FRAMING THE ROOM
A year ago, I was invited to conduct a two-day leadership programme for a group of senior managers in a large corporation. As always, I prepared the programme carefully and was ready to deliver everything I had planned. However, before we began, I said something that surprised even me: “As much as I
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FRAMING THE ROOM: THE INVISIBLE SKILL OF GROUP MEANING-MAKING
A year ago, I was invited to conduct a two-day leadership programme for a group of senior managers in a large corporation. As always, I prepared the programme carefully and was ready to deliver everything I had planned. However, before we began, I said something that surprised even me: “As much as I have prepared this programme, your leadership challenges are more important to me than my slides. Please ask questions throughout the programme so that together we can make this learning relevant to your work.”
From that moment, something changed. The managers became fully involved. They asked thoughtful questions, shared their experiences, discussed ideas openly and joyfully practised new skills. They were even comfortable saying, “I don’t know,” because they knew we would explore the answer together. By the end of the programme, I had covered only about 70% of my prepared content, yet no one complained. Instead, the client invited me back to conduct two more programmes.
