everyone has read the information and is “okay” with it.
• Are trying to involve in your action plan people who do not want to be involved.
• Are trying to please everyone with your action plan. Some action is always better than inaction.