This was developed and used by R
ay Jacobs and me as a tool when doing “just in time” coaching. A tool for line managers to implement solutions that was agreed to by a team or members of a team.
Subsequently we have used it as a method for bridging time gaps in contact sessions with our clients. One client posted a weekly circular to the people involved in the change event, asking “How is Your 6?”. This worked very well as a way of keeping people aware and the change effort alive amongst other priorities that may squash out this particular focus. Why? The people to whom the get 6 letter was addressed to were asked to rate their weekly effectiveness re the 6: on a scale of 0=not paying attention; 1=paying intermittent attention, give its due in particular times; 2=doing it consistently. A percentage score across the 6 became a motivator.
- Get an outcome. What is the end-state or results that we agree to? What has to happen for the outcome to be inevitable? What are the behavioral components that would contribute to the solution?
- Get possibilities. What are the options to consider in order to get the solution and what are the planning and priorities that would be required to achieve the outcome?
- Get behaviors or actions. Who will do what specifically and who is personally responsible?
- Get commitment. After having decided whom to involve, ascertain that they are taking responsibility for their contributions towards the clear outcome.
- Get the metrics or measurement of results on the table. The evidence of progress also acts as an early warning signal if no progress is made. If it can’t be measured, it can’t be managed.
- Get clarity on the plans for the follow up.
Get 6 are the headings. The power of this simple tool lies in the questions being asked to get 6. Asking the appropriate questions that lead to operational answers are not only non-threatening, but in a sense “invisible” to the thinker. The right question gets the thinker to go “inside”. Often s/he then becomes so occupied in thinking about the answer that s/he frequently does not even acknowledge the contribution that the questioner has made towards the solution. This of course is very good for taking ownership and responsibility for execution.
One pre-condition for get 6 to work is having a strong reason why. It is assumed that the 6 exercise is the tail end of a process in which the necessary thinking has been done, and a strong reason why exists for doing this work.