Some of love it, some of us loathe it, very few of us are ambivalent!
I must confess that on a personal level, when I attend training sessions as a delegate, I’m not a massive fan of groupwork. Generally I find it quite stressful and prefer to just listen to the training and learn what I’m there to learn.
But we’re all different and some people really enjoy it. They find it a good way of getting to know new people and picking up useful first hand information in in relation to specific shared interests.
What’s the Point of Groupwork?
From a professional trainer’s point of view, I’m ambivalent about the merits of groupwork. I can see the value of asking delegates to practise, in groups, a specific skill I might be showing them. I can also see that group practise and pair-sharing is very useful if we’re working towards a test or exam. But for general information gaining or knowledge building type talks or training sessions, I’m less convinced of its value other than to allow the trainer a short break, obviously.
I feel the same way about icebreakers – the bit at the start of each session where you have to find out three interesting things about the person sitting next to you. It’s reasonable and useful to ask people to introduce themselves, but I’m not convinced of the merits of the accompanying activity!
Now, I appreciate that some of this may make me sound a little churlish, and just to be clear, I am aware that it’s horses for courses. A group of aspiring sales professionals may well relish the thought of getting stuck into some group work (particularly if there is a slightly competitive element to it!). It can also be a very good way of putting teams together. Each person has their own dynamic and a trainer has the opportunity to see how different personalities gel and work together.
But in my experience, more people dislike it than enjoy it. I am sure I have once heard a comedian say that the two most hated words in the English language are, ‘audience participation’.
There’s also the very important point that not everyone is neurotypical. For someone on the autism spectrum the anxiety associated with having to join in with group or pair work with someone they don’t know can be quite crippling (hence at CHP events we deliberately avoid group work for this reason).
So all in all, for any fellow trainers or L&D professionals who are reading this, I would ask them to carefully consider any group work or convoluted icebreakers which might be included in a training session:
- Are they really relevant?
- Are they useful? Can you easily explain why you’ve included them?
- If they’re there for a reason, how are you benchmarking their success? How will you know if they’ve achieved their stated purpose?
- Is there an alternative activity for those who would prefer to work alone?
After all, sometimes there’s a lot to be said for taking time to quietly reflect on what you’ve been listening to, and making space to think things through properly!
If I type the word ‘leadership’ into Google, within a nanosecond my screen is full of blue headlines like:
“Study for a High Impact Leadership Course”
“Future Leaders Get Ahead Now!”
“Good Leadership …”
If I then search for, ‘good leader’, Google goes into overdrive with potential results for me.
But if I type in, ‘good manager’ then very little comes up – with the exception of the rather dismissive, “7 Things Great Leaders Always Do (but Mere Managers Always Fear)” … mere managers, eh?
CEOs are always leaders, but the Head Coach of any football team, even when it’s someone like Sir Alex Feguson or Pep Guardiola, is a ‘mere manager’. We don’t talk about, ‘football leaders’, do we? Is this because, in England at least, we still cannot comprehend a working class sport like football attracting ‘leaders’?
When I studied for my MA, I spent a whole semester studying and writing about ‘leadership’ even though my actual degree was in ‘management’.
So clearly, ‘leadership’ is something aspirational, but management seems to be just taken for granted.
Why are we so obsessed with turning managers into leaders?
Many people (and I’ve worked with plenty of them) are perfectly good managers in the sense that they oversee the workload, get the job done efficiently and on time, and make sure the team are content on a day to day basis. But it’s not enough any more. During one of my last forays into corporate life I recall attending a meeting about staff development, and listening to the dazzling array of short courses on to which I could send my team. All of the courses purported to turn them into inspiring leaders who would bring passion, positivity and innovation, back to the office after a three hour workshop on the topic.
But why would they need to be able to do this? Who would they be inspiring? And really, how much passion and innovation is actually possible for most routine office work?
Why is Leadership Important?
Now I’m not for a moment knocking the concept of ‘leadership’. It is important.
I wrote a blog piece a while ago about how taken we all were with Gareth Southgate’s leadership of the England football team during the last World Cup. The point being that Southgate didn’t just ‘manage’ them, he gave them a vision and belief. It was refreshing to see and he in fact took England further into the World Cup than they had been for many years.
And it’s very obvious when leadership is bereft; I suspect a lot of the UK would agree that our government (across all the parties) has been woefully lacking in leadership in relation to the Brexit negotiations over the last few years.
My point is more that leadership and management are two quite distinct skills.
At a very basic level, leaders take the army into battle, and managers make sure the guns are loaded and they all have enough to eat. They are two separate disciplines and one cannot function without the other.
A perfectly good manager may well find themselves completely out of their depth in a leadership role, and a dynamic leader probably won’t have the focus to deal with the routine and minutiae of management.
I do wonder if, in our Instagram filled lives today, we have become so imbued with reaching for the stars and having it all, that #LivingMyBestLife can only be defined in images of power and greatness. It used to be said that behind every great man there was a great woman. I think the modern version of this would be that behind every great leader, is a great manager. Nelson Mandela couldn’t have published The Long Walk to Freedom without help of his office management team!
Perhaps it’s time to return to showing some respect for the unsung heroes of working life, the day to day managers who get the job done, look after the team, communicate the Leader’s vision, and create the space to make it happen. And if you have a really good manager, appreciate them.
After all, while staff will often stick by a weak leader, they very rarely stay with a poor manager.