“Teamwork begins by building trust. And the only way to do that is to overcome our need for invulnerability.” – Patrick Lencioni
Of the many questions I get from clients each year, how to do collective planning well is at the top of the list. Having a clear vision is one thing. Leading a discussion and conversation about the vision and what that means for each function is another. How does one lead a dialog about important issues? How do we lean in to disagreements? How do we decide to move forward as a team?
The ‘how tos’ and ‘when tos’ fall into place and come naturally from tending to the larger container that holds the planning discussion. How we are together becomes a more important metric to hold. What do we need to have in place interpersonally before we can talk about the agenda items and the issues and perspectives?
Doing collective planning as a leadership team well is an art of such interpersonal skills and inner-personal skills. Because, as Andy and Jerry note in this conversation, planning begins before the planning happens. The planning process framework — no matter what you choose to use — is less important than the interpersonal dynamics among the team. When both ingredients are at play, however, then you have a workable and possibly fun and invigorating planning process.
“You can use planning not to exacerbate the tensions on the team but to make the team stronger at the end of the process,” Jerry reminds us. Consider these questions below and reflect on how the team functions, your planning process, and your feelings and impressions about the dynamics that might hinder your processes and projects.
Take a moment to reflect:
More questions for reflection from where you sit: