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• 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.
• Middle and junior managers are quick to sense even mild divisions in a senior management team and use this or are hindered in their performance because they don't want to offend anyone.

Here's how to get a senior management team working even more effectively.

1. As part of another meeting, or as a separate exercise, the senior management team agrees to a two-hour Round Robin.
2. 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.
3. 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.
4. The one "telling" must not be sarcastic or derogatory, and must be as specific as possible with real examples.
5. 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.
6. At the end of three minutes the roles are reversed.
7. All views exchanged are confidential and no one else should be listening to the comments of colleagues in pairs.
8. At the end of seven minutes the pairs swap and each person sits with a different colleague and goes through the procedure again.
9. 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.
10. 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.

Results?

• Initially, some senior managers distrust this approach: deep down they're afraid of what might be raised. However, once the Round Robin starts almost all participants enjoy it and the difficulty then is keeping to time.
• After the Round Robin most senior colleagues realise that as long as respect is there, it is not so difficult to ask people to change, and many people make explicit, in a good humoured way, how they will change.
• 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.
• 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.

A Profit Improvers facilitator will start the Round Robin on the right note, keep time and then facilitate the "lessons learned" session at the end.