How can you facilitate learning conversations among leaders?

"Education is not the filling of a pail, but the lighting of a fire." — W.B. Yeats To facilitate learning conversations among leaders, create a safe space for open dialogue and encourage active listening. Use structured formats like roundtable discussions or workshops to focus on specific topics. Foster a culture of curiosity by asking thought-provoking questions and sharing diverse perspectives. Regularly review and reflect on these conversations to reinforce learning and growth.

As conversas de aprendizagem entre líderes requerem, sem dúvidas, um propósito claro e alinhado aos objetivos organizacionais. Já vivenciei um momento onde a empresa em que eu atuava definiu como propósito melhorar a colabora??o entre os diferentes departamentos. Foi criado um time de líderes para montar um plano de a??o, por meio de uma agenda de reuni?es e workshops. Dentre várias ferramentas, foi aplicado o modelo SMART para estabelecer metas específicas (como exemplo: reduzir o tempo de resposta entre equipes em 20% em três meses). Ficou nítido que envolver os líderes na cria??o do propósito e agenda promoveu engajamento e senso de propriedade.

I have learnt that because there are so many things to learn, the temptation is to make the purpose of the dialogue as broad as possible. This can be counter productive since you will need more time than you have and by the time you get to the end, if you are even able to do so, the things talked about in the beginning will be forgotten. The solution could be to set a number of learning conversations so that the topics are spread out through these conversations. It makes the focus narrow enough each time to have rich and exhaustive conversations

Setting a clear purpose for learning conversations is crucial for fostering effective dialogue among leaders. By aligning the conversation with organizational goals and participant expectations, leaders can create a focused environment that promotes meaningful engagement. Furthermore, involving participants in co-creating the agenda fosters a sense of ownership, which can lead to more productive discussions and innovative solutions. These conversations should be seen as a strategic tool for continuous improvement and collective learning within the organization.

One process I have found to facilitate learning and support among leaders is setting up a coaching program. The general perception is that coaching should be in the form of a junior person learning from a senior person. However, in my experience there is a lot to gain from being coached by a peer. I have seen peer coaching programs be successful by starting with identifying the strengths and learning goals of each participant. Making matches based on these characteristics helps to ensure that each person learns the most, either by coaching someone on topics that fit their talents or by being coached by someone whose strengths fit their development opportunities.

It is key to know it’s not always a one size fits all when it comes to these conversations. Do not pick one method and go with it the whole time simply because it worked the first time. Know what crowd you are dealing with and be quick to adapt. The topic for discussion can also mean you have to change from the previous methods of conversations you have had. So do not be rigid! Educate yourself enough about the different tools and approaches so that your toolkit is full.

In all you do, make sure there is time for questions. This is key because it helps you know what things you need to address there and then, or what you will include in the next conversation if there is one. It also helps you know where people are at in relation to the topic of discussion. Questions can also be a good mode of assessment since they can be an indicator of whether you passed on the message well or if there are still things to address.

Capturing the outcomes of learning conversations among leaders is like preserving a masterpiece of art. Just as a skilled photographer meticulously captures the essence and details of a work of art, leaders should carefully document the insights and outcomes of learning conversations. Ensure that valuable knowledge and ideas are not lost but rather preserved and optimized. Just as an artist takes multiple shots to get the perfect picture, leaders may need to revisit and refine the captured outcomes for optimal results. Collaborate with the participants in the learning conversations, involve them in the documentation process, and seek their feedback.

It is important to also consider the venue. It seems insignificant yet a venue that aligns with the conversation can be a huge help. It makes the conversation more real, avails lots of real life examples and generally sets a good tone. Some conversations are best had in a boardroom or conference hall, while others in a more relaxed place with a cup of coffee. So yes, consider your venue.