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Jake Hoban's avatar

I think you're absolutely right that the most important thing is to recognise that these dynamics exist, and be open about them with others. Love the point that you should have cancelled the workshop when the MD pulled out - I wonder how many consultants would have had the courage to do that.

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Frank Smits's avatar

We all live and learn.

I have since, indeed, told senior clients that without their attendance we would not hold the session. Interestingly, if my experience is anything to go by, it seems that then they are able to join after all!

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Frank Smits's avatar

I have found that senior managers, often need “coaching” to see how their behaviour can negatively influence the effectiveness of their teams. Paradoxically, senior management teams can be some of the most ineffective teams I have seen operate, mainly because the players are so well versed in power games.

What tends to help is to draw attention to how those games affect the outcome of the team.

One thing I tend to do when facilitating senior management teams is to ask permission of the ranking person (often the CEO) to make certain intervention when I think their behaviour is detrimental to the conversation that we are having.

Without that permission it can be almost impossible.

But, you need trust for them to accept that, and trust takes time to establish itself... In a once off workshop that is simply not possible, so -beforehand!!- make the rules clear that it is everyone or no one in the session...

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Lisa Cunningham DeLauney's avatar

Very interesting discussion and examples , Frank. I have faced similar fading commitment from the top - though not so early on. It is difficult to deal with as it is a pattern which serves the leader well in exercising control while avoiding some direct conflict.

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