The Power of the "Yes, and" Approach

Performance consultants often receive client requests for tactical solutions where there is little to no evidence to indicate that those solutions would have any impact on business or performance outcomes. In these cases, we should always attempt to "reframe" those requests into opportunities to align our work strategically. By reframing tactical requests in terms of desired performance and business results, we can often influence our clients to put the "pause button" on tactics until needs, gaps, and root causes are understood well enough to ensure that our work will be of real benefit to the whole organization.

Sometimes, however, clients are set on a course to immediately implement a solution and performance consultants are unsuccessful in their attempts at reframing their requests - even after pushing back on those clients. In these cases, the maxim applies that, "the client isn't always right, but the client is always the client." If we are to continue the relationship, the consultant moves forward in helping the client implement their solution. But, because we know that a single solution implemented in isolation is unlikely to address all the root causes for a given business issue, performance consultants should seek to take additional actions that increase the likelihood that performance and business gaps will be closed. We call this the "Yes, and" approach.

"Yes, and" means that: YES, we are moving forward with the requested solution, AND we are asking the client to take some additional, related action(s) with us to increase our chances of success. The following are some examples of "Yes, and" actions that can be used in combination with learning solutions.

Before the Learning Solution is Implemented:

• Agree to pilot the program. Also, gain agreement in advance that you will measure the results that are obtained from this initiative (at least through Kirkpatrick/Katzell's Level 3) and that the client will meet with you to discuss the results. Determine if the return that is being received warrants continuing with the learning solution as currently planned.
• When conducting a learning needs assessment and/or obtaining information for case studies and exercises to be developed, obtain information on the work environment of the employees who are to be developed. If any barriers are identified, discuss with the client what can be done to minimize the potential impact of any identified barriers.

During the Learning Solution Implementation:

• Near the close of the program, ask participants to identify organizational enablers and barriers to using the newly-acquired skills on the job. This can be done as an exercise or as a "stealthy" addition to a Level 1 reaction evaluation. Summarize what you learn and provide the client with the information, facilitating a discussion regarding possible actions that might be taken to overcome the barriers and how you can support the client in that effort.
• For synchronous training events, ask the client to participate. The client can kick-off the program, providing the business reasons for why this learning initiative is important and what he/she anticipates people will be doing as a result of it.

Following Implementation of the Learning Solution

• Conduct brief follow-up calls with some participants to identify how they have applied what they have learned. Also inquire what, if any, barriers they have encountered. Summarize your findings and meet with the client to discuss them.

Gaps in business and performance results have multiple causes. A single solution is unlikely to be successful in closing those gaps. When a client demands that you implement such a solution, using the "Yes, and" approach can create opportunities to bring additional solutions to bear, which will greatly increase the likelihood that results will be achieved.