How can action learning principles enhance coachees' leadership and problem-solving skills?

D. Blocher's assertion, "Learning is not a spectator sport," perfectly captures the essence of action learning in executive coaching. This approach emphasizes the power of doing and reflecting, propelling coachees beyond traditional learning boundaries. It's a method where the real-world application meets critical thinking, guided by a coach's strategic questioning. This not only fosters innovative solutions but also emboldens leaders to act with confidence and clarity. In essence, action learning transforms executive coaching into a catalyst for tangible change and continuous personal growth.

Action learning puts the emphasis on the expertise of the coachees and their ability to learn from each other. A coach or facilitator holds the structure of the action learning set, giving instructions and timing prompts, but the 'gold' comes from learning from each other. This helps each person step into their own leadership, builds their confidence and problem-solving skills, and helps strengthen rapport between the group. AL works best when everyone is fully invested in the process, as it's a small group, so it's a great way to build assertiveness in speaking up, listening skills if you're more vocal, and clarity in framing your requests to other people.

In my experience, while traditionally action learning is often conducted in small groups (the "action learning sets", to leverage the collective wisdom and experience of the group), it can also be adapted for individual learning.

Anton Chekhov's insight, "Knowledge is of no value unless you put it into practice," mirrors the essence of action learning in executive coaching. This approach champions a cyclical process of planning, acting, observing,and reflecting, tailored to address real-world challenges pivotal for professional development. Each step in the cycle—from setting goals to implementing actions and reflecting on outcomes—is crafted to foster not just learning but actionable insight. This method ensures that executive coaching sessions are not mere discussions but transformative experiences that drive continuous improvement and personal growth.

Apart from the obvious benefits for the person, whose challenge is being discussed during an action learning session, I find it equally astonishing what value it can add to those 'only' contributing. I often find, that even if you are working on someone else's challenge, you get insights from a session that is relevant to your issue. The brain focuses on someone else's issue, while remains open for input and is able to make a connection to yours. I find it fascinating. The cycle of listening, clarifying, listening, asking questions, listening, advising etc. creates a solid base for reflection, learning and identifying actions.

Besides the very to-the-point and comprehensive suggestions in the article, I'd say create a diverse action learning set. Bringing in truly diverse participants initially may pose a slight challenge, however, once trust is built, it can create the possibility for truly powerful sessions. If done within a company, this also has the potential to elevate cross-functional collaboration to new heights.

Action learning principles supercharge coachees' leadership and problem-solving skills through immersive experiences, collaborative problem-solving, and insightful feedback. Coachees engage in real-life challenges, apply their learning, and receive guidance from mentors and peers. It helps create rapid skill development and equips coachees with practical tools they can immediately implement in their leadership roles.

Perceber o action learning como um método da andragogia pode ajudar a definir qual a abordagem mais adequada para a equipe. é importante comparar com outros métodos, levar em considera??o a maturidade, o engajamento dos participantes e projetas sem as entregas ser?o viáveis com a abordagem.