LEARNING SYSTEM - approachable-leadership.s3.amazonaws.com · ADJUST PPT DECK FOR THE APPROPRIATE REVIEW SLIDE. q Practice any exercise element of the Learn & Lead Huddle. q Contact

LEARNING SYSTEM LEARN & LEAD HUDDLE

Shrinking Power Distance Gaps

POWER DISTANCE, PART 2

FACILITATOR GUIDE

ABOUT APPROACHABLE LEADERSHIP Approachable Leadership is a management consulting company dedicated to improving leaders worldwide. We help organizations achieve results through improving relationships between leaders and those they lead. We are experts in leadership, employee engagement, change management, productivity, execution, coaching and education. Product and program information can be found at http://ApproachableLeadership.com or by calling 800-888-9115. IMPORTANT NOTICE ©Approachable Leadership, a Labor Relations Institute, Inc. Company. All rights reserved. Approachable Leadership owns or controls all proprietary rights and copyrights to the content herein. No part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording, or use of any information-storage or retrieval system, for any purpose without the express written consent of Approachable Leadership. This product may not be resold. This publication is provided to you for individual use only. Printed in the United States of America. Registered and/or pending trademarks of Approachable Leadership in the United States and foreign countries are used throughout this work. Use of the trademark symbols ® or ™ is limited to one or two prominent trademark usages for each mark. Trademarks understood to be owned by others are used in a non-trademark manner for explanatory purposes only, or ownership by others is used herein under license or indicated to the extent known. All persons, companies, and organizations listed in examples and case studies herein are purely fictitious for teaching purposes unless the example expressly states otherwise. Any resemblance to existing organizations or persons is purely coincidental.

©ApproachableLeadership | All rights reserved 3

TABLE OF CONTENTS TABLEOFCONTENTS....................................................................................................................................3

ExecutiveSummary................................................................................................................4WhatYourLeadersWillLearninThisHuddle..............................................................................................4

QuickStartGuide...................................................................................................................5ForFacilitatorsWhoWanttoRock..............................................................................................................5

Welcome!...............................................................................................................................6

Preparation............................................................................................................................7HowtoreadyourFacilitatorGuide..............................................................................................................7

Preparation............................................................................................................................8PreparationChecklist...................................................................................................................................8

Preparation............................................................................................................................9OverviewoftheMaterials............................................................................................................................9

Preparation...........................................................................................................................10Timeline......................................................................................................................................................10

Welcome...............................................................................................................................11GettheHuddleStarted..............................................................................................................................11

Reflection..............................................................................................................................12KeyLessonforthisLearn&LeadHuddle...................................................................................................12

Kickoff...................................................................................................................................13KickoffExerciseforthisLearn&LeadHuddle............................................................................................13

Kickoff(continued)................................................................................................................13KickoffExerciseforthisLearn&LeadHuddle............................................................................................14KeyLessonforthisLearn&LeadHuddle...................................................................................................15

Discussion.............................................................................................................................16ReviewoftheShrinkingPowerDistanceGapsTool...................................................................................16

DiscussionExercise.......................................................................Error!Bookmarknotdefined.

CommitmentExercise...........................................................................................................20ApplicationtoYourDaytoDayLeadership................................................................................................20

Exit........................................................................................................................................21FinalThoughtsandConcludetheHuddle..................................................................................................21

Appendix:HowtoUsethisResource.....................................................................................22TipsforCreatingtheRightLearningEnvironment.....................................................................................22SetExpectationsforProductiveHuddles...................................................................................................22EstablishCoreValues.................................................................................................................................22FacilitatorTipsandCommitments.............................................................................................................23Conclusion..................................................................................................................................................24


Executive Summary What Your Leaders Will Learn in This Huddle EXECUTIVE SUMMARY: This Huddle teaches ways to shrink Power Distance - changes to the environment, your behavior, and conversations with your team members.

1. What results can I expect if I shrink Power Distance Gaps? 2. Environmental and behavioral changes you can make. 3. The four steps to reduce Power Distance.

KEY LEARNING OBJECTIVES: Participants will:

1. Discuss the results of last month’s commitment exercise; 2. Review experiences with past bosses and their use of power; 3. Practice using four steps to reduce Power Distance Gaps; 4. Explore ways to change the work environment (context) to reduce Power

Distance; 5. Reinforce the value of shrinking Power Distance Gaps; 6. Become familiar with the Shrinking Power Distance Gaps tool; 7. Use the Action + Leadership Journal to track attempts to shrink Power Distance in

the workplace; and 8. Commit to an accountability partner to track the effort to shrink Power Distance

Gaps during the next month using an Action + Leadership Journal. KEY LEARNING ELEMENTS: Learning elements employed in this module are:

1. Kickoff exercise where personal experiences with Power Distance is explored; 2. Video explaining Power Distance, highlighting the four steps to reduce Power

Distance Gaps; 3. Practice using the four steps to reduce Power Distance Gaps; 4. Identify changes that can be made to the work environment (context) that can

reduce Power Distance; 5. Commitment exercise where each learner chooses an accountability partner, and

commits to use an Action + Leadership Journal to reduce Power Distance Gaps.


Quick Start Guide For Facilitators Who Want to Rock

Hop on a webinar with us. We do at least one Huddle Leader webinar each month and we record them so you can listen at your convenience. It will take less than an hour and you’ll be good to go. Just cruise on over to http://ApproachableLeadership.com/Huddle-Coach to catch the next one. The webinar will walk you through all the ins and outs of the Huddle. Leaders who choose this option can go ahead and skip down to STEP 4 (we cover STEPS 1-3 on the webinar). If you’re more of a do-it-yourselfer, fine. Run through the steps yourself. You won’t hurt our feelings. HOWEVER! We personally feel that the engagement and direction you’ll receive on the webinar will be to your benefit. Plus, it won’t take as long J STEP 1: Print the Handout and review the PowerPoint deck for the Huddle. Use “notes view” and you can see exactly what you’ll say or do on each slide. Watch the Video. This is the bare minimum of preparation. Your peers will leave saying “meh” and they’ll probably leave the same as they walked in. But we know you’re a gunner, so go ahead and move on to STEP 2. STEP 2: Practice the Kickoff activity and the Exercise activity with another person. This will give you a feel for the most important parts of the Huddle and give you a sense of how much time the activity will take. The activities are the most important part of the learning, so make sure you are comfortable with how these play out. STEP 3: Practice the “scripts” for each of the slides. Also think of your own personal experiences you can share during each of the discussion sections. This will help prompt discussion if there are any sections where people aren’t sure what to say. The best experiences will not be “veiled advice” about what people should do. Ideally they will be examples (including “I” statements) of where you have struggled with some of the key learning points. STEP 4: Prepare for the Huddle at least one week in advance by getting the Action + Leadership Journal for this module and making sure the slides work (especially the video segment). Let us know right away if you are missing anything (call us at 800-888-9115). See the Preparation Checklist on page 8 for more details about being ready to lead the Huddle. STEP 5: On the day of the Huddle show up at least 30-minutes early to make sure all the technology is working. Spending the first 15 minutes trying to get the PowerPoint deck or the Video to play puts a damper on the whole experience.


Welcome! Thanks for volunteering to facilitate our Approachable Leadership Learn & Lead Huddle (Huddle). You are taking an important step to grow and develop leaders. Improving leaders has a multiplier effect on organizations. As relationships between leaders and their teams improve, so do business results. Approachable Leaders have a proven positive impact on employee engagement, turnover and resistance to change. Their teams experience higher levels of innovation and satisfaction. Investing in approachability has a huge impact on the day-to-day lives of your coworkers and the bottom line. Our learning system is built on three core principles:

• Leaders Leading Leaders: The job of a Huddle Facilitator isn’t to be the “expert.” Instead, you create the time, space and structure for building great leadership habits and skills. We provide high-impact learning experiences to make that simple for busy leaders.

• Action, Not Theory: The core principles of great leadership aren’t complex. What is hard is doing the right thing in the heat of the moment. Approachable Leadership is based on some incredible leadership research, but theory isn’t what delivers results. That’s why each Huddle is a brief, action-oriented chunk of content. Your job as a Huddle Facilitator is to guide team members through the content, assist them through a practice exercise, and help them commit to take action after the session.

• Consistent Habits: Adopting new behavior doesn’t happen through will power and motivation. Creating small simple habits, practicing them consistently and being held accountable leads to lifestyle change. Just ask any Weight Watchers participant! Each Huddle builds good habits.

You will have a valuable impact on fellow leaders if you prepare well. Not only does preparation ensure a great experience for your co-leaders, it will also aid in improving your own leadership. After all, the best way to learn is to teach. Focus your energy on embracing and modeling these leadership behaviors and your teammates will follow your lead. This Huddle Facilitator Kit has everything you need to facilitate a great learning experience for your teammates. Please review the materials carefully. There are coaching notes throughout the module that will help you deliver a top-notch experience. We know as a leader your time is also extremely valuable and limited. The module is designed with ease of implementation in mind. Spend some time with it, follow our preparation checklist, and your facilitation should go off without a hitch! Please let us know if you have any questions or if you can think of anything we can do to make this module or the learning experience better. You are helping us accomplish our mission to transform people’s lives by improving everyday leadership. Thanks for partnering with us to deliver this module and helping your teammates become better leaders. And thanks for being a leader. Stay approachable!

Phillip Wilson Founder, Approachable Leadership

©ApproachableLeadership | All rights reserved

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Preparation How to read your Facilitator Guide

Thumbnails of slides are at the top of the page. Facilitator instructions

and script are beneath the slide image.

Facilitator script is in italics.

Facilitator notes and instructions are boldface.


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Preparation Preparation Checklist

Four weeks before the Learn & Lead Huddle: q Get familiar with this Facilitator Guide and the PowerPoint® presentation

materials by reading through the content sections as you go through the slides. ADJUST PPT DECK FOR THE APPROPRIATE REVIEW SLIDE.

q Practice any exercise element of the Learn & Lead Huddle. q Contact your Approachable Leadership Facilitator Coach if you have any questions

about the module (800-888-9115). q Identify the participants for your Huddle. q Locate and schedule an appropriate room for the Huddle (available, comfortable

seating for your group, screen and projector, whiteboard or flipchart, etc.) q We don’t recommend serving food or snacks during the Huddle. Food can distract

and slow things down. If you provide food make sure the room accommodates and schedule time to eat before or after the Huddle.

q Send out the “Save the Date” invitation in the Appendix of this Facilitator Guide to Huddle attendees.

q Order Huddle materials based on the number of participants expected. q Check if there is pre-work for this module. If so, make a calendar appointment to

send out that pre-work to your participants at the assigned lead time. q Make a calendar appointment for the Reminder Emails.

Two weeks before the Learn & Lead Huddle:

q Fill out the pre-work email details (if any). If there is a pre-work email for this module you will find that in the Appendix of this Facilitator Guide. Send that email to all participants. If there is no pre-work, send the Reminder Email (see Appendix of this Facilitator Guide).

q Order food or drink (if any) that you plan to serve before or after the Huddle. Two days before the Learn & Lead Huddle:

q Review the Huddle content one more time to re-familiarize yourself with the material and exercises. Play through slides and make sure all elements work properly (videos play, slide animations, etc.) Print out any handouts/materials.

q Contact your Approachable Leadership Facilitator Coach (800-888-9115) with any last-minute questions.

q Send the final Reminder Email to all participants (see the Appendix). q Verify food or drink order (if any). Re-verify room accommodates food and drink.

Continued on next page…


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The day of the Learn & Lead Huddle: q First thing that morning confirm that the room is available and ready. q Arrive to the room at least 30 minutes early to test your computer, projector, and

sound system. Bring all materials. q Distribute materials for each Huddle participant.

Preparation Overview of the Materials

This is a list of materials you and the participants will need for the Learn & Lead Huddle. Review this list before you facilitate the Learn & Lead Huddle to ensure that you have everything you need and to verify that PowerPoint® slides and videos play correctly.

MATERIALS EQUIPMENT

For the Facilitator:

q This Facilitator Guide q PowerPoint® Slides for this module q Review PowerPoint® Slides from the

prior module (if any) q Action + Leadership Journal q Extra Pens and Pencils

For the Participant: The participant materials for this module include:

q Pens and pencils q Action + Leadership Journals (one

Journal per participant) q Encourage participants to bring the

Action + Leadership Journal from the prior month Huddle to this meeting

For the Facilitator:

q Flip chart or whiteboard q Laptop q LCD Projector q Speaker (to play audio from computer)


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Preparation Timeline

This assumes a 10AM start time. Content and exercise sections are designed to last around the times listed below. Adjust based on your own starting time.

TIME TOPIC MINUTES

10:00 AM Welcome Attendees

Offer drinks or snacks (if any) 2 MINS

10:02 AM Review Exercise 12 MINS

10:14 AM Kickoff Exercise 7 MINS

10:24 AM Video Section 6 MINS

10:30 AM Discussion 11 MINS

10:33 AM Exercise Content 15 MINS

10:53 AM Take Action 5 MINS

10:58 AM Final Thoughts 2 MINS

11:00 AM Meeting Ends


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Welcome Get the Huddle Started

Welcome Slide

• Show The Welcome Slide

• Say Thanks everyone for coming. I really appreciate it. Just a reminder, if you don’t have your Action + Leadership Journal from last month’s Huddle you will want to have that. If you have time to grab it before we start that would be great. [If snack is served: Everybody grab a snack and get seated. We will get started in about 2 minutes.]

• Wait about 2 minutes

• Say Before we get started, I just wanted to thank you again for coming. The purpose of these meetings is for us to take a few minutes to reflect on what it means to be a good leader, to remind ourselves of some of the fundamentals of good leadership, and to practice these fundamentals to build strong habits.


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Reflection Key Lesson for this Learn & Lead Huddle

Interview Discussion Slide

• Say Get out your Action + Leadership Journal from our last session on

___________________________________________________________ (Fill in the blank) . Partner up with someone near you. Share your biggest win, and any obstacles that hurt your ability to follow up and follow through.

• Give people 3 minutes to share with their partner. Warn everyone when 1 minute remains.

• Facilitate Discussion (Use Facilitation Tips in the Appendix – ALSO see

the script for the exact Huddle you used last time in the review slide for that Huddle – there may be additional suggested questions)

o Say Who heard a great win from their partner that should be shared

with the group? Who heard of any obstacles that got in the way of follow up and follow through that the group should know about?

o (Target for several good wins and obstacles.) o Say Ok – that was some great sharing, and hopefully all of our follow-up

and follow through efforts will continue to improve.

• This exercise should take 12 minutes.


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Kickoff Kickoff Exercise for this Learn & Lead Huddle

Interview Discussion Slide

• Teaser for the Huddle – Say: Please form up in groups of 3…

• Pause while everyone does so – if there are 1 or 2 extras – add them to one of the existing groups.

• Say On page 4 in your journal, you’ll see this gallery of leaders, and at the

bottom of the page, the Power Distance chart we learned about in the last Huddle, ranging from low power distance / most approachable on the left, to high power distance / least approachable on the right. As a group, indicate where you would place each of the leaders on the Power Distance scale. I’m going to give you 3 minutes to line them up – go!

• Give the group about 3 minutes.


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Kickoff (continued) Kickoff Exercise for this Learn & Lead Huddle

• Say Ok, - let’s share our work! Who did you have on the farthest right on the chart? Take some responses from the groups. Who did you have on the farthest left – the most approachable? Take a few responses. Who did you have closest to the middle? Take a few responses.

• Say What were some of the factors that caused you to place them where

you did on the chart – if they were to the right on the chart, what caused the power distance. If they were further left, what about them makes you feel they were more approachable?

o Looking for some of the following: § Reputation § Education § Expertise § Economic Status § Age / Wisdom § Rank or Professional Status

This should take around 7 minutes total.

Content


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Key Lesson for this Learn & Lead Huddle

Video Slide

• Say This video will describe the payoff for reducing power distance, and a

4-step process for shrinking Power Distance Gaps.

• Play Video Clip NOTE: If you have technical difficulties the script for the video is in the slide presentation notes.


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Discussion Review of the Shrinking Power Distance Gaps Tool

Discussion Slide

• Show Slide Discussion • Refer to the Shrinking Power Distance Gaps Tool on Page 5 & 6 of the

Action + Leadership Journal. • Say On page 5 – 7 of the Action + Leadership Journal for this Huddle you’ll

find the Shrinking Power Distance Gaps tool. The tool is a guide for a conversation with a person, designed to shrink any power distance gaps. The goal is to help the person be more comfortable and be more forthright during the conversation – possibly telling you things that would normally be scary or uncomfortable for him or her to share.

• The first page shows 4 Steps within a box. The box – or setting the stage –

represents the work environment, and you’ll see a couple of hints about what that means (this will be described more fully in a future Huddle).

• Step ONE is a reminder to watch for signs of power distance gaps, and to

remind you to approach or receive the person in a welcoming, open fashion (Setting the Stage).


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• Step TWO: name the issue you want to talk to the person about – in a way that asks for their help in solving or addressing it. “I need your help with______.” As you begin the conversation, stay aware of any signs of power distance, and if you can empathize by sharing a personal example of how you react in a similar way or feel a similar way around your boss, it will help reduce power distance.

• Step THREE: share with the person why you value their opinion – are they

more familiar with the issue, do they have more experience or a certain skill, were they present when something happened, are they closer to the people involved like customers or suppliers?

• And Step FOUR: Ask for their advice – “What do you think?” or any of the

discussion starters on page two of the Shrinking Power Distance Gaps tool. (Direct their attention to the discussion starters at the bottom of the tool).

• You’ll notice we’ve highlighted four letters – created an acronym. This will

make it easier to remember the flow of the conversation. The acronym is W.H.O.A – standing for Watch, Help, Opinion, and Advice. Each time you are about to enter a conversation with someone, think of “reining in a horse” – WHOA – to slow down and start by watching for signs of power distance. This will help you to remember to frame the conversation around asking for their Help, valuing their Opinion, and asking for their Advice about a solution.

• Two additional notes about the tool. First, since you won’t likely have this

with you during a conversation, use the W.H.O.A acronym to remind you to Watch for signs, and the three key phrases: asking for Help, valuing their Opinion, and asking for Advice about the situation.

• Second, although it is listed at step 2, empathy is best used when the need

shows up – when you see a sign of distance. Such a sign could show up anywhere along the conversation, you may have to circle back to empathy before you can resume the conversation.

• If you remember W.H.O.A., it is likely that the person will feel more

comfortable sharing fully – including their ideas and opinions – and not


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just sharing what they think you want to hear, or trying as quickly as possible to get out of the conversation.

• Does anyone have any questions about the tool and the conversation it

represents? Respond to any questions and clarify as needed


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Discussion Exercise Practice Content for this Learn & Lead Huddle

Discussion Exercise Slide

• Say In your groups of three, look at the Scenarios on page 8 & 9 of your

Journal and read them through. Notice there is also a set up for the employee in each scenario. Go through each of the scenarios, taking turns being the supervisor and the employee, and the third person will be an observer. Only go through each scenario once, then switch roles for the next scenario. Whoever is the supervisor, think for a moment how you would use the WHOA tool to help frame the conversation, and then begin. Refer to the Shrinking Gaps tool on page 5 – 7 to help if need be.

• After each scenario, let the observer comment on how the supervisor used the WHOA framework as a way to manage the conversation.

• Give enough time for each group to have played out three scenarios –

about 7 minutes total.

• Discussion - SAY Alright – how did that go? o Did the ideas in the tool seem to help the conversation along? o Can you imagine how it might play out in real scenarios? o Will the WHOA acronym help you remember the key phrases?

This should take around 15 minutes total.


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Commitment Exercise Application to Your Day to Day Leadership

Action + Leadership Journal Slide

• Say Over the past 30 days, our task was to learn to recognize signs of

power distance. Over the next thirty days your goal will be to practice shrinking those gaps. Here are some suggested tasks:

o Review the Shrinking Power Distance Gaps tool each morning. o Use W.H.O.A. to frame conversations with several of your

employees o At the end of each day, think back over the day and see if you can

recall any signs that you may have missed in the moment. If you think of any, consider using W.H.O.A to frame a conversation with them.

o Make note of any W.H.O.A. conversations you had. How were they different?

• Now, think quietly for a minute or two about your most important

takeaway from our discussion today. What is one thing you plan to do over the next few weeks based on what you learned today? Write that down on page 11 in your Action + Leadership Journal. Next, write down one obstacle that could get in the way of you following through on your commitment. Finally, write down your plan to overcome that obstacle. Take 3 minutes to fill out those sections. When done, get with your partner and set up your accountability to-do items using guidance from step 3 on page 10.


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This exercise should take 5 minutes.

Exit Final Thoughts and Conclude the Huddle

Final Thoughts Slide

• Facilitate Discussion Say Let’s go around the room. Share your number one takeaway from today and what you plan to work on for the next month. Let’s each commit to help each other with these goals for the next month.

• Conclude Session Say Thanks everyone for your own personal leadership in giving your time and attention today. I am excited to get together next month to see how we are doing with the three questions. It is so important for us to take a few minutes out of our month to just get a little better at leadership. Thanks a lot and I look forward to seeing you next month!


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Appendix: How to Use this Resource Thank you for facilitating a Learn & Lead Huddle. You get the satisfaction of helping develop leaders as you grow together. This Facilitator Guide will help you conduct the meeting and exercises, encourage discussion, and model approachable leadership. Even if you have experience facilitating meetings please take time to read through this guide before beginning your Learn & Lead Huddle. We’ve developed this guide to make facilitating the meeting as easy as possible for a busy leader. A lot of the preparation is done for you (including scripts and discussion prompts). In addition, we provide other elements (including video clips, exercises, and other handouts, pre- and post-reading, etc.) to help increase learning. Learn & Lead Huddles are a great way to develop yourself, encourage others to self-develop, and tighten relationships among your leadership peers.

Tips for Creating the Right Learning Environment

Today’s leaders are busy and pulled in a hundred different directions. That’s why these Learn & Lead Huddles are designed with busy leaders in mind. As you start your Learn & Lead Huddle you will want to make sure you create a productive learning environment. Here are some tips:

Set Expectations for Productive Huddles

• When and Where to Meet – Set a consistent time and place to meet each month. Ask people to set aside the time in their calendar, prioritize the commitment, and show up ready to participate. Make sure the meeting space is secured for each date in advance.

• Prioritize the Commitment – It’s not enough to set aside the time. You must also make it a priority to show up every time ready to participate. This is challenging in today’s rapidly moving world. Each Huddle member should commit to each other and themselves to actively participate, show up on time, be prepared, and be engaged.

• Ready to Participate –This is not a class; it is a work group. Every person need to contribute to the success of the group. The job of the facilitator is important to keep things organized, but it is not their job to “teach” or to “deliver” learning. It is their job to keep the meeting on track, but it is up to each individual contributor to help make each Huddle a success.

• Communicate Effectively – Email reminders about upcoming Huddle meetings before each Huddle. If anyone misses a Huddle they must let the group know.

Establish Core Values

• Model and Practice Approachable Leadership Behavior – Each Huddle is an opportunity to model the key behaviors of approachable leaders: be open and


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welcoming to each other; treat each other with understanding and empathy; and support each other by following up and following through on commitments.

• Create a Safe Environment – You and your Huddle group will sometimes be practicing skills that are outside their comfort zone. Sometimes Huddle group members will be asked to share things they are struggling with. Think about and commit to sharing your own experiences as you prepare for the session. That will help set the tone that this is a safe place where people can feel comfortable sharing. It is important that this meeting be a safe place for people to explore and develop, with an understanding group of supporters. What happens in the Huddle should stay in the Huddle.

• Solution Focused – Learn & Lead Huddles are not gripe sessions. It is important that if someone faces a challenge that the group focuses on solutions, not problems. Encourage people to always present a challenge with a possible solution that others can help build on.

• Eliminate Power Distance –Listen and act without judgment. People will have differing points of view and experiences. Encourage this. Try to discourage others from giving advice and instead encourage them to share their own experiences. This is sometimes called the Gestalt Mindset (see The Approachability Playbook, page 60). Shrink power distance whenever you can (see page 18 of the Playbook).

• Value Others –Every Huddle member should feel that their point of view is respected and valued. People should feel free to express their view and know that their views will be met with understanding and compassion.

Facilitator Tips and Commitments

Learn & Lead Huddles require some preparation. You should: • Notify attendees of the Huddle and make sure team members understand the

commitments, expectations and core values of the group; • Prepare for each meeting. Each session is designed to be easy to prepare for and

deliver, but you still must read through the materials and make sure you understand how each session is supposed to go. Make sure to participate in a monthly coaching call to “walk through” the session;

• As you go through the guide look for these places where you might want to prepare a personal experience or example you can share during a discussion to help prompt a discussion – write that on your facilitator guide;

• Plan ahead for the meeting time and location – try to make these consistent. Make sure to remind people of the session ahead of time. Give them fair warning if anything about the meeting time or location changes;

• Send out any pre-reading or other material to get people thinking about the session ahead of time and encourage the Huddle members to ask questions and get engaged with the material.

Here are some tips for holding an effective Learn & Lead Huddle:

• Ask open-ended questions instead of questions that can be answered with a simple, one-word answer (i.e. “What makes you think that is a poor approach?” instead of “Do you think that is a poor approach?”);


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• Do what you can to get people to express how they feel instead of what they intellectually think is going on;

• Try to get people to tell stories or share personal experiences or examples; • Get people to apply what they learn to a real-life situation in their life; • If you have any questions or things that you are struggling with don’t hesitate to write

those down and bring them up during the meeting. Remember that one of the distinctive features of Learn & Lead sessions is that you are one of the learners as well. Please participate and make the meeting your own.

• Look for ways to apply the learning outside of the Huddle sessions. Share examples, articles, stories and anything else that you think helps your teammates apply what the skills and behavior they are learning;

• Make sure you do not dominate the meeting. You should only be talking 10 to 15 percent of the time. Encourage others to contribute and participate.

Conclusion

As a facilitator of a Learn & Lead group you have a great opportunity to help leaders in your organization grow and develop. You will also improve your own leadership. Remember every participant should try to get the most out of this experience – including you. Thank you for stepping up and leading by example. Stay approachable!

Documents

LEARNING SYSTEM - approachable-leadership.s3.amazonaws.com · ADJUST PPT DECK FOR THE APPROPRIATE REVIEW SLIDE. q Practice any exercise element of the Learn & Lead Huddle. q Contact