Working with a team of professionals characterized by different attitudes and temperaments can be a very challenging task. How much more if the team is given the goal of soaring through the odds of outside influences and frictions? Such is the dilemma faced by most companies and company leaders. Such also is a subject of attention in many leadership development programs.
Now because this challenge is quite a lifetime one, the concerned company ought to have a very strong coping mechanism that will surely aid its survival. One coping solution which has been found to be effectively working for this concern and what executive coaching experts love to recommend is what is called debriefing. For the successful and long-standing company, this solution has always been done in two ways, i.e., there has always been a regular debriefing period as well as an emergency debriefing session.
Regular Debriefing Periods
Most companies do not need to be reminded about regular debriefing periods. Often, the company's resident psychologists will have sessions of debriefing during meetings, evaluation sessions and company retreats. Management courses strongly recommend such a practice, and that the practice should be done before every meeting goes to set into a serious planning mode. The regularity of the debriefing time thus becomes dependent on the regularity of the company meetings, strategic planning activities or retreats.
Emergency Debriefing Sessions
On the other hand, emergency debriefing sessions are often taken for granted, if not completely forgotten. These kinds of sessions ought to come in whenever a sudden downfall in a product ranking is observed, or even when the ranking has suddenly risen up. Yes, emergency meetings may be conducted and a short debriefing may thus be made every time, but the essence of the kind of debriefing needed during these times is often forgotten.
As a matter of fact, management consulting experts can only comment on most companies' experiences with sudden changes in company rankings or with other surprising events that ought to concern the company. It has often then been a remark that the resulting debriefing session has just been conducted out of compliance and not out of an understanding of its necessity.
To place a permanently working solution to this, the company must therefore relearn to value emergency debriefing sessions and their purposes, and seek to lengthen the time and strengthen member focus during such sessions. Also, if the company feels insufficiently armed with knowledge on how to conduct debriefing sessions specialized for helping workers cope with emergency situations, then it must call for the necessary training from management training teams.
----------------------------------------------------
The author blogs about management courses and other leadership courses at http://www.docstoc.com/profile/peilsteffan
EasyPublish this article: http://submityourarticle.com/articles/easypublish.php?art_id=338024
No comments:
Post a Comment