The 7Q7P Framework is partially built on the presumption that employee buy-in needs to occur on an ongoing basis. Having a single discussion with your workers and having them agree that they belong in your organization is a great start, but things are never static in business, and all of the elements that drive the business forward are constantly changing. In addition to that, the features of your employees’ private lives will also fluctuate as time marches on.

The Coronavirus pandemic is having a crippling effect on many business organizations throughout the world. Within the 7 Question - 7 Promise Framework, perhaps the area most likely to be compromised by the havoc caused by the spread of this virus and its stifling effect on commerce is the ability for your employees to maintain a “yes” answer to the 5th question “Do I feel heard?”

There is a scene from the film We Are Marshall that perfectly conveys the importance of verbal communication if you truly wish to be heard and understood and to have the full significance of your statements appreciated.

As an essential component of the 7 Question - 7 Promise Framework that I put together to help business owners, I advise employers to ask their employees the essential question “Do I have balance?” and I considered it essential for business owners to attain and maintain a “Yes” answer from their employees on that question. When I pose this question of balance, it is generally thought of in two ways: Balance as a way to help people negotiate the demands of work and life, and also making sure that team members have the most productive days they are capable of.

Dear Clients and Friends,

I wish I were not writing this, I am cognizant of the situations and extremes I may be writing to and I pray for the best as soon as possible. We are in this together, and I want to take some time to share some guidance I have seen work in past recessions.

In the pages of The Patient Organization, I laid out the 7 Question-7 Promise Framework, which allows everyone within your company to align themselves with your mission by deciding if they can answer “yes” to questions of belonging, belief, accountability, measurement, communication, development and balance. The ultimate benefit of this process is the creation of the type of workplace environment that can power an Organizational Operating System (OOS).

When it comes to questions about why human beings are present on Earth, a wide array of belief systems have been developed over several millennia by different individuals, groups, and cultures in an effort to produce satisfactory answers to those questions. Yet, when it comes to matters of business, arriving at an answer to the question of why your organization exists can be every bit as difficult to produce.

If you visit the website of the Executive Education department of several major universities and look at the class listings, there is a very good chance you’ll find an offering for courses promising to educate you in perfecting your “Executive Presence.” As I write, there is an Executive Presence course offered by the Neeley School of Business at Texas Christian University, and it promises to educate “...business leaders at all levels who want to become more self-aware, improve their ability to establish genuine connections, and deepen their ability to communicate, influence and lead positive change.”

The idea of developing your employees can lead you into tricky territory if you’re a business owner. On the one hand, there are reasons to not take formal steps to develop your employees that might make logical sense on a very superficial level. After all, you probably have employees on your staff that entered your workspace solely because you advertised very specific employment opportunities that they responded to.

Measuring your employees is a simple necessity that is made unnecessarily complicated by the misguided assumption that employees don’t want to be measured. In light of this erroneous supposition, many business owners - often under additional coercion supplied by their HR departments - opt to measure their employees by a set of wholly business-centric metrics that fail to account for the realities of the jobs the employees are asked to do, and the environmental limitations to performing those jobs.