Shared purpose, partnering, collective impact, collaboration, strategic learning – words and phrases which are becoming more a part of our working in place based systems. We read about them in blogs, see them in webinar presentations and use them frequently to articulate how our thinking and experiences are shifting as our practice and expertise grows.

Expanding our learning and sparking our thinking is of course critical to how effectively our purpose thrives. As a Consultant working in the world of leadership and learning across networks and sectors, the importance of creating these conditions moving higher up agendas is a real step-change.

As are the a-ha moments recognising that learning is an action, on a point of a triangle alongside knowledge and reflection, where all three points can evidence progress and impact.

The danger comes though in a need to always translate connections, thinking, reflections, ideas, into action. The challenge therefore in not leaping to the ‘thing’ to do. An action bias. Pushing to answer questions such as how did it increase our value? What did we learn which can immediately be applied? How do we turn this into a solution? A product? An offer?

In certain conditions these questions remain a vital part of developing systematic and systemic practices enabling up-scaling, processes and pipelines to be built – all critical components of learning organisations. But they also, when automatically jumped to, can cause us to lose the value of simply having conversations.

Conversations are arguably our oldest form of technology. And they aren’t just about connecting – which is why so many find the current necessary climate of remote working so challenging.

Because real conversation requires a level of intimacy and vulnerability that arguably just can’t be achieved by Zoom or Teams meetings. Ask yourself how many times have you come off a long video meeting and had a quick call with someone to really talk about what happened, what was said, what your frustrations were or how much it energised you, what was funny, what you stopped listening to etc etc. That need for the shared sense-making. It’s the same as the old-fashioned ‘water cooler moments’ – knowing that sometimes the best take-aways come from a conversation at the photocopier, an unplanned interaction on route to the office kitchen, a chat on the car journey home, a conversation whilst on a long train journey etc.

It doesn’t mean that meaningful conversations can’t happen via remote working practices. They can thrive. But to appreciate their value requires a mindset across a whole organisation. One which places greater value on the relationships, the connections, the trust being built – and the space to ‘be’ sometimes rather than ‘do’.

The key is to ensure we’re having the right conversations. Asking the meaningful questions which get underneath what’s working and whats not. That pose positive conflict and encourage us to listen to diverse voices and views. That encourage us to share relevant stories and expand our understanding of what matters most to people – whether they are our teams, partners, funders, audiences or communities.

Conversation can drive change. It can stop us making assumptions. Going down pre-determined routes. And ultimately therefore doing with others, rather than to others.

Don’t get me wrong. We do touch on it across many parts of our work. We recognise that our roles are to create the conditions for impact rather than maybe always have direct impact ourselves. We recognise that reflective practice is a critical part of every day work life enabling learning to grow. And we recognise that collaboration is a core value for an agile organisation.

But perhaps we don’t always appreciate them, design them or reward them…or therefore compel them. Enabling all people in an organisation to accept that sometimes our learnings, ideas and conversations are immeasurable is powerful. Embracing that they are an important asset in becoming effective. An investment in time and money well spent. And arguably therefore the fabric of our work.

So it isn’t always about walking the walk. Sometimes, maybe often, it’s about simply talking the talk.