Sometimes unspoken tensions prevent senior managers communicating as effectively as they could do. Usually most members of a senior management team don’t take the time to discuss in detail how they could assist one another even more.

“Round Robins” are a quick and incisive way for senior managers to express in detail what they want from each of their colleagues and learn what they have to do to get it. Many senior managers are surprised at how such a simple technique can be so powerful for building greater support and communication. Many agree to meet more regularly on a one-to-one basis. Some colleagues are astounded to find that what they thought was helpful is, in fact, hindering others. Conversely, some people find that what they thought was an insignificant task is highly valued by colleagues.

Here’s how the senior manager’ Round Robin works:

• As part of another meeting, or as a separate exercise, the senior management team agrees to a two-hour “Round Robin”.
• Participants work in pairs either in different parts of the same large room or in individual offices or other neutral rooms. Each pair is together for seven minutes.
• The first three minutes involves one person telling the other three of his/her behaviours that are helpful followed by three behaviours that are not helpful.
• The one “telling” must not be sarcastic or derogatory, and must be as specific as possible with real examples.
• The one “listening” is not allowed to justify or object - but can ask for clarification. The one listening writes down in two columns the teller’s comments about helpful and unhelpful behaviours.
• At the end of three minutes the roles are reversed.
• All views exchanged are confidential and no one else should be listening to the comments of colleagues in pairs.
• At the end of seven minutes the pairs swap and each person sits with a different colleague and goes through the procedure again.
• After all participants have exchanged information with every other participant, each person has two lists. One list comprises things they do that help their colleagues and the other list expresses things that hinder.
• After a short break, people get together and discuss the results. Since only the recipients have access to the data on themselves, there is no pressure to air personal matters. People can seek clarification and ask others for the support they need in order to change.

A senior Strategy Improvers facilitator will start the “Round Robin” on the right note, keep time and then facilitate the “lessons learned” session at the end.