WEBINAR Facilitating GroupsRS

Introduction to Facilitating Groups
Adapted from The Effective Facilitator 4-day course
Remember to complete the brief survey at the end of the session and youll receive:
A free copy of the Seven Separators article written by Michael Wilkinson, Certified Master Facilitator. To Access Audio: Listen via VoIP or Phone Dial in Number: 773-945-1010 Access Code: 541-181-101 then press #
www.leadstrat.com 800.824.2850
Copyright Leadership Strategies, Inc. 2010 All rights reserved. This document is adapted from The Effective Facilitator training manual and other proprietary materials of Leadership Strategies, Inc. a Georgia Corporation. Leadership Strategies grants recipient right to copy materials for personal use and enjoyment. Copies of The Effective Facilitator manual and other products may be purchased directly from Leadership Strategies, Inc. or from our website, www.leadstrat.com.
56 Perimeter Center East, #103 Atlanta, Georgia 30346 800.824.2850 www.leadstrat.com
I. GETTING STARTED
A. Who is Leadership Strategies b. Session objectives C. Survey D. Session Agenda E. handling Questions F. our Session Facilitator
WEbInAr: InTroDuCTIon To FACILITATInG GrouPS
Duplication prohibited without prior written consent of Leadership Strategies, Inc.

CoPyrIGhT 2010 LEADErShIP STrATEGIES, InC. | 800.824.2850 | WWW.LEADSTrAT.CoM
A. Who IS LEADERShIP STRATEGIES

The leading provider of professional meeting facilitators and facilitation training in the u.S. over 400 facilitators under contract through the national Facilitator Database over 12,000 trained in facilitation skills and through The Effective Facilitator headquartered in Atlanta, GA Public classes in Atlanta, boston, Chicago, Dallas, DC, Denver, LA, new york, San Francisco, Sydney, Toronto.
B. WEBINAR oBjECTIVES
outline a comprehensive methodology for facilitating groups Provide over a dozen techniques you can begin using immediately Provide next steps for those who would like to learn more

D. WEBINAR AGENDA
I. Getting Started II. overview of the Principles of Facilitation III. Tools and Techniques IV. next Steps
E. hANDLING QuESTIoNS
If you have a question, type it into the Question Panel. because of our limited time, we wont be able to answer all questions, but we will try to get to as many as we can. From time to time, we will ask you a question. you will have about a minute to respond and we will show you the results.

F. ouR SESSIoN FACILITAToR

Richard Smith, CMF
PrInCIPAL FACILITATor, LEADErShIP STrATEGIES
one of only a few Certified Master Facilitators in the world Leads the facilitation group within Leadership Strategies including our full-time, core, and national Facilitator Database (www.nFDb.com) teams over fifteen years as an executive with software companies leading sales, services, training and support functions Eight years with Accenture in their consulting practice focusing on large systems projects and organizational development/change management practice

ThE PRINCIPLES SuMMARIZED

Principle 1. PrEPArInG For SuCCESS
Cover all the bases Inform, excite, involve, empower Establish the course; avoid detours use it, dont abuse it, make it theirs
Principle 2. GETTInG ThE SESSIon STArTED Principle 3. FoCuSInG ThE GrouP Principle 4. ThE PoWEr oF ThE PEn Principle 5. InForMATIon GAThErInG TEChnIQuES
Know your tools and how to use them Conscious prevention, early detection, clean resolution Create and maintain a consensus-focused process
Principle 6. DySFunCTIonAL bEhAVIor Principle 7. ConSEnSuS buILDInG


ThE PRINCIPLES SuMMARIZED

Principle 8. KEEPInG ThE EnErGy hIGh
Set the pace, anticipate the lulls, react accordingly review, evaluate, close, debrief Adapt your agenda to address the need
Principle 9. CLoSInG ThE SESSIon

Principle 10. AGEnDA SETTInG

ThE FACILITAToRS METhoDoLoGy The Leadership Strategies Approach For Structuring Successful Group Sessions

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CoVEr ALL ThE bASES
PRINCIPLE 1 - PREPARING FoR SuCCESS
A. Interview the Sponsor b. Identify Key roles in the Session C. Define the Purpose and Agenda D. Prepare Sample Deliverables E. Know the Process Cold F. Educate the Planning Team G. Prepare for the hat Technique h. Interview the Participants I. Get oriented on the business Area J. Prepare the room K. Prepare your opening
***The bolded sections above are covered in this free webinar. All other listed sections are covered in our full, 3 or 4-day Effective Facilitator workshop. For information about attending a public or scheduling a customizable, private Effective Facilitator class, email us at etraining@leadstrat.com or call 1.800.824.2850.

ThE 5 PS oF PREPARATIoN
Why are we having the meeting? What should be produced as a result of the meeting? The Three hs: __________________________________ __________________________________ __________________________________ Who should attend the meeting? What are the topics that will need to be discussed? What steps should be taken in the meeting to achieve the purpose?
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InForM, ExCITE, EMPoWEr, InVoLVE A. Set-up with 30 Minutes to Spare b. optimize your Set-up C. utilize the Gathering Period D. Kick-off Promptly E. Set the Stage with your opening: I-E-E-I F. Memorize your opening G. Effectively Deliver your opening h. request Participants objectives I. review the Agenda J. Establish Ground rules K. Define the Parking boards L. Define Consensus M. open on the Fly
PRINCIPLE 2. GETTING ThE SESSIoN STARTED
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SET ThE STAGE WITh youR oPENING: I-E-E-I

about the purpose and product about the benefits to them by discussing the important role they play in the process through personal objectives and participation
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ESTAbLISh ThE CourSE, AVoID DETourS A. Set the Course with Checkpoints b. restart with Extended Checkpoints C. Warm-up the Group D. use your PEDEQS E. Label Charts to Improve Focus F. Redirect Side Issues G. use Extended Prompt Questions h. Summarize results I. be Conscious of Time J. use breakout Sessions K. Know When to regroup
PRINCIPLE 3. FoCuSING ThE GRouP

SET ThE CouRSE WITh ChECkPoINTS

quickly what has been done to date briefly what the group is about to do Explain how the previewed agenda item fits into the overall objective
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REDIRECT SIDE ISSuES

If the group begins to detour off on an unrelated discussion, bring them back on course by using a redirection question. Thats a ____________________ _________________. Can we put it on the ______________ _____________ so we dont forget it?

uSE IT, DonT AbuSE IT, MAKE IT ThEIrS A. Write First; Discuss Second b. Write What Is Said C. Add your own Words Discriminately D. Ask; Dont Tell E. Write So the Group Can read It F. use Additive Editing G. Avoid Lulls While Writing h. Assign an order to your Speakers I. use Multiple Flip Charts J. Employ the right recording Tool K. Post According to your Wall Plan
PRINCIPLE 4. RESPECTING ThE PoWER oF ThE PEN
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WRITE FIRST; DISCuSS SECoND

once you have asked a question, it is your job as the facilitator to record the answers, without regard to the value or completeness. If what is said is incomplete, _________ ________ it. If what is said can be improved upon, ________ _______ it. If what is said is not the answer you were looking for, _________ ________ it. If what is said is obviously wrong, _________ ________ it.
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WRITE WhAT IS SAID; NoT WhAT you hEARD

record as many of the speakers words as is necessary to ensure that what you write is clear, complete and can stand alone.

It is not necessary that you record all of the speakers words; in fact, given the way most of us speak, recording all the words may reduce clarity. If you are not sure what was said, playback what you think you heard and check for confirmation. or, ask for the _________________________________.
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KnoW your TooLS AnD hoW To uSE ThEM A. Ask Great Starting Questions b. Guide with reacting Questions C. Floats Ideas If necessary D. List to Gather Details E. brainstorm to Generate Ideas F. Group to Categorize G. Prioritize to Identify Key Items h. Lobby to Gain buy-In
PRINCIPLE 5. INFoRMATIoN GAThERING

ASk GREAT STARTING QuESTIoNS

you are interviewing a group of school registrars to talk with them about the scheduling process. Which is the better question?
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QuESTIoN TyPE A
The first thing we want to talk about are inputs. What are the inputs to the scheduling process?
QuESTIoN TyPE B
If you were about to develop the school schedule, what is the information you would need to have close by?
CREATING STARTING QuESTIoNS

begin with an ____________ __________________ phrase
(think about, imagine, consider, if)
Extend the image to the _____________________________

(at least two phrases)
Ask the __________________ ________________________

(Type A)

KnoW your TooLS AnD hoW To uSE ThEM A. understand Dysfunctional behavior b. Separate Symptom from root Cause C. Focus on Prevention D. Detect non-Verbal Cues E. Address Dysfunction Effectively F. Inform the Group When Appropriate G. reward Functional behavior h. respond Appropriately When Challenged
PRINCIPLE 6. MANAGING DySFuNCTIoN
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DySFuNCTIoN
Dysfunctional behavior is any activity by a participant which is consciously or unconsciously a ________________________ for expressing displeasure with the session ___________________, the facilitation ______________, or an outside _____________.

ADDRESS DySFuNCTIoN EFFECTIVELy

Approach privately or __________________________. Empathize with the __________________________. Address the _________________ _________________. Get agreement on the __________________________.
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Drop-out nay-sayer Whisperer
Employ a __________ - ____________ how can you make it _______________? remind of the ____________ _______.

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GEnErATE A ConSEnSuS-FoCuSED ProCESS A. understand Disagreement b. Start with Consensus C. Decide If Agreement Is necessary D. Let Participants Seek Agreement E. Take Control As necessary F. Delineate Alternatives G. Identify Strengths and Weaknesses h. Merge Alternatives I. use ranking Techniques J. Converge on a Solution K. If All Else Fails, Move on
PRINCIPLE 7. CoNSENSuS BuILDING

uNDERSTAND DISAGREEMENT
Each has not clearly Level 1 ___________ and _______________ Level 2 Different _______________ or _______________ Level 3 ________________, past history, or ________________ factors
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hoW To SoLVE
Level 3 Take it to a ___________________ ____________. Level 1 Direct ______________ ____________________. Level 2 Identify ______________ and __________________ and then __________________ to identify a new alternative.

SET ThE PACE, AnTICIPATE LuLLS, rEACT ACCorDInGLy A. Set an Energetic Pace b. Reset the Energy Level Following Every Break C. Adjust to Lull Times D. Establish a recharge Activity E. use brainteasers F. Get People Involved and Moving G. Encourage Team building h. break If necessary
PRINCIPLE 8. kEEPING ThE ENERGy hIGh
24

ESTABLISh AND MAINTAIN A hIGh ENERGy LEVEL

your opening words establish the energy level. Start it high!
25
AWAkE ASLEEP
RESET ThE ENERGy LEVEL

Following each break, you must start the next session at least at the same energy level you started the day.
AWAkE ASLEEP

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rEVIEW, EVALuATE, CLoSE, DEbrIEF
PRINCIPLE 9. CLoSING ThE SESSIoN
A. request Time Extensions if needed b. review the Activities Performed C. review Session purpose D. review Personal objectives E. Review Parking Boards F. Ask Participants to Evaluate G. Close and Set the Stage h. use Partial Close As needed I. Debrief with the Planning Team J. Debrief with Sponsor K. Document Session results

REVIEW ThE PARkING BoARDS

Items relevant to the session that require a decision but will be discussed later or outside the session Decisions that are made by the participants during the session. Actions to be performed sometime after the completion of the session.
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___________ List
___________ List
___________ List
QuESTIoNS To CLEAR ThE ISSuES LIST

have we _________________ it? Do we _______________ to cover it? Do we need to cover it __________________?

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ADAPT your AGEnDA To ADDrESS ThE nEED A. Choose an Agenda based on objectives b. Tailor the Agenda to the Specific need C. Incorporate Consensus-building Principles D. Construct a New Agenda as Needed
PRINCIPLE 10. AGENDA SETTING
E. Confirm the Agenda with the Planning Team F. Prepare a Detailed Agenda G. Track Performance Against the Agenda h. record Process notes I. Incorporate recommendations into the Agenda Model

CoNSTRuCT A NEW AGENDA AS NEEDED

Determine the _________________ question. What is the key question that must be answered when the facilitated session is completed? Determine the _________________ questions. What are the questions that should be answered first in order to prepare the participants to answer the critical question? Determine the logical _________________ of the preparation questions. Transform into _________________ items. Prepare your detailed _________________.
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DoNE! oBjECTIVES REVIEW

outline a comprehensive methodology for facilitating groups Provide over a dozen techniques you can begin using immediately Provide next steps for those who would like to learn more

31
WhATS NExT?
IF you WouLD LIkE To LEARN MoRE:
Public Class: The Effective Facilitator
Atlanta, boston, Chicago, Dallas, DC, Denver, LA, new york, San Francisco, Sydney, Toronto.
no Facilitation Class offers you More!
Give us 4 days and learn 101+ techniques, with six practices, feedback and videotaping! Give us 5 days and we will prepare you for professional or master level facilitator certification!
Private Class: on your Site

Most cost-effective for 8 or more
other helpful Books & Guides

The Secrets of Facilitation The Secrets to Masterful Meetings Facilitator Meeting Guides (200+ pages) Visit http://www.leadstrat.com/shop
ANSWERS To ThE FILL-IN-ThE-BLANk

PAGE FILL-IN-ThE-BLANk INFoRMATIoN
Purpose Product: hands, heads, heart Participants Probable Issues Process Inform, Excite, Empower, Involve review, Preview, big View Thats a good point. Can we put it on the issues list so we dont forget it? If what is said is incomplete, still record it (4 times) or, ask for the headline begin with an image building phrase Extend the image to the answers Ask the direct question Dysfunctional behavior is any activity by a participant which is consciously or unconsciously a substitution for expressing displeasure with the session content, the facilitation process, or an outside factor. Employ a round-robin how can you make it better? remind of the ground rules
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13 15
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19
21

PAGE
FILL-IN-ThE-BLANk INFoRMATIoN
Each has not clearly heard and understood Different values or experiences Personality, past history or other outside factors Level 3 Take it to a higher source. Level 1 Direct specific questions. Level 2 Identify strengths and weaknesses and then merge to identify a new alternative.
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25

PAGE
27
FILL-IN-ThE-BLANk INFoRMATIoN
Issues List Decisions List Actions List have we covered it? Do we need to cover it? Do we need to cover it now? Determine the critical question. Determine the preparation questions. Determine the logical order of the preparation questions. Transform into agenda items. Prepare your detailed agenda.
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LEARN MoRE!
If you enjoyed this free webinar and want to expand your facilitation skills even further, consider attending a public or scheduling a customizable, private Effective Facilitator workshop. We focus on critical skills such as consensus building, keeping the group focused, generating energy, managing dysfunction and gaining agreement. To date, over 95% of attendees have rated this course as ThE bEST or onE oF ThE bEST courses theyve ever taken. no facilitation training course offers you more: 300-page workbook 10 principles, over 100 techniques 10 detailed agendas 10 detailed facilitator session guides (170+ pages) 6 practice sessions Videotaping* Spring Forward - We encourage you to implement your learning by providing a 60-day check-in to confirm your progress. We reinforce your learning by sending you The Maximizer, a monthly refresher on one of the course techniques you also receive 2 copies of The Secrets to Masterful Meetings, written by our CEo and Certified Master Facilitator, Michael Wilkinson. For more information, email us at etraining@leadstrat.com or call 1.800.824.2850.
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Leadership Strategies - The Facilitation Company has rapidly become one of the national leaders in meeting facilitation services and training. We provide companies with professional facilitators who facilitate executive teams and task forces in topics such as strategic planning, issue resolution, requirements analysis, process improvement and conference forums.
PRoFESSIoNAL FACILITATIoN
Meeting Facilitation Strategic Planning Issue resolution Systems Analysis Team building
LEADERShIP TRAINING
Facilitation Series
The Effective Facilitator Facilitating IT Sessions Making Meetings Work! Effective Teams Work!
Management Series
Management to Leadership The Facilitative Consultant The Effective Communicator Effective Presentation Skills
Conference Facilitation Process Improvement
Planning Series
Strategic Planning Project Planning
IT Series
Project Leadership Managing user relationships
Along with being expert facilitators, we also train people in facilitation skills, leadership, team building, presentations and consulting skills. We offer public classes in Atlanta, Chicago, Dallas, Denver, Los Angeles and Washington, DC, and on-site private classes for clients around the nation and the world. We make it our business to research the best practices used by successful organizations, compile these best practices into practical workshops and guide organizations in implementing these practices in their environments.
56 Perimeter Center East, #103 Atlanta, Georgia 30346 800.824.2850 www.leadstrat.com


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Introduction to Facilitating Groups

Adapted from The Effective Facilitator 4-day course

56 Perimeter Center East, #103 Atlanta, Georgia 30346 800.824.2850 www.leadstrat.com

WEbInAr: InTroDuCTIon To FACILITATInG GrouPS

Duplication prohibited without prior written consent of Leadership Strategies, Inc.

A. Who IS LEADERShIP STRATEGIES

WEbInAr: InTroDuCTIon To FACILITATInG GrouPS

Duplication prohibited without prior written consent of Leadership Strategies, Inc.

WEbInAr: InTroDuCTIon To FACILITATInG GrouPS

Duplication prohibited without prior written consent of Leadership Strategies, Inc.

F. ouR SESSIoN FACILITAToR

WEbInAr: InTroDuCTIon To FACILITATInG GrouPS

Duplication prohibited without prior written consent of Leadership Strategies, Inc.

ThE PRINCIPLES SuMMARIZED

WEbInAr: InTroDuCTIon To FACILITATInG GrouPS

Principle 6. DySFunCTIonAL bEhAVIor Principle 7. ConSEnSuS buILDInG

Duplication prohibited without prior written consent of Leadership Strategies, Inc.

ThE PRINCIPLES SuMMARIZED

WEbInAr: InTroDuCTIon To FACILITATInG GrouPS

Principle 9. CLoSInG ThE SESSIon

Principle 10. AGEnDA SETTInG

Duplication prohibited without prior written consent of Leadership Strategies, Inc.

WEbInAr: InTroDuCTIon To FACILITATInG GrouPS

Duplication prohibited without prior written consent of Leadership Strategies, Inc.

CoVEr ALL ThE bASES

PRINCIPLE 1 - PREPARING FoR SuCCESS

WEbInAr: InTroDuCTIon To FACILITATInG GrouPS

Duplication prohibited without prior written consent of Leadership Strategies, Inc.

WEbInAr: InTroDuCTIon To FACILITATInG GrouPS

Duplication prohibited without prior written consent of Leadership Strategies, Inc.

PRINCIPLE 2. GETTING ThE SESSIoN STARTED

WEbInAr: InTroDuCTIon To FACILITATInG GrouPS

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SET ThE STAGE WITh youR oPENING: I-E-E-I

WEbInAr: InTroDuCTIon To FACILITATInG GrouPS

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PRINCIPLE 3. FoCuSING ThE GRouP

WEbInAr: InTroDuCTIon To FACILITATInG GrouPS

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SET ThE CouRSE WITh ChECkPoINTS

WEbInAr: InTroDuCTIon To FACILITATInG GrouPS

REDIRECT SIDE ISSuES

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PRINCIPLE 4. RESPECTING ThE PoWER oF ThE PEN

WEbInAr: InTroDuCTIon To FACILITATInG GrouPS

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WRITE FIRST; DISCuSS SECoND

WEbInAr: InTroDuCTIon To FACILITATInG GrouPS

WRITE WhAT IS SAID; NoT WhAT you hEARD

Duplication prohibited without prior written consent of Leadership Strategies, Inc.

WEbInAr: InTroDuCTIon To FACILITATInG GrouPS

PRINCIPLE 5. INFoRMATIoN GAThERING

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ASk GREAT STARTING QuESTIoNS

WEbInAr: InTroDuCTIon To FACILITATInG GrouPS

CREATING STARTING QuESTIoNS

Extend the image to the _____________________________

Ask the __________________ ________________________

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PRINCIPLE 6. MANAGING DySFuNCTIoN

WEbInAr: InTroDuCTIon To FACILITATInG GrouPS

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ADDRESS DySFuNCTIoN EFFECTIVELy

Ask the ______