Beautiful Danish design. Arne Jacobsen no less. Practice balancing on three legs. Or as Archer & Cameron call Governance, Operations, Behaviours: the foundation of successful collaboration: (see book below).
What’s the next best to attending an event? Seeing the effect of it afterwards and being able to ask questions.
Case in point: I recently missed the prototype of an exciting new facilitation format. Pioneered by long-standing collaborator Mike Pounsford, a Certified Professional Facilitator. The aim was to help leaders align around a shared challenge.
To make up for it – we caught up over a coffee. Here’s the Q&A:
Q: You brought 15 leaders together to solve a complex issue – using a fresh approach – what was it?
A: We developed a visual narrative and added some killer questions. This enabled us to explore how our organisations need to respond to the changes. Challenges coming at us as a result of disruptive technologies and digital transformation. We literally created a Big Picture! We could then use it as a platform for engaging, open and challenging conversations. Deliberate dialogue about what the future holds for us as individuals – and for our businesses.
Q: Alignment using pictures – interesting! Can you sketch out how this idea came about?
A: We have known for years – since our time in the caves – of the power of pictures and their role in illustrating great stories. Our brains process visual information at a much faster rate than the written word, and stories activate more parts of our brain.
Storytelling is often seen as a communication tool to be used by leaders to influence an audience. But some of the most powerful applications of strategic storytelling involve groups of people from all levels and disciplines. How? By sharing their stories and linking these to a higher strategic narrative. Global organisations such as the charity Oxfam; New Look – the fashion retailer; TUI – the travel company; GSK – the pharmaceutical giant and BAE Systems – the defence and engineering business – have all developed meaning and purpose for their people by encouraging people to tell their stories to each other.
Q: How did the leaders respond?
A: The feedback was fantastic. And so was the learning because we recognised the potential to help each of these leaders to engage with their colleagues and peers. The issue is often not working out what to do but working out how to build and sustain momentum to make the changes. That is the secret of this approach. Watch the video to the end!
Nice work. Here’s a brief video setting out the flow:
What has London, DC and Paris got in common? A set of diverse but interesting events – all can help you think about new ways to engage, enable and align people.
To paraphrase a proverb: if you want to go fast, go alone – if you want to go far, go to one of these – or perhaps all four:
So asserted Heraclitus a couple of millennia ago – and it holds true today. Yet, some studies suggest that as many as 70% of change programmes fail.
What does it take to align people behind change?
We’re here to help improve your chances by aligning people, resources and effort using accessible tools and techniques. Through three practical case studies we’ll show how leaders in organisations large and small have created the conditions for people to align behind change.
We’ll walk through proven methodologies and also take your burning questions.