Forming and Managing a CDAT: Mutual Action Circle
The process we suggest for forming and managing a year-long CDAT using the Mutual Action Circle model is comprised of the same four phases as the Single-Driver Group model: preparation, kick-off, main group work, and wrap-up. Each phase has important and unique requirements, and we recommend that you and the team complete all requirements in order to ensure a successful outcome.
This process description is based on the assumption that you are the initiator of the Mutual Action Circle.
|
Phase 1: Preparation
1. Write out your personal, measurable goals and timelines. You may wish to briefly share this information as part of your invitation so your potential team members understand why you want to initiate a Mutual Action Circle and what you are trying to accomplish. You will share your goals and timelines in greater depth at your kick-off meeting. Your goals may change during the course of your work with the CDAT; this is a natural part of personal development work.
2. Identify potential CDAT members -- people you think would be appropriate to participate in the group and would want to take advantage of a collaborative environment where a small group works to help one another achieve their goals. You might want to seek peers or colleagues whom you think are at a similar point in their careers, would enjoy the collaborative environment, and would be willing to make the commitment required to ensure a strong group experience.
If you want a 3-person team with 2 members in addition to yourself, identify 4 to 6 candidates. If you want a 4-person team with 3 additional members, identify 8 to 10 candidates. It is likely that some of your candidates will not have the time or the interest to participate, so it can save you time to start with a larger list of potential team members.
3. Develop a set of proposed operating guidelines for the CDAT. The elements may include, for example, how and when to replace a member, how often to meet, and what types of communication tools the group will use. You can also define expectations for how the team members will work together to address such things as maintaining confidentiality, being open, and brainstorming. The full team will doubtless want to discuss and agree on the guidelines and other ground rules.
4. Decide how you will extend an invitation to each person as the initiator. Will you approach everyone on your list at the same time and in the same way using a single invitation? Will you use different techniques and separate invitations best suited to each person you desire to invite? Will you start at the top of your list and invite one person at a time until you reach your target number?
5. Create the basic information package that you will send to or leave with each invitee, if they agree to consider your request. What do they need to know to clearly understand how the team will function and help each member?
|
Phase 2: Kick-Off
1. Plan for a minimum 2-hour meeting to give the group enough time to go through all the necessary details. Decide on a time of day and a location where you will have minimal distractions. If your team is comprised of people from the same organization, you may find it helpful to meet away from the work location If it is more convenient to meet at your work location, it may be necessary for you to obtain permission to use a room or space.
We recommend you request members to turn off cell phones or other communication devices during the meeting. Set up and pre-distribute the agenda so everyone understands what will be covered. If you need more skills in effective meeting management, find a suitable training course to help you before you kick off your CDAT. You may want to appoint a timekeeper to ensure that the group stays on track with the agenda and the available time.
The group may want to decide on a regular practice for handling note taking and publishing minutes and action items. Unless someone wants to serve as permanent note taker, it may be appropriate to rotate the responsibility. Alternately, everyone may prefer to take their own notes and not publish a single set of minutes and action items.
2. Ensure there is sufficient time to allow everyone to provide a personal introduction. The team may want to decide at the start of the meeting what each person will say as part of the kick-off. Items might include such things as name, how long working, reason for joining the group, and best career development experience to date.
3. Each person will present a summary of their goals and timelines. In subsequent meetings everyone will have more time to provide time to go into greater depth.
4. Discuss and agree on the operating guidelines for confidentiality, open sharing, active listening, action item follow-up, along with other behavioral expectations. Discuss and agree on the calendar each quarter for meetings and other review sessions. We recommend you also discuss the use of handouts, how the group will conduct exercises during a meeting, and how assignments, if any, will be handled.
|
Phase 3: Main Group Work
You may find, as with any project that takes many months to complete, that the going will get tougher as you move into the main work of the group. Remember that you are responsible for driving to achieve the results you defined at the beginning. The team is there to support you as you need.
1. The group should agree to be consistent in sending reminders about and holding meetings. Members should be consistent about reporting on activities and progress.
2. Members should remain open to react to and adapt to new opportunities or ideas that come out of group discussion and other dialogue with members. Do not be alarmed if new ideas presented by team members suggest the possibility to change your goals. That is a natural outgrowth of the development work you are undertaking.
3. Conduct quarterly reviews -- you will only have three of these during the course of the main group work, and they can be extremely helpful in assessing progress or suggesting course corrections. You may want to set up the first or last meeting of each quarter to focus on having everyone present a personal review for the quarter.
|
|
Phase 4: Wrap-Up
You may want to plan to use the last quarter of your time together to fully handle each team member's wrap-up.
1. Each member may want to review what she or he accomplished with the help and support of the team. Did everyone meet their original or revised goals?
2. The team should make some time to review what worked and what didn't work for the group or for any of the members. This analysis can help create new learning for every member of the team. For those who want to go on to work with other CDATs or mentor others, the review may provide new information and insights.
3. Thank each team member in an appropriate way.
4. Agree whether and how you will remain in touch in the future. If the team wishes to stay together and continue working for a longer time, then a meeting at the end of the first year can serve to set the course for another period of time together.
|
|