Learning through play is serious business! – An opinion piece by Elsa Ravouna, Senior Consultant & Executive Coach at Grant Alexander Leadership Development, for FocusRH
29.09.2025
“Strength cards” in hand, like the teenager he once was, this senior executive wonders: “Is this session that’s only just beginning really serious?” And yet, very quickly, he gets into the game. After presenting his “superpower” as a leader to the other participants, he has to admit it: this opening sequence works. It’s an excellent ice-breaker to kick off a day together, to get to know others better… and to better know oneself. A few hours later, all hesitation has disappeared: our participant enthusiastically cuts pictures out of a magazine to build, through a collage game, the composite portrait of the ideal leader. Surprising? Not really: playful tools have proven their value in skills development programs. Still, some continue to question the real benefits of “play-based learning” when applied to adults. So, what should we think?
How managers and executives develop
You don’t transmit theoretical knowledge, know-how, or interpersonal skills to an adult the same way you would to a young learner. In andragogy—adult learning—skills development, such as that of managers and senior executives, cannot take the form of a rigid, top-down exercise.
These populations are hyper-connected, constantly multitasking; their attention can easily be drawn elsewhere at any given moment. A lecture or a masterclass may not work well, especially when delivered via video conferencing. In such cases, the format will have little impact. This learning time should not be perceived as a tedious, imposed, and constraining sequence, but rather as an engaging, practical, and useful breathing space, whose benefits are clear and therefore deserving of attention.
The approach must be grounded in reality and anchored in participants’ lived experiences, that precious foundation of acquired knowledge. The challenge lies in unlocking its potential—helping participants fully reclaim their strengths and talents, while becoming aware of the areas they can improve. It’s a delicate exercise, but a necessary one for them to grow in their leadership behavior and initiate sustainable skill development. And this requires taking a step to the side.