Filed under: Perspectives in Brief
One thing became very clear over the past two weeks and that is how powerful conversations can be when you bring great minds around a table to figure things out.
Last month I co-chaired a Lab in San Antonio, Texas to look at the Future of Coaching in Organizations and led a strategy retreat in Washington D.C. The first, with a think tank-like organization is known for conversations that don’t happen anywhere else, however this Lab brought us to a whole new level. We literally did look at the future of our profession, trends, needs and how we could meet them. So in Washington DC just yesterday I thought, “Why not do the same thing?” We often underestimate the power of bringing amazing people together to co-create what their future will look like. Retreat agendas are scheduled to death with no space to just discuss in a generative way.
Yesterday I had a few reflective questions that I shared with the group. I didn’t dwell on what was and what can’t be any more. I asked about it, acknowledged and respected that they were living the pain of change and then we co-created. We talked and percolated, broke up into small groups and convened in one larger group. We built, synthesized and came up with ideas that they will test drive and live so we can come back in conversation a month from now, fine tune and tweak. They left pumped, energized and eager to dive into whatever unfolded.
Don’t underestimate the collective brilliance of a group. They ache to have a say in what their future will look like. Keep the conversation going in the direction it has to go but don’t define it to the nth degree. Give people space to think, be, wonder and create and they will amaze you and themselves!
Next time you’re going to bring a group together in a retreat or team meeting, leave the agenda open enough to create so it’s not just reporting out. You will feel the energy rise in the room. It’s awesome!
“Without credible communication, and a lot of it, employee hearts and minds are never captured.” - John P. Kotter, Leading Change
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