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n What is my evidence that they are really important barriers to
progress?

n How exactly are important customers affected?
– What complaints do we get from important customers?
– How many complaints did we have last month?
– What have we already done?
– What is the evidence that we have already done all that is
required?

n In team discussions how can I ensure that my colleagues and I
concentrate on the important concerns and set aside hidden
agendas, old grievances, favourite gripes and the rest?
– Who are the regular complainers?
– What do they complain about?
– Are their complaints justified?
– How can I handle their justified concerns so that they will not
be raised again?
– How can I pre-empt the old, meaningless war stories without
losing their goodwill?

n Who is best qualified to resolve each of the key issues that are
really important?

n What is in it for them if they resolve them now?
n Why haven’t they been resolved before now?
n Who will share my passionate desire to deal with the key obstacles

and only the key obstacles?
– How can I organize them to work with me to ensure the best

outcomes?
n How can I bring together the skills, knowledge and passion needed

to remove the barriers?
n What steps can I take today to start to resolve the key concerns?

Summary

I Research shows that resolving concerns rarely adds significantly
I to profits. Resolving those few key concerns that will actually
I bar your progress toward achieving your ideal future is essential.
I The above questions are designed to enable you to probe deeply
I enough to be sure that the concerns that you choose to address
I are those that are a significant barrier to getting where you want
I to be.

4 Key management questions