The results of one single workshop can be a game-changer for your project, and a sequence of workshops can turn sunk costs into a lucrative investment.
If you want to free up your time to work on your priorities, I can help you to set the structure that your team needs to collaborate more fully and overachieve.
“By doing real work on important problems [...] top teams jump-start their performance and satisfy their need for visible progress.”
Erika Herb, Keith Leslie, and Colin Price (McKinsey 2001)
I have developed an effective method that facilitates collaboration. My toolbox is based on evidence from behavioural economics. It applies the tactics of design thinking and builds on the creative inspiration that actors draw on during improv theatre.
My 5-step approach achieves outstanding results in either a single workshop or over a series of sessions that will support your project:
From a recent project:
The leadership team has decided on a new strategy that will impact the entire organisation’s way of working. You are in charge of a conference that aims to achieve the buy-in from the organisation. You have a multidisciplinary team at hand that faces a tight deadline.
Each team member has received a briefing from their line manager and is providing best-practice ideas from their division.
- At the kick-off workshop, you present the project and ask for input. All the ideas seem relevant and make sense from diverse perspectives.
- As everyone is an expert in their field, they delegate tasks to fill the conference's agenda. During the process, they face redundancies and overlaps. Conflicts around territories arise and email communication becomes emotional.
- When the leadership receives the draft of the agenda, they realise it is cluttered with unrelated items and get involved. They want you to include their own ideas. You delegate their input to the team, which reacts defensively as it undermines their previous work. They disengage.
- The conference is a sequence of speeches and the audience disconnects. The change process fails due to a lack of buy-in. As a result, new digital tools remain unused and team members leave the company.
“Organizations are leaving potential insights and impact on the table by ignoring [...] differing environments and elements that can foster greater creativity.”
Roland Dillon, McKinsey
- To align expectations, you have connected to all the team members. At the kick-off workshop, participants show up with their input. All the ideas seem relevant and make sense from diverse perspectives.
- The team develops a clear understanding of who the audience is and what they need to do in order to buy into the new strategy. They prioritise the ideas according to their impact on the conference’s goal. Shortlisted ideas are included in a template conference agenda.
- The leadership receives a draft agenda that translates their expectations into a programme that meets the audience’s needs. You are given ‘carte blanche’ and the team can now develop a touchpoint map to visualise all the roles and responsibilities, as well as define the areas that need coordination.
- The conference invites the audience to participate in a journey that will enable them to understand and participate in the new strategy.
Make the difference
The difference between the two scenarios is subtle but crucial. And the stakes are high.
All it takes is a clear process of team alignment to turn scenario one into scenario two. This could happen in a single workshop or a sequence of workshops that support your project.
If this resonates with you, let’s schedule a talk!