This was a big deal. Millions of dollars were spent to get to this point. On the call were resources in Hong Kong, S. Korea, and China. Not on the call were a team of other resources spanning from Florida to Hyderabad. The whole team would be waiting on the outcome of the discussion.
The topic, the first scheduled system outage. We needed to agree on a time and method for dealing with the interruption at a manufacturing facility. Mandarin was the primary language on the call. We let each section leader discuss the impact and their plans to overcome the disruptions of the outage.
I don’t speak Mandarin, but it was clear after about 20 minutes that we had an agreement that would work for everyone. Successful collaboration had occurred. We almost ended the call.
But agreeing wasn’t the last step.
Once we reached our consensus we needed to make sure that our plan to communicate and coordinate was smooth after all we just spent 20 minutes discussion what we’d do and when. How would we know when the when was happening?
How many times have you had a good plan go awry because we didn’t build in the communications plan?
Just as important as any agreement is the plan to execute that agreement. It may come across as tedious to talk about, but reminding your group that agreeing isn’t the last step should help them see the value in the effort.