Yes, but.

2/1/2018

It often happens in leadership, training and coaching conversations. ‘So – what will you do?’, or ‘What’s your next step?’ The person responds with, ‘I’ll do X’ or, ‘I plan to do Y’ and we both leave feeling satisfied we’ve reached a conclusion. Yet we check in a month later and, guess what: nothing has happened. It’s a bit like those New Years’ resolutions that are great in principle but vaporise in practice. What’s going on here? Is the answer here to press for detailed goals and action plans?

We could. We could also probe more deeply at the decision-action phase. Here are some samples of probing questions: ‘Given everything else on your plate at the moment, what is it going to take in practice to move this up your priority list?’, ‘Compared to everything else you could pour your time and energy into at the moment, what is going to make this most worthwhile for you/others?’ or ‘Who or what is likely to prevent you doing this in practice – and what can/will you do about that?’

We could think of these as contextual questions or dependencies. They feature as the reality-check in 'GROW' and 'SMART'. Questions with more of a psychological orientation could include, e.g. ‘How much energy do you have for this?’ or, ‘How much do you really want this?’ or ‘On a scale of 1-10 how likely are you really to do this?’ We tend to use them, if at all, during the exploration phases of a conversation yet don’t often circle back at the end. It’s as if we take signs of decision at face value.

So, next time you reach the decision-action phase of a conversation, try a quick pause before you and the client stand up, shake hands and leave the room. Look – again – before you leap. If a person seems hesitant or lacks energy, go back to goals, aspirations, hopes and fears. How convinced is the person by their chosen route forward? How inspired do they feel to take the next step? Are there any relational, cultural, contextual or resource-linked realities that need revisiting first?

105 Comments

Sara Pearson MSc

2/1/2018 09:26:13 pm

Hi Nick

“Yet we check in a month later and, guess what: nothing has happened. It’s a bit like those New Years’ resolutions that are great in principle but vaporise in practice. What’s going on here?”

The answer is simple; they just keep doing what they have always done!!. Its not that they don’t want to do what they have agreed to do, they just don’t care enough about the organisation to make it happen, in other words they are not truly engaged!

You see this on a regular basis, people have good intentions, some may even start to instigate change, only to revert back to their ‘old ways’.

If people’s mindsets were truly engaged with the ethos of the business they would willingly seek to understand why the business is moving in the direction it is and be totally committed to put in discretionary effort in to achieve it.

Nick Wright

2/1/2018 09:33:04 pm

Hi Sara. Interesting thoughts. I'm not sure it's always that simple, although I do agree that breaking habits can be hard to sustain. There are cases in my experience where people have been highly engaged with an organisation and its cause - yet haven't agreed with the decision that leaders have taken. This kind of scenario makes follower-ship, motivation and engagement quite complex!

Sara Pearson MSc

2/1/2018 10:00:11 pm

Ah yes, I too have witnessed this scenario, and in this instance, the problem was with alignment; both alignment and engagement are required for success. I agree that high levels of engagement with low levels of alignment can create problems, mayhem and conflict in an organisation. Clearly there needs to be a relationship both rational and emotional that occurs at all levels and that is equally important to all of them.

Nick Wright

2/1/2018 10:01:34 pm

Hi Sara. Yes, engagement and alignment is a good way of expressing it.

Tara Parker

3/1/2018 09:56:49 am

Nick, I am glad to see an article that addresses why goals and resolutions are abandoned. As I listened to those that made resolutions, again, this year, I hear something deeper that they don't seem to recognize. Let's take weight loss, as an example. An individual I know shared with me their desire to lose a few pounds from their waistline this year. I asked if they had a plan. The responded with, "eat less and exercise more". This was accompanied by a second helping of dessert. As I observed I realized that the individual had not recognized the real problem that needed attention. It was not eating less and working out more, it was identifying motives for a desire to eat that second helping. It was the lack of conscious self-control to not succumb to the palette for another bite. It was overlooking the bigger problem being disguised by a result that was more obvious. The other problem? The goal was not to the self but to feel less insecure by comparison to another. Goals should come from internal motivators to improve the reflection in the mirror (mentally and physically); not external comparisons to those around us. - Tara

Nick Wright

3/1/2018 10:08:16 am

Thanks Tara. I can certainly relate to the example you shared here! In my experience, it can also help to explore and envision as vividly as possible - including evoking an emotional experience - the benefits of a future state in which I have succeeded in losing weight.

If the vision is vivid and compelling enough, it can help outweigh the perceived cost of the dieting and exercise it will take to achieve it. In other words, the perceived benefits can make the effort worthwhile.

I'm also interested in the benefits of addressing such goals as a group, rather than alone, e.g. the 'Weight Watchers' model. There's something about peer support and challenge - going through the process together - that can make a huge difference.

You may be interested in this related short piece? http://www.nick-wright.com/blog/new-years-revelations Let me know what you think?

William Chadwick

3/1/2018 01:44:13 pm

Great post - I try to give people takeaways reflecting the exercises on a given course. And to ensure their manager is involved in close liaison before and after the course about how they will implement the learning points arising from this learning. So for example six techniques to deal with difficult begaviour or 100 ideas(choose five) for managing time. And of course the before and after plenary sessions in the actual course gives the opportunity to reinforce these points. One client even allowed me to convene a short "meet up" session three months after a course to discuss progress.That's a luxury these days !

Nick Wright

3/1/2018 01:48:33 pm

Thanks William. It sounds like you use a range of useful methods to help bridge the gap between intention and action before, during and after training events. On the 'short meet-up session 3 months after a course', you may find this short related article interesting? http://www.nick-wright.com/down-to-earth.html

Carol Bleyle

3/1/2018 02:05:00 pm

Great topic for chewing on, Nick. In addition to aspirations, goals, and deep-down motivations, there's a practical element as well. We can't underestimate the power of the unconscious routines that sweep us through a day and past our best intentions.

I've found it helpful to first build habits such as reflection and deliberate prioritization that make it easier to cross the intention-action gap.

Nick Wright

3/1/2018 02:05:28 pm

Thanks Carol. That's a good point. Sometimes it's a matter of establishing different routines - as far as we are able to start and sustain them - so that they become new habits.

Edith Hamilton

3/1/2018 02:41:58 pm

Nick, great article! I love reading your thoughts.

Nick Wright

3/1/2018 02:42:34 pm

Thanks Edith. That sounds a little scary..! ;)

Kathryn Fahey

3/1/2018 04:25:57 pm

Great discussion! When talking with a client in the decision-action phase, I find it also useful to examine the challenges/obstacles that might prevent them from following through, and have them think about if... then scenarios that will better prepare them for possible derailment (e.g. in the above example, a second helping of dessert) with a planned action that will help them stay on track.

Nick Wright

3/1/2018 04:33:57 pm

Thanks Kathryn. Yes, that sounds like a very similar approach to the one I am advocating here. As part of the 'realities' part of the conversation, it can also be useful to explore corresponding opportunities/enablers that the person may not yet have considered. This is about increasing the person's resourceful-ness, often by enabling them to notice and draw on sources of support that may have previously lain out of view.

Avinash Phillips

4/1/2018 10:49:45 am

What kind of enabling support and accountability will you need to implement this change?

Nick Wright

4/1/2018 10:50:52 am

Hi Avinash. Are you saying that is a question you may pose to the trainee?

Jennifer M. Campbell

4/1/2018 10:52:30 am

Good practical suggests Nick.

Nick Wright

4/1/2018 10:52:57 am

Thanks Jennifer. :)

Aleksandra Gligorovic

5/1/2018 11:01:58 am

Great post.

Nick Wright

5/1/2018 11:02:35 am

Thanks Aleksandra!

Tamara Thomas

5/1/2018 02:50:41 pm

I find that team members don't always realize they aren't making progress. I have begun to ask, "What will it look like when you are making progress on this task/project?" Perhaps having a clear picture helps. It definitely helps to ensure that I can help refocus them on their vision. I love your suggestion about asking about their available energy. The answer here may prompt a close look at the team member as a whole; other priorities, staffing levels, administrative requirements, and others.

Nick Wright

5/1/2018 02:53:58 pm

Thanks Tamara. What you describe here resonates well with this short related piece: http://www.nick-wright.com/blog/new-years-revelations

Let me know what you think?

Mark Reardon

5/1/2018 10:43:22 pm

Wow! These are incredibly powerful statements, Tamara. Thank you!

Kurt Suchar

5/1/2018 10:40:42 pm

Nick, very practical advice to a very common issue. Thanks.

Nick Wright

5/1/2018 10:41:20 pm

Thanks Kurt. You're welcome.

Kamal Thacker

6/1/2018 11:41:26 am

I had always believed that intention [always]leads to action. Your article explains the gap beautifully - how much time and energy one is willing to pour into an intention ? And the contextual and resource linked realities that might prevent it being prioritized. Thanks.

Nick Wright

6/1/2018 11:42:48 am

Thank you, Kamal. I'm encouraged that you found the article useful!

Esther Blanche Scheidler

6/1/2018 11:43:45 am

It is all about the main values. I talk with people about priorities they really put first and accordingly live up to these, step by step.

Nick Wright

6/1/2018 11:44:27 am

Hi Esther. Do you have any examples from experience that you could share here?

Unzela Haider

6/1/2018 11:48:51 am

I like the probing questions Nick! Helps make the action phase more real and the questions with the psychological orientation as you describe them would help reconnect at the end again I'd imagine...thanks for sharing!

Nick Wright

6/1/2018 11:56:59 am

Thank you for such affirming feedback, Unzela!

Jason Durkee

7/1/2018 01:55:13 pm

Through years of innovation training experience we've found that the content which leads participants to apply learning the fastest and the most are 1. focus on 1st action (a concrete baby action you can do right now that takes 2 minutes or less-brought to fame in David Allen's Getting Things Dons) and 2. quick prototype (a rough, crappy estimate ripped out quickly to test something.) It seems 1st action gets participants started which sparks momentum and prototyping frees them of perfectionist and standard planning tendencies.

Nick Wright

7/1/2018 01:56:59 pm

Hi Jason. I love the ideas you propose here! Thank you for sharing. :)

Andy McGuire

7/1/2018 01:58:03 pm

A good reframing of the conversation. I believe it is just as important to ask the learners' leaders similar questions e.g., "What will it take for you to ensure your employee applies this training back on the job?"

Nick Wright

7/1/2018 02:00:35 pm

Thanks Andy. Yes, in my experience, engaging participants' line managers before, during and after learning interventions is a critical success factor. You may find this short related article interesting? http://www.nick-wright.com/ld-impact-evaluation.html

Peter Moolan-Feroze

7/1/2018 02:01:48 pm

Hi Nick I encourage coaches to get their clients to make drawings about where they are, where they wish to be and the all important drawing “ what exists in the middle “ If a person creates pictures about themselves it can take them to a deeper place inside and is inspirational.

Nick Wright

7/1/2018 02:07:18 pm

Hi Peter. I really like that idea. It has resonances with Gestalt - are you familiar with it? I sometimes invite a client to 'depict' (rather than 'draw' - because 'draw' can evoke anxiety in some people who don't consider themselves to be artistically-talented) themselves and their situation. It sometimes enables a person to convey something that may be too complex to articulate in words. I may then ask them, e.g. 'What do you notice?', 'If you were to change one thing...?' - and invite them to physically change the one thing on the paper rather than simply imagine how it might be to do so. You may find this short related blog interesting? http://www.nick-wright.com/blog/a-rational-default

Phil Rhodes

7/1/2018 02:08:08 pm

Great advice and I also have recommended setting a follow meeting date and the end of the conversation to make the next steps 'real'!

Nick Wright

7/1/2018 02:09:34 pm

Thanks Phil. Yes, that can add to a sense of personal and organisational accountability. You may find this related short article interesting? http://www.nick-wright.com/down-to-earth.html

Moeketsane Bennie

7/1/2018 02:10:44 pm

Nick, this is insightful and I am, indeed encouraged .

Nick Wright

7/1/2018 02:11:24 pm

Thank you, Moeketsane. I am encouraged by your feedback. :)

Alethea Shuman

7/1/2018 02:12:29 pm

This topic is relavent in coaching others but also as an introspective self tool. These questions can be used to help determine any reasons that would delay completion of the goal. I look forward to usIng this philosophy at work along with a designated follow up and see if it reduces the number of times I return to discuss the same action item that had not been completed. By reducing the number of times we rehash the same subject, it will increase time available to work on other priorities. Looking forward to more insights! Thanks so much.

Nick Wright

7/1/2018 02:13:40 pm

Thank you for such affirming feedback, Alethea. Let us know what happens when you try using it in practice!

Skip Welles

7/1/2018 02:14:57 pm

This tells me that the training lacked real importance.
I mean, if it actually had any importance no one would consider it OK for no change to happen. This is typical corporate training: more training, in order to check the boxes and say, "Yes, we did training".

Nick Wright

7/1/2018 02:16:40 pm

Hi Skip. That is certainly one possibility. What other reasons do you think could explain why a person may not apply what they have learned in a training room..?

Iris Wangermann, PhD

7/1/2018 02:17:56 pm

Following. Very good question.

Nick Wright

7/1/2018 02:18:35 pm

Thanks Iris. I'm interested. Could you say a bit more..?

Sylvie Allouche

7/1/2018 02:19:47 pm

In 17 years of practice I never had this issue... may be because I work with individuals and not communities... I guess the misunderstanding of people or the eventual negative consequences are more the responsibility of the interpretation of the people than ours as coaches unless we know by advance that...but we’ll as long as we work with ethic I think we can be confident in our practice.

Nick Wright

7/1/2018 02:25:51 pm

Hi Sylvie. I think you raise a really interesting issue. Here is a question: do we ever really only work with an individual? It is true that we may have an individual client that we are coaching and he or she may well be the focus of our work. However, individuals are almost invariably part of wider groups, systems, cultures etc so that, whatever we do with an individual is likely to have implications for others, albeit indirectly insofar far as the coaching itself is concerned. I agree that the person we are coaching holds primary responsibility for what they do (or don't to) as an outcome of the coaching. However, does that entirely let the coach off the proverbial hook insofar as outcomes are concerned? You may find this related short piece interesting: http://www.nick-wright.com/blog/bubbles I would be interested to hear your thoughts!

David Tomlinson

7/1/2018 02:27:46 pm

I think we, and the learning and development staff that got us there, still underestimate the degree of organisational inertia. Firefighters rarely have the time and energy to devote to fire prevention policies. All the training & coaching in the world will have little effect without removing the constraints or the empowerment required. It goes back to the old gag, how many coaches does it take to change a light bulb? It doesn't matter as long as the lightbulb wants to change!

Nick Wright

7/1/2018 02:30:37 pm

Hi David. It sounds like you are highlighting the influence of wider systems and cultures. You may find this related short piece interesting? http://www.nick-wright.com/blog/micro-macro I think it resonates with your 'how many coaches...' and draws other possible factors into the frame too.

Toni (Chaikin) Hults

7/1/2018 02:31:23 pm

How can I share your article?

Nick Wright

7/1/2018 02:32:28 pm

Hi Toni. I'm not sure what you are asking. Feel free to share it...if that's what you mean! :)

Marie Bati

8/1/2018 10:32:36 am

When possible, I try to involve the managers. They have to commit to a change and then share it and follow through with their manager. Sometimes I also create binomial so they have a "partner" to share with. By experience it does work better when there is a feedback.

Nick Wright

8/1/2018 10:35:00 am

Hi Marie. Yes, involving a person's manager in the learning process can certainly make a big difference. I'm intrigued by your reference to 'binomial'. Can you say more about what that is, perhaps with an example from experience?

Katherine Grace Hyslop

8/1/2018 04:08:47 pm

Yes definitely go back to Goals Make sure it is the actual goal and not the distract or. Check for realistic aspects of the goal and triple check out motivation / obstacles etc........! Is the 'goal' really bite sized enough? Or does it cover many discreet goals? What are the true objections to progressing? oh No THAT wasn't the goal after all! Etc! What happened in Options.? Was it 'no I can't do that' or was it a bit more 'creative and off the wall'? Bon Chance

Nick Wright

8/1/2018 04:10:12 pm

Thanks Katherine. Lots of great ideas there!

Claudette Gordon-McFarlane

9/1/2018 12:25:42 am

Absolutely loving questions with a psychological orientation. This may just give me a breakthrough with a matter I am handling. great stuff.

Nick Wright

9/1/2018 12:26:17 am

Thanks Claudette. That is great to hear. Let us know how you get on!

Alan Wingrove

9/1/2018 10:16:54 am

If clients use expressions like, "I'd like to....", "I plan to...." "I'll try to...." etc. then I go back to exploring their decisions and planned action.
A tactic I've used before, with clients who do nothing between two sessions, is to ask how committed they are to the action plan. When they say, "Fully" I respond with, "So, if you don't do this action plan by the time we next meet you'll be happy to give me a month of your take home pay - is that okay?"
If they hesitate, then they are not fully committed. If they are committed to doing it, then they risk nothing. I find it causes them to reflect on the value of their own action plan, in a different context.

Nick Wright

9/1/2018 10:20:44 am

Hi Alan. That's a great question. :) You may find this short related piece interesting? http://www.nick-wright.com/blog/get-a-grip

Linda Reynolds

9/1/2018 04:18:58 pm

Thanks for sharing these questions, Nick! I️ plan to use them at the end of a training session to help brainstorm ways in which colleagues (including management) can support each other in application and implementation. I'm thinking that if management can hear the hurdles that need to be conquered before the training session ends, they will be more likely to help make the time or resources available.

Nick Wright

9/1/2018 04:21:14 pm

Thanks Linda. That sounds like a great way of adapting the questions and of involving managers in reaching solutions to any hurdles that participants (or they) may envisage vis a vis implementation. Let us know how you get on!

Jo Conway

9/1/2018 07:23:46 pm

Thank you Nick. A great post, the need for people to find practical and effective solutions to problems is key, but to turn the key and engage with the solution needs someone at the top to notice, intervene and really make things happen. Help and support are needed from a wide variety of people who care - and this is often where the problem lies.

Nick Wright

9/1/2018 07:25:05 pm

Thanks Jo. Yes, I often regard engaging the learner's line-manager and/or significant others in the wider system as a critical success factor.

Jill Jamieson

10/1/2018 09:53:41 am

This is bang on. Thank you.

Nick Wright

10/1/2018 09:53:59 am

Thanks Jill..!

Simon Smith

10/1/2018 09:54:46 am

For 1-on-1 coaching I use the question: on a scale of 0-100 (0 = I'd rather extract my teeth with rusty pliers, 100 = it's THE most important thing I have to do) where would you put this action? Then ask what was their thinking in giving it that number as opposed to 5 or 10 points either side.
If they say less than 80 then it's really not important enough & nothing's going to happen, so revisit what you've agreed.
If it's over 80, press them for when - what specific day, what specific time if need be.
We also use peer accountability - nothing life threatening, but something that they want to avoid i.e. I've got clients to get a spouse/friend involved. One lady agreed that is she didn't get the spreadsheet she agreed was critical done by Fri midday, her husband could watch all the sport he wanted for a week & she couldn't watch her shopping channel for the week. She emailed hubby to that effect, ccing me...she got it done! Obviously use variations on this theme...

Nick Wright

10/1/2018 09:58:47 am

Thanks Simon. I love the, ''I'd rather extract my teeth with rusty pliers" imagery. Humorous and evocative. :) I agree it can be useful if a client chooses to draw on peer support and challenge outside of the coaching relationship itself. It can help them to stick to what they have chosen to do and to stay on track on route.

Jacqueline Menyhart

15/1/2018 11:46:58 am

Simon is practical, accessible and realistic.
I like the 100point scale. I personally ask clients to set a realistic timeframe, and then map how they will bridge foreseeable barriers to achieving the goal.

Philip Leong

10/1/2018 10:00:12 am

I would use more exploratory questions to check on their level of commitment to their plans and action steps by asking, ‘who do you need to be in order for you to achieve what you said you’d do?’. Sometimes, a simpler approach would be, ‘what gives you the assurance that this action will bring you nearer to your goal / objective?

Nick Wright

10/1/2018 10:00:42 am

Hi Philip. Good questions.

Gordon Sanderson

11/1/2018 11:00:14 am

Thanks Nick. This is an important issue and just to add another perspective, we often judge ourselves by what we intend to do, as if we are already doing it. Problem is that others see our behavior, not out intent. Often a blind spot for us. The Intentionality in EQ is firmly based in an action sense, not a just "intend to take action". Having said that our clients need to be motivated to take an action. A couple of follow up questions that I use once an intent has been declared are, "how will you know that you have been successful"? (gets them thinking about the outcome that they really want"? also, "what impact do you expect from this"? Could also ask, "what would be the impact of letting this slide"? if going to the consequences side seems appropriate.

Nick Wright

11/1/2018 11:05:21 am

Thanks Gordon. I think your comment, 'as if we are already doing it' is highly significant. It can certainly be a blind spot. You may find this related short piece interesting? http://www.nick-wright.com/blog/new-years-revelations

I like your follow-up questions. They provide opportunity for the person to pause and reflect for a moment - a kind of reality check, if you like - before leaving the room or the conversation. You may find this other related piece interesting on that front? http://www.nick-wright.com/blog/new-year-resolutions

Jody B. Miller

12/1/2018 08:14:14 am

Summarize action steps at the end of the meeting...

Nick Wright

12/1/2018 03:39:56 pm

Hi Jody. Even better - invite the client to summarise their own action steps at the end of the meeting. I sometimes invite the client to produce a series of 'I will...' statements...then to say them out loud...then to check how they look and feel energy-wise as they say each statement.

Kim Moore, MSc, PCC

12/1/2018 03:41:18 pm

EQ is definitely about forward action and impact. “What else?” (To add, to remove, to let go, etc. ) also helps clients connect with roadblocks and concerns. Thanks for the conversation, Nick!

Nick Wright

12/1/2018 03:42:30 pm

Thanks Kim! Do you have any examples from experience you could share to illustrate what it could look like in practice?

Chelle Verite

15/1/2018 11:41:04 am

Love this thank you for sharing 😁x

Nick Wright

15/1/2018 11:41:40 am

Hi Chelle. Thanks for such encouraging feedback! :)

Funmi Johnson

15/1/2018 11:42:34 am

Seeing as this is something I grapple with myself, I was really pleased to read your suggestions. I’ve stopped making resolutions, but was finding myself falling down on my goals. Definitely worth trying a new approach. Thank you.

Nick Wright

15/1/2018 11:43:24 am

Thanks Funmi. Let us know if this new approach makes a difference?

Carol Ellis ACPC PCC CNTC

16/1/2018 01:51:22 pm

I often ask "what will get in your way ?" Then - what will you do when that happens?

Nick Wright

16/1/2018 01:52:01 pm

Hi Carol. Those are good 'reality check' questions.

Jo Royle

17/1/2018 08:54:46 am

Checking commitment at the end (especially if sensing it's not strong) definitely helps. Something I've noticed is often the insights gained in and after coaching are way bigger than taking action on particular tasks... they can result in sustainable behaviour change and this have a much bigger impact. Seeing that has allowed me to loosen my hold on there always being action and to allow clients to prioritise insight over action when contracting for what they want from coaching. Progress isn't always action. If however it didn't feel like there was movement of any type over a couple of sessions I'd be calling it out and getting curious about that...

Nick Wright

17/1/2018 09:00:06 am

Hi Jo - and well said. It's why I advise clients to spend an hour after a coaching session reflecting, taking notes or however they process the coaching experience. Often, the most profound insights emerge after the session itself. This means that, if the coach presses for 'action', he or she may be doing so prematurely. This could be, of itself, a reason why a client may create goals that he or she has no real intention of pursuing. I like your emphasis on 'insight'. I view my own coaching as 'developing critical reflective practice'. Sometimes this leads to actions. At other times, fresh awareness and insight is good-and-enough.

Mike Lever

23/1/2018 12:31:11 pm

This is a very good post that's generated great discussion - thank you Nick Wright. Pre-empting this with the delegate's line manager is where we start: this reflects many of the comments made. It's easier for the development to stick and be implemented when there's a supportive/development/coaching (call it what you will) culture in the organisation. Dr Gail Matthews' work in this area makes for good reading. In the training design phase, wherever possible, we speak with the delegates-to-be to gain buy-in and to help tailor to their needs, language patterns, etc. At this stage, we're able to align the "why" behind the upcoming development. During the delivery is where we start to form the new habits, and this is achieved through the design of the exercises and the journey we take learners on: they understand why and how they'll do this "thing". It's all the more powerful if this message comes from within them - ie they discover it, rather than are told it.

Nick Wright

23/1/2018 12:37:11 pm

Thanks, Mark. Yes, I once conducted a formal review of a management development programme and one of the critical success factors was the degree to which participants' line-managers took an active and genuine interest in their learning and application of learning in the workplace.

This could take the form of, say, a coffee-chat before a module to explore useful learning goals and a coffee-chat afterwards to hear what the participant drew from the module and how they can apply it to influence change in the workplace. Some also invited participants to share learning at team meetings which also helped embed it.

I like your comment about 'from within'. I often ask participants questions such as, 'What have you discovered?', 'What strikes you as important in that?' and 'How will you use it?'

Matt Ash

23/1/2018 06:49:09 pm

Five frogs were on a log, and one decided to jump off; how many were left? The answer is five, because deciding to do something and actually doing it are two different things.

Nick Wright

23/1/2018 06:49:45 pm

Thanks Matt. Love it..! :)

Sara Pearson MSc

24/1/2018 10:14:08 am

I love that too Matt!

Derek Rowe

24/1/2018 10:14:46 am

I like to explore where the despiration as well as the motivation lie. Both can be a gift. It's often about moving away from situations that are no longer tolerable.

Nick Wright

24/1/2018 10:16:09 am

Hi Derek. I agree. Do you have an example from experience you could share here?

Nana Vaughn

25/1/2018 08:56:35 pm

I think that painting a mental picture of what it looks like if the objectives are completed and what it looks like if they are not, can be a powerful tool. For instance for a school administrator who is mentoring a teacher, "'What are some ways that you can extend Billy's learning experience?" "What will the picture look like if you find ways to extend Billy's learning experience?" "What will it look like if you do not find ways to extend Billy's learning experience?" "Which one of these is the picture that you want to see in your classroom?" Kind of a "Which outcome do you really want?" question for a teacher who may be feeling the stress of already having too much on his/her plate.

Nick Wright

25/1/2018 09:03:54 pm

Hi Nana. Yes, visualisation can be a powerful technique. You may find this related short piece resonates? http://www.nick-wright.com/blog/dream

Josephine Bleach

26/1/2018 10:58:41 am

Never leave the room without an agreed written action plan, which is then the basis of the follow-up discussion. Even if they have forgotten your visit/plan, your follow-up visit/phone call/e-mail is a reminder of the commitments they made and ensures that they will either address or revise their plan; or have a very good excuse for why they did not implement it. It's all part of the learning and the change process - small incremental steps forward.

Nick Wright

26/1/2018 11:03:33 am

Hi Josephine. It sounds like you are very proactive and take a high degree of responsibility to ensure learners follow through on their action plans. What, in your experience, are the pros and cons of this approach? I'm curious about how it influences learners' sense of responsibility for following through on their own action plans? You may find this related short article interesting: http://www.nick-wright.com/down-to-earth.html

Jan Chambers

26/1/2018 05:57:47 pm

I think that the learner's line manager has a responsibility to support and enable the learner to put their action plan into place and also to monitor and evaluate its effectiveness. The learner also has responsibility for their own learning. Training is a costly business and even more so if the opportunities offered are wasted. But I still believe that the ultimate responsibility lies with the individual learner. You can be the best trainer in the world but you can't make someone be motivated if they aren't.

Nick Wright

26/1/2018 06:00:18 pm

Hi Jan. I agree. Where possible, I contract with the sponsor, line-manager(s) and participant(s) beforehand in terms of (a) what will enable success insofar as training and implementation is concerned and (b) what each party is willing to take responsibility for to make that happen.

Margaret Rogers

28/1/2018 12:23:24 am

In our mentoring and coaching programmes we facilitate participants to identify strengths, resources and opportunities within their current environment that they can build on to create achievable short term goals, as a starting point, as part of a longer term strategy. The focus is what (action) and who (leadership) but importantly on why - what beneficial outcomes will be achieved. We often emphasise what one of our mentors suggested to us - the ‘Monday morning solution’ - what can be done straightaway with the resources available. This brings an immediacy that drives and sustains momentum. Involving other supporters also at an early stage, managers, colleagues, stakeholders, beneficiaries creates shared ownership and mutual accountability and ‘change contagion’ - the energy and focus to implement.

Nick Wright

28/1/2018 12:26:53 am

Hi Margaret. That sounds like a great approach. I like how you work with participants to identify 'strengths, resources and opportunities in their environment'. I think that's a good way to increase a client's, teams's or group's resourceful-ness.

Margaret Kinlay

28/1/2018 12:27:58 am

Nick, absolutely agree - and as we all know, without implementation nothing is achieved. Nowadays when I have done a training or consultancy project I follow up with weekly/monthly half hour telephone conferences. It's amazing how the impending call makes the action plan go to the top of the to do list!

Nick Wright

28/1/2018 12:30:23 am

Thanks Margaret. I think you demonstrate well the value of follow-up to help ensure follow-through. You may find this short piece resonates with your approach? http://www.nick-wright.com/down-to-earth.html

Monika Saw

28/1/2018 12:31:35 am

Training does not change mindset.... if it wasnt there at the start... it won’t change!... making s phonecall to follow up only pushes the people to go do what they said they would... it is a reaction.... mindsets have not changed.

Nick Wright

28/1/2018 12:34:10 am

Hi Monika. I think that's a fair challenge. Having said that, depending on how follow-up phone calls have been contracted (e.g. who takes responsibility in and for them; what the focus and content of those phone calls is), they could help enable a shift in mindset over time? Key questions I often ask clients include, 'How important is this to you?' and 'What are you willing to take responsibility for?'

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