Leading
groups when an extraordinary event instantly changes people's priorities can be
a challenge.
We refer
to a sudden, surprising point in time when a group's process is interrupted as
a "Strategic Moment." As a leader or facilitator, you will often
confront strategic moments when the group faces a choice about what to do next
and how to do it. A strategic moment that impacts everyone, happens
unexpectedly, and is outside the control of the group. It intensifies emotions and refocuses a
participant's attention. How you guide the group through a significant
strategic moment can either undermine your success or enhance it.
At such
times, you may find it helpful to use the following thought framework to
calibrate your attitude, thinking, and behaviors in order to serve the group.
Collaborative
Attitude
Start by
checking your attitude. Do you genuinely believe that the group has what it
takes to work through the strategic moment together? Or, do you believe that
it's your job to refocus the group's attention? Collaboration (literally,
"working together") depends upon an assumption that we operate better
together than separately. You may need to let go of a natural tendency to
direct the group and trust that a collaborative process will surface the
group's wisdom and, ultimately, the best approach.
Strategic
Thinking
A
challenging situation calls for clear thinking. You can serve the group well by
helping clarify both the current situation and what the group wants to get
done. The current situation will include the process outlined in the original
agenda and the thinking and feelings of the participants in reaction to the
strategic moment. You will want to consider both the original desired outcome
and the possibility of a revised desired outcome.
First,
the group needs to externalize its reactions. Secondly, the group needs to
build agreement on what it wants to accomplish. Finally, the group will be
ready to entertain process suggestions for how to proceed.
Facilitative
Behaviors
Signal
your flexibility and receptiveness. Encourage and model careful listening to
create a safe place for people to speak their minds and their hearts. The
strategic moment may create uncertainty and anxiety for people. Ignored fear,
sadness, and anger will quickly derail a meeting and could potentially damage
relationships. Try expressing your own emotions and uncertainty to model the
openness you hope others will demonstrate.
Shared
Responsibility for Success
Alignment
of a group's attitude, thinking, and behaviors creates shared responsibility
for success. You'll know you've succeeded when the group is committed to the
outcome of the session (results), values the way everyone agreed to work
through the strategic moment (process), and senses a stronger connection with
one another for having shared a significant experience together (relationship).
About
Glowan
The
Glowan Consulting Group was formed in 1993 on the premise that individuals and
organizations needed more than just pre-designed, prescripted
"training" to meet their human development goals. Organizations and
our societies are changing at a rate never seen before in our experience and we
need tools, techniques and support systems to meet those new challenges. Glowan
has been meeting those needs via our broad and deep offerings of Leadership and
Management Development Services and Products. Visit http://www.glowan.com for
more information.
