Success Factor 2 - Run
Success Factor 2 - RUN
It’s all about outcomes!
Design of the session or series of session, as outlined in success factor 1, is key but some flexibility will be required. Pivoting to focus on an uncovered critical issue, or a rich seam of debate, is fine, going down rabbit warrens is not.
Design of the session or series of session, as outlined in success factor 1, is key but some flexibility will be required. Pivoting to focus on an uncovered critical issue, or a rich seam of debate, is fine, going down rabbit warrens is not.
Keep the energy flowing and the team fed!
Ensuring energy is maintained throughout is one of the biggest barriers to success. Design (again) of the sessions plays a big part, but also being able to read the room (virtual or face to face!) and see who is tuning out, and why, is important. You need to schedule adequate breaks, where face to face have a room that is light and uplifting, and make sure food and drinks are all sorted are just some of the basics – quite often these aspects can become real barriers for people, reducing the value of their contributions.
Mix it up!
Mix up the different sessions – ensure all discussions are not ‘all in’. Have pairs and group work that can enable everyone to contribute. It also avoids the loudest voice in the room dominating debate.
I am not a big fan of full on experiential activity. Building a raft may be fun, and may build some connections between team members, but I think there are more productive ways to do that. Yes, have icebreakers and ‘get to know’ activities, but these should be short and sharp – and have a link to the theme of the event. Use them to drive energy and engagement and intersperse them amongst the sessions as energy boosters.
Working collaboratively, in pairs and in mixed groups, on real business problems and strategic challenges to me builds stronger teams in the longer term. Using virtual tools (such as as Miro or Mindmeister) to enable collaboration and ensure clarity can work really well - especially where running virtual or hybrid sessions.
I am not a big fan of full on experiential activity. Building a raft may be fun, and may build some connections between team members, but I think there are more productive ways to do that. Yes, have icebreakers and ‘get to know’ activities, but these should be short and sharp – and have a link to the theme of the event. Use them to drive energy and engagement and intersperse them amongst the sessions as energy boosters.
Working collaboratively, in pairs and in mixed groups, on real business problems and strategic challenges to me builds stronger teams in the longer term. Using virtual tools (such as as Miro or Mindmeister) to enable collaboration and ensure clarity can work really well - especially where running virtual or hybrid sessions.
Build with an eye to action
Finally ensure you are capturing the outputs as you go in a way that enables action when everyone returns to their desks. Using flip charts and whiteboards to capture key insights, but most importantly actions, is key. If you are using a strategic planning model, such as Playing to Win, capture elements as you go. Don’t spend time on wordsmithing – that’s better done by skilled wordsmiths post the session (make sure someone is tasked with doing that)!
At some stage towards the end it is worth standing back and considering - do you have the capacity and capability to undertake the changes you have considered? This check point can be really helpful in determining what you do next to ensure successful implementation. The change success diagnostic is a good tool to use at this stage of the workshop (see below link).
I finish all my planning workshops with a next 90 day session. That is, given what we have discussed and decided today, what are we going to do NOW! In the next 90 days. Depending on the session it could be a one-page plan, or it could be the top 5 priority actions. You will no doubt have traversed a lot of ground during the workshop. Deciding what will make a difference when you return to the office is critical to moving beyond a talkfest!
Key is identifying what the priorities are, and then allocating champions to drive them forward. Allocating someone to each priority or action, who is accountable for ensuring delivery, is key to setting up a successful Do…. Success Factor 3.
At some stage towards the end it is worth standing back and considering - do you have the capacity and capability to undertake the changes you have considered? This check point can be really helpful in determining what you do next to ensure successful implementation. The change success diagnostic is a good tool to use at this stage of the workshop (see below link).
I finish all my planning workshops with a next 90 day session. That is, given what we have discussed and decided today, what are we going to do NOW! In the next 90 days. Depending on the session it could be a one-page plan, or it could be the top 5 priority actions. You will no doubt have traversed a lot of ground during the workshop. Deciding what will make a difference when you return to the office is critical to moving beyond a talkfest!
Key is identifying what the priorities are, and then allocating champions to drive them forward. Allocating someone to each priority or action, who is accountable for ensuring delivery, is key to setting up a successful Do…. Success Factor 3.
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