Breaking Past the Mental Block
(Published in CMA Magazine)
By Helen Dyrkacz, CMA
Sometimes, in the process of solving a business problem, managers hit a wall that, on their own, they can’t quite solve. Support from their peers can make a big difference.
Managers regularly face difficult issues and important business decisions. Although their confidence and abilities have put them where they are, hitting a wall on the occasional challenging situation is natural. An Action Learning Group can help get past such blocks.
Managers regularly face difficult issues and important business decisions. Although their confidence and abilities have put them where they are, hitting a wall on the occasional challenging situation is natural. An Action Learning Group can help get past such blocks.
Consider Mary; she was faced with a major dilemma. She was a project manager with the task of creating a competency-based development program for financial staff. The previous consultant was unavailable for consultation, and after carefully selecting a co-worker, she discovered that he had accepted another position outside her organization. With these delays, she was losing credibility with her client, and it wouldn’t take long for them to go somewhere else. Mary was perplexed and losing sleep.
To deal with the problem, she engaged an Action Learning Group. Within an hour, the group helped her define the real problem, explore options and develop a plan. During the process, Mary came up with several ideas that she never considered before, by responding to questions from her team. In the end, she obtained a superior resource to meet the needs of the organization. It was the Action Learning Group, comprised of peers and a skilled facilitator, that helped her find answers within herself.
What is an Action Learning Group?
An Action Learning Group is comprised of four to six managers and a facilitator who meet on a regular basis over several months for one full day. During each meeting, every manager has equal time to share their issue with the rest of the group. Their presentations last about 10 minutes, however, rather than group members giving typical advice and guidance, they take turns posing a series of questions over an hour to the individual. These questions might include, “what have you tried? What is your wildest or craziest idea? If you had an endless budget, what would you do? If you had unlimited time, what action could you take? Which idea gets your adrenaline flowing? Which idea makes you excited? In what ways can we increase production? In what ways can we reduce absenteeism?”
The manager carefully reviews and responds to the questions posed.
Before the session is finished, each peer leaves the manager with one complex question to consider. But he is still not off the hook. He is then asked about the steps he will take to make them happen (along with specific time frames) before the next meeting.
The next step is a period of quiet reflection in which individuals consider what they experienced, how it relates to them, and what they have learned. Then the managers share their experiences with each other. It’s through this process that not only the manager who has the issue shares their revelations, but also others would indicate what transpired for them. In Mary’s case, she learned that she had done everything she could, and that she needed to seek higher level support to help her get the project off the ground. Other managers recognized the importance of ongoing support and constant mentoring and coaching of their employees.
This group will meet four to six weeks later and each member will account for their planned action steps. They will discuss specific challenges or bring a new issue to the table. Once again, they follow the same process.
Making the process work
The commitment and ownership of the process from all group members is essential. Each member generates their own ideas and comes up with their own personal action plan. Therefore, buy in is necessary from everyone.
Copious notes are kept on all discussions and the resulting planned action steps by the peers and facilitator. These notes can be referenced at any time during the meetings. The saying “what gets measured gets done” is very relevant here. Each group member must respond to the action plan, provide updates and address additional pitfalls.
In this process, there needs to be group support and teamwork. From that comes great ideas, and opportunities to bond with others. Everyone brings one scenario to the table, and everybody helps each other out. Questions from a variety of peers encourages unique ideas and solutions. And each problem brings new potential solutions from which all managers benefit. Working together as a team provides informal coaching and mentoring opportunities.
There has to be equal time for all, of course. Extraverts tend to take over meetings and focus on their own needs and wants. Because equal time is given to each person in this process, everyone benefits. With questioning, each person has the same opportunity to put forward their concerns.
The success of the group will only be as significant as the individual members involved and the actions that they take. Remember the following:
• The truth may hurt — Members must be able to openly discuss not only what has worked, but as importantly, what hasn’t worked. It’s only through their trial and error that everybody can learn from each other.
• Openness — Try new strategies and be open-minded when solving complex problems.
• Trust — Members must be able to trust one another with their ideas and opinions.
• Humility — It’s easy to recognize success, but we need to admit defeat and ask for help.
• Active listening — This is very important for all managers to be heard and know that others fully understand their scenario.
• Attendance — Each manager must attend the meetings regularly, and come prepared.
• Non-judgemental — Managers only look at the issues on the table and don’t judge each others’ performance or actions taken.
• Humour — This is an excellent way to reduce stress! Let it make an appearance when appropriate.
How to start
First, obtain a group sponsor, someone who will champion the exercise. Then, find a skilled facilitator for the process. Find four to six managers who are interested in learning, are open to new ideas and like to learn from complex scenarios. Brief everyone who has a vested interest on the process and mechanics. Develop a one-day orientation, during which group members get to know each other, learn the process, acquaint themselves with their roles and responsibilities, and familiarize themselves with the objectives of the group. Encourage everyone to practice crafting carefully worded, open-ended questions. Be sure to obtain commitment from each group member for a certain number of sessions. After six to eight months, managers will develop their own group norms and process. They become independent and work on their own without a facilitator.
Some senior executives have developed a common bond through this process and have been meeting monthly for over ten years. Others still travel two hours to monthly meetings, whereas others, even after they retire, attend the meetings on a regular basis.
It is through open questions, sharing information fearlessly, quiet reflection, and solid action plans that results can come from this process.
Leadership and Beyond
63 Kendale Drive
Winnipeg, Manitoba
R3T 5M6
Canada
Winnipeg, Manitoba
R3T 5M6
Canada
204-269-2311
