Executives are divided on fostering team learning. How do you navigate their conflicting views?

Understand the why. Each executive is shaped by unique professional experiences, so try and uncover what those are and how they shape their views. I recommend discussing in a shared forum or focus group, if you need confidentiality use Slido. By socializing the differing points of view you can often pull through the three agreements you need to move forward.

1. Understand the Underlying Concerns 2. Facilitate Open Dialogue 3. Present Evidence-Based Insights 4. Propose a Pilot Program 5. Address Concerns and Adjust the Approach 6. Build Alliances and Foster Champions 7. Follow Up and Reassess

In my experience coaching law firm partners, understanding their views is the first step toward effective collaboration. I begin by deeply listening to their perspectives, core beliefs, concerns, and objectives. For instance, when one partner was skeptical about investing in team learning, due to his perception that this would involve several people being away on seminars at the expense of operational smoothness, I encouraged an open dialogue, highlighting past successes where similar investments led not only to increased productivity and client satisfaction but also to bonding and sharing of knowledge precisely because of the team engagement. This not only validated their concerns but also opened the door for a more balanced conversation.

It's vital to directly link learning objectives to how they will help achieve team and company goals. Be explicit about the 'so what' and 'why,' and if it isn't clear, this is a great opportunity to reassess and find something more relevant.

In my experience, the following points are important to establish common ground in a healthy way: 1.- The company's strategic plan and the purpose for which the team was formed must be remembered and kept in mind. 2.- The question that both parties in disagreement need to answer is Which learning strategy will facilitate the team's objectives in the shortest time and with the fewest resources? 3.- Finally, in order to find common ground, every decision must be based on the win-win-win philosophy.

Finding common ground among executives is essential, especially when their views on team learning differ. In one instance, two partners had opposing views on training investments. I facilitated a discussion that identified a shared goal—enhancing client service. By aligning this goal with the benefits of team learning, we reached a consensus that satisfied both perspectives. This approach not only resolved the conflict but also reinforced the importance of shared objectives in decision-making.

Assessment: Evaluate the current state of team learning and identify areas for improvement. Objectives: Set clear, measurable goals aligned with organizational objectives. Learning Plan: Develop a tailored plan with relevant content and methods, such as workshops and online courses. Engagement: Secure executive support and involve employees in the planning process. Implementation: Allocate resources and communicate the plan effectively. Monitoring: Track progress using KPIs and gather feedback. Improvement: Continuously refine the strategy based on feedback and performance data

Teams are the engine of every enterprise. When team members engage in immersive learning, they become robust, efficient and a winning team. Senior executives must avoid conflicts, instead build self- organizing teams that leverage one another to widen knowledge and sharpen their skills. For example, team members should be part of the executive coaching and gain mastery. Interns should own the coaching experience and practice what they have learned, supported by experienced hands who serve as guides and coaches. This can be a mandatory policy for interns that enables them have a foot in the door of coaching. The seniors will discuss and assess the situation, provide perspectives, and propose solutions that will bolster company growth.

A strategic approach is crucial when navigating conflicting executive views. With one client, we implemented a phased introduction of team learning. This allowed skeptical partners to see incremental benefits without a full upfront commitment. By presenting the strategy as a low-risk experiment, we gained buy-in from all parties, leading to a more enthusiastic adoption of the initiative over time. This step-by-step method can be particularly effective in environments resistant to change.

In a recent coaching session with law firm partners, I introduced a structured conversation format where each participant could present their views on team learning without interruption. This process not only diffused tension but also fostered mutual respect. By the end of the session, partners who were initially at odds were able to co-create a learning framework that reflected the diverse needs of the firm. But do bear in mind that entrenched positions are often linked to past disagreements with emotional baggage being carried over to present discussions. Context matters and as such having a broad idea of workplace dynamics helps navigate emotionally charged landscapes with more awareness.

I worked with a group of law firm managers to roll out a new team learning initiative by breaking it down into manageable steps and goals including in terms of (1) acquiring knowledge via participating in learning and then (2) sharing the knowledge via internal presentations. Each manager was assigned specific responsibilities, and progress was regularly reviewed. This structured approach ensured that the changes were not only implemented but sustained, leading to measurable improvements in team performance and client outcomes.

After implementing a new learning program in a law firm, we conducted quarterly reviews to assess its effectiveness. We gathered feedback from both participants and clients, which provided actionable insights. For example, we discovered that while technical skills had improved, communication skills needed further attention. This data-driven approach allowed us to fine-tune the program and maximize its impact.