The not-so-obvious reason
During such a leadership development program, normal habits are broken. We have monthly full-day workshops, “homework” in the local departments and teams, peer-to-peer tasks or peer-to-peer mentoring, and organizational-wide cultural workshops. It’s a consistent work with an inertia that fits with the organizational change-readiness.
Most of all, it’s a facilitated setting for conversations, dialogue, and reflection. Yes, we work with modern thinking, the contemporary mindset of modern business and future work, and with specific tools and mechanisms, that are directly applicable.
But a strong focus is on the meta learning: The single-loop or double-loop reflection
- What is your dialogue about?
- How are you talking to each other?
- What words do you use?
- What tone-of-voice are you using?
- Are you listening to reply or to understand?
- Do you learn AND teach?
- What makes you curious?
- What do you appreciate about yourself and about your peers?
- What will you keep, and what will you try regarding your dialogue – and your leadership collaboration?
- And, how does that make you feel?
Massive, massive learning takes place here, as especially the double-loop learning is rarely facilitated in the daily and tactical life of a management team or organization.
And that has a spillover effect to the second benefit of leadership development programs: Nurturing psychological safety in the management team; Gradually establishing a conversation culture, that acknowledges questions, skepticism, mistakes and learning moments, being anxious, safety for taking risks, respect and accept, being yourself and showing your personal traits and flaws – without fear.
Those facilitated and intense dialogues combined with a modern approach and mindset towards organizational inclusiveness and fellowship paves the way for “pumping out fear”, as Richard Sheridan, CEO for Menlo, describes it.