Moving a group from talk to action and from action to results is a highly complex task. Many leaders have attempted to move their groups only to get lost in the maze of endless talk, competing agendas, and power plays. And, at the end, all that is left is frustration and, maybe, a plan with little ownership or accountability.

Yet, there are times when a group generates alignment and produces a result that is measurable and meets its objectives. Participants leave the process feeling energized and valued, and that they have contributed to something that was larger than what they could have done alone. Leaders have a sense of accomplishment-a combination of feeling both powerful and humbled-for having lead such an effective engagement.

So, what does it take to move a group from talk to action and from action to results?

Moving a group from talk to action and from action to results is possible if one approaches the task in a disciplined way and practices five key steps. These five steps, developed through years of work with organizations from multiple sectors, industries, sizes, and perspectives, is unique and powerful in that it includes steps that cover a wide range of relevant domains, including performance planning and measurement, collaborative leadership, cultural competency, accountability, and results.

1. Make The Work Of the Group "Results Focused"

The group's work must be focused around a clearly articulated "result." This "result" should be an outcome too difficult for any one person, team, unit, or organization to achieve alone. It should be stated in simple language that is understood and agreed upon by all participants. Once the result is defined and agreed to, the primary work of the leader becomes keeping the group focused on the result in a disciplined way.

2. Create Indicators That Track Progress And Measure Success

The group members must together develop indicators that track progress toward meeting the result. It is important to note that while the indicators of success are the targets that drive and direct all actions and work, meeting them is not used as an excuse for disregarding the human aspects of the team. The team must learn to meet results while working together in sustainable and human-friendly ways, which leads to the next step in the process.

3. Equip All Team Members with Collaborative Leadership Skills

Leaders and team members must learn new skills-in line with the idea that "what got you here won't get you there." These skills include leading within a given context and influencing, without authority; being able to hold competing narratives while staying in connected conversation; balancing advocacy and inquiry in exploration of options; cultivating cultural competency: knowing when and how to subjugate personal needs for the sake of the meeting the result; sensing when to press forward with action and when to pull back; and having the emotional intelligence required to be self-aware and socially related in the midst of all of this. A tall order for the best of leaders, but essential for all leaders who desire to move groups forward.

4. Establish a Culture of Accountability

For most adults, the lessons learned early on had more to do with "compliance" than "accountability." We learned to do what we were told or get out of it if possible, or do the minimum required to "pass." Accountability is an entirely different discipline, one more focused on carrying out one's role in a desire to contribute to something beyond our individual role, with less emphasis on getting by and more on being true to our commitments. A "Culture of Accountability" is created by being transparent about results, who is responsible for what part of reaching the result, and how one role impacts the success of another. Participants also declare their role and commitment to reaching the result publicly, along with the timeframes for measuring success. The group also creates "public accountability" by aligning itself with a leader that resides outside of itself, and reports progress to that person, whether it be a shareholder, customer, or elected official.

5. Normalize the Conversation: "What is Working and What is Not?"

Moving from talk to action and from action to results requires that conversations of progress become normalized, and are a key strategy for ensuring that the desired result is met. Leaders routinely meet with their groups to determine what steps have been taken as planned or not, what obstacles have been encountered, and what successes have emerged. Group members have an opportunity to share publicly their status, which can be a huge relief if they have not been able to move their agenda items forward. Members remain accountable, but in the context of working together to solve problems and create solutions.