STOP REMINDING ABOUT GROUND RULE #1

Every Action Learning session starts with a reminder of the ground rule. If the team is relatively new to Action Learning, the coach will explain that there are 2 ground rules in this kind of session, with the first being that “Statements can only be … etc.” Read More

In the VUCA world, formal learning that equips learners with programmed knowledge extracted from the past is no longer sufficient. As Action Learning coaches, we appreciate how Action Learning supports leaders to deal with new unknowns through insightful questions and reflections. The process helps uncover new learning while taking actions and applying programmed knowledge. All happens simultaneously without delay. As an experienced practitioner of both Action Learning and Appreciative Inquiry (AI), I formulated an Action Learning process aligned with the essential strength-based principles to support clients. Read More

As a leadership development consultant, I’m always on the lookout for new tools and techniques to help my clients and their companies to collaborate better. communicate clearer and achieve more. This led me to discover Action Learning in 2014, a tool that I immediately used for our clients with great results. This led us to create WIAL Philippines a year later, today one of the top 10 affiliates in the world in terms of the number of coaches. Just like with Action Learning, I saw the power potential behind Strengths. I decided to become a Strengths Coach and was surprised by how much it resonated for our many clients. Read More

The importance of developing individual leadership skills is further been emphasized by asking questions about individual leadership skill development before team and organizational development in the post-session debriefing process. A problem with this debriefing practice became obvious to me when I noticed that it took much more time to debrief individual, as compared to team or organization, development because of the time it took to address the develop goals for every member of the team (which usually included feedback from other team members). Read More

“The first time I witnessed someone facilitating an action learning session, I felt this is what I really want to do. What I saw was everything that I believe in—people talking about different difficult things, people asking questions, people seeing each other as equal,” she said. And so, from a human resources consultant, traveling around the world and helping companies and their people, she has set into a new career path—one that has re-ignited her passion for people development and led her to a fulfilling venture more than anything else. Read More

I am a coaching associate with Emerging World. Emerging World delivers immersive experiences for global corporations to bring out the best in their people. It enables people to see the world from different perspectives to shift their businesses and help to shape a better future. I returned to Nairobi for my 3rd time in May as part of program called ‘Go with Maersk’. 56 Maersk new and emerging leaders from 26 countries joined some senior Maersk leaders to spend the week assisting local socially based organizations (partners) and communities around Nairobi to improve the conditions and skills to bring change. Read More

In August 1979, at the age of 16, I became the coach of a handball team of children aged 7 and 8. That is exactly 40 years ago: 40 years in which team coaching in sports, education, and business has always been my favorite and most successful activity. Almost always I started in practice and afterward only took theoretical training: Action Learning pur sang. I would like to share my reflection on these 40 years with you in this article. During my MBA education, I discovered new models that try to predict success. They provide managers with certainty and are based on linear thinking. . But in the current time this is no longer sufficient. The current challenge for organizations is to have teams deliver results and learn from this. Read More

When the WIAL newsletter editor asked me if I would write about the connection between Action Learning and the Ambidextrous Organization (AO) I became excited. The reason was because the principles of Action Learning are ubiquitous in the AO, they’re everywhere! I might even go as far as to speculate that if one were to model an organization and its objectives after the Action Learning model and principles they might end up with a specific kind of Ambidexterity, contextual ambidexterity. Let’s take a look at some specific ways in which Action Learning supports the Ambidextrous Organization. Read More

Individual coaching has undoubtedly made a profound and major contribution to personal and leadership development around the world for many decades. However, the world has become too complex, competitive, and fast changing for single leaders to deliver corporate success. Organisations will in future need dynamic, agile and collaborative teams with the ability to adapt to uncertainty. This will require a continuous learning culture, new thinking, and a solid team coaching regimen. Read More

As action learning coaches, we learn to intervene when we see learning opportunities or to improve the performance of the group. This is easier said than done. Knowing when and how to intervene in a group that is functioning well is hard enough. You have to pick the appropriate moment, ask the right questions, and consider the impact you wish to have through the intervention. When group dynamics are tricky, however, this becomes even harder. And while it requires great courage, I would argue that the trickiest, most courageous interventions can have the greatest effect. During action learning sessions, sometimes challenging dynamics arise – so-called “elephants in the room.” Read More