Facilitation for Leaders - Thought Leadership Series - 11-13-12

2,059 views

Published on

A presentation by Michael Wilkinson, Managing Dir., Leadership Strategies Inc. for the 2012 NetSpeed Learning Solutions Thought Leadership Series

Published in: Business

Facilitation for Leaders - Thought Leadership Series - 11-13-12

  1. 1. Facilitation for Leaders How to Use Facilitation Skills to Transform Your Organization Adapted from The Effective Facilitator 4-day class www.leadstrat.com© 2 0 1 0 L EA D E RSH I P ST R AT EG I E S , I N C .
  2. 2. A. Who is Leadership Strategies? The leading provider of facilitators and facilitation training in the U.S. Over 500 facilitators under contract through the Find a Facilitator Database Public classes in Atlanta, Boston, Chicago, Dallas, DC, Denver, Los Angeles, NY, San Francisco, Sydney, Toronto Over 16,000 trained in facilitation skills through The Effective Facilitator course 2
  3. 3. B. Your Facilitator  Managing Director of Leadership Strategies  Author, The Secrets of Facilitation, TheFACILITATOR Secrets to Masterful Meetings and Buying Styles  One of the first five Certified Master Facilitators in the world  Founder of the National Facilitator Database (www.findafacilitator.com)  Board member of the International Institute for Facilitation Michael Wilkinson  Named Facilitator of the Year by SEAF, Certified Master Facilitator 2003  Co-Program Chair of the IAF, 2007 3
  4. 4. C. Session Objectives1. Outline a comprehensive methodology for facilitating groups2. Provide over a dozen techniques you can begin using immediately3. Provide next steps for those who would like to learn more - 4
  5. 5. D. Session AgendaI. Getting StartedII. Overview of the Principles of FacilitationIII. Facilitation Tools and TechniquesIV. Next StepsV. Questions & Answers 5
  6. 6. Poll #1: Experience LevelHow many facilitated sessions have you led or attended in thelast twelve months?  More than 20 -  10 to 19  5 to 9  1 to 4  None 6
  7. 7. II. Facilitation OverviewThe Scenario: Facilitating Solutions  Sr. Manager with E&YWhen we created the answers  Management Reviews 100% Solution – 15% Implemented  Facilitated SolutionsWhen they created the answers 85% Solution – 80% ImplementedWhy? ED = RD x CD Effective Decision Right Decision Commitment to Decision - 7
  8. 8. The Principles Summarized  Principle 1. PREPARING FOR SUCCESS Cover All the Bases  Principle 2. GETTING THE SESSION STARTED Inform, Excite, Empower, Involve  Principle 3. FOCUSING THE GROUP Establish the Course Avoid Detours  Principle 4. RESPECTING THE POWER OF THE PEN Use It, Dont Abuse It, Make It Theirs  Principle 5. INFORMATION GATHERING Know Your Tools and How to Use Them - 8
  9. 9. The Principles Summarized Principle 6. MANAGING DYSFUNCTION Conscious Prevention, Early Detection, Clean Resolution Principle 7. CONSENSUS BUILDING Generate a Consensus-Focused Process Principle 8. KEEPING THE ENERGY HIGH Set the Pace, Anticipate Lulls, React Accordingly Principle 9. CLOSING THE SESSION Review, Evaluate, Close, Debrief Principle 10. AGENDA SETTING Adapt Your Agenda to Address the Need 9
  10. 10. The Facilitator’s Methodology THE FACILITATION CYCLE 4 The Power of the Pen1 2 3 9 Preparing Getting the Focusing Closing for Success Session Started the Group the Session 5 Information Gathering GROUP DYNAMICS 6 7 8 Managing Consensus Keeping the 10 Dysfunction Building Energy High Agenda Setting 10
  11. 11. Checkpoint THE FACILITATION CYCLE 4 The Power of the Pen1 2 3 9 Preparing Getting the Focusing Closing for Success Session Started the Group the Session 5 Information Gathering GROUP DYNAMICS 6 7 8 Managing Consensus Keeping the 10 Dysfunction Building Energy High Agenda Setting 11
  12. 12. Poll #2: True or False?Outside of logistics, the three most important things to know inpreparing for a meeting are the 3 Ps: the participants, thedesired products, and the process or agenda.  Answer: FALSE!  Why: The MOST IMPORTANT thing to know in preparing for a meeting is the meeting purpose 12
  13. 13. Principle 1 – Preparing for SuccessCovering All the BasesA. Interview Sponsor F. Educate the Project TeamB. Identify Key Roles in the G. Prepare for Hat Technique session H. Interview the ParticipantsC. Define Objective and I. Get Oriented on the Agenda Business AreaD. Prepare Sample J. Prepare the Room Deliverable K. Prepare OpeningE. Know the Process Cold 13
  14. 14. Preparation The 5 P’s: – Purpose – Why are we having this session? – Product – What do we need to have when we are done? • Hands – What do they need to have in their hands when the session is over? • Head – What do you want them to know? • Heart – What do you want them to believe? – Participants – Who will be attending? What are their attitudes? – Probable Issues – What issues will be addressed? - – Process – What steps will get us there? 14
  15. 15. Checkpoint THE FACILITATION CYCLE 4 The Power of the Pen1 2 3 9 Preparing Getting the Focusing Closing for Success Session Started the Group the Session 5 Information Gathering GROUP DYNAMICS 6 7 8 Managing Consensus Keeping the 10 Dysfunction Building Energy High Agenda Setting 15
  16. 16. Poll #3: True or False?After introductions if necessary, meetings should generally startwith a review of the agenda.  Answer: FALSE!  Why: Start with purpose. - 16
  17. 17. Principle 2 – Getting the Session StartedInform, Excite, Empower, InvolveA. Set-up with 30 Minutes to G. Effectively Deliver Your spare OpeningB. Optimize Your Set-up H. Request Participants’C. Utilize the Gathering Objectives Period I. Review the AgendaD. Kick-off Promptly J. Establish Ground RulesE. Set the Stage with Your K. Define the Parking Boards Opening L. Define ConsensusF. Memorize Your Opening M. Open "On the Fly" 17
  18. 18. Set the Stage With Your Opening 18
  19. 19. Set the Stage With Your Opening Through your opening words, you must … – Inform participants about the purpose and product. – “The purpose of this meeting is… when we are done we will have…” - 19
  20. 20. Set the Stage With Your Opening Through your opening words, you must … – Excite participants about benefits. – What is the overall result to be achieved? WII-FM? - 20
  21. 21. Set the Stage With Your Opening Through your opening words, you must … – Empower participants by discussing the important role they play in the process. – Why were they selected? - What authority have they been given? 21
  22. 22. Set the Stage With Your Opening Through your opening words, you must… – Involve participants – Ask their personal objectives or gain participation. - 22
  23. 23. Set the Stage With Your Opening Which are we best at? Which are we worst at? Let’s look at 2 Examples X - 23
  24. 24. Excite Example #1 Good morning, it’s a pleasure to be here this morning. Our objective for the next two days is to walk away with a plan for improving the hiring process (inform). What is exciting about this? If we are successful, we will walk away with a new hiring process that will help our organization get the right people hired and get them hired quickly. 24
  25. 25. Excite Example #2 Good morning, it’s a pleasure to be here this morning. Our objective for the next two days is to walk away with a plan for improving the hiring process (inform). What is exciting about this? Today you may have people on your staff who don’t have the skills or the attitude you need. As a result, you are having to work much harder to make up for what they aren’t doing. This is your opportunity to put strategies in place to ensure that you get the people you need to get the work done. 25
  26. 26. Which is better? Why?Example 1 Example 2 If we are successful, we will  Today you may have people walk away with a new hiring on your staff who don’t have process that will help our the skills or the attitude you organization get the right need. As a result, you are people hired and get them having to work much harder hired quickly. to make up for what they aren’t doing. This is your opportunity to put strategies in place to ensure that you get the people you need to get the work done. 26
  27. 27. Which is better? Why?Example 1 Example 2 If we are successful, we will  Today you may have people walk away with a new hiring on your staff who don’t have process that will help our the skills or the attitude you organization get the right need. As a result, you are people hired and get them having to work much harder hired quickly. to make up for what they aren’t doing. This is your NOTICE THE # OF opportunity to put strategies “YOU” AND “YOUR”! in place to ensure that you - get the people you need to get the work done. 27
  28. 28. Set the Stage With Your OpeningWith Excite:Say “you” or “your”at least 4 times! 28
  29. 29. Checkpoint THE FACILITATION CYCLE 4 The Power of the Pen1 2 3 9 Preparing Getting the Focusing Closing for Success Session Started the Group the Session 5 Information Gathering GROUP DYNAMICS 6 7 8 Managing Consensus Keeping the 10 Dysfunction Building Energy High Agenda Setting 29
  30. 30. Principle 3 – Focusing the GroupEstablish the Course, Avoid DetoursA. Set the course with G. Use extended prompt checkpoints questionsB. Restart with extended H. Summarize results checkpoints I. Be conscious of timeC. Warm up the group J. Use breakout sessionsD. Use your PEDEQS K. Know when to regroupE. Label charts to improve focusF. Redirect side issues 30
  31. 31. Set the Course with CheckpointsAt the beginning of each facilitated process… 31
  32. 32. Set the Course with Checkpoints Review Review quickly what has been done to date. Preview Describe briefly what the group is about to do. Big View Explain how the previewed agenda item fits into the overall objective of the session. 32
  33. 33. Sample AgendaPurpose: Define the changes necessary to increase the efficiency and effectiveness of the hiring processAgenda: Review-Preview-Big View A. Introduction B. How does it work today? C. What are the problems and root causes D. What are the potential improvements E. Prioritize improvements  We have just completed… F. Develop an implementation plan  Next we are going to… G. Review and close  This is important because… - 33
  34. 34. Sample AgendaPurpose: Define the changes necessary to increase the efficiency and effectiveness of the hiring processAgenda: Review-Preview-Big View A. Introduction B. How does it work today? C. What are the problems and root causes D. What are the potential improvements E. Prioritize improvements  We have just completed… F. Develop an implementation plan  Next we are going to… G. Review and close  This is important because… - 34
  35. 35. Redirect Side Issues Monitor comments for relationship to the process underway. If the discussion goes off track, use a redirection question. “That’s a good point. Can we put it on the issues list so we don’t forget it?” - - 35
  36. 36. Checkpoint THE FACILITATION CYCLE 4 The Power of the Pen1 2 3 9 Preparing Getting the Focusing Closing for Success Session Started the Group the Session 5 Information Gathering GROUP DYNAMICS 6 7 8 Managing Consensus Keeping the 10 Dysfunction Building Energy High Agenda Setting 36
  37. 37. Poll #4: True or False?When recording information on a flip chart, it is okay toparaphrase as long as you ask people for permission.  Answer: FALSE!  Why: When you write your words, you disempower the group and reduce ownership. - 37
  38. 38. Principle 4 – Power of the PenUse It, Dont Abuse It, Make It TheirsA. Write First, Discuss Second G. Avoid Lulls While WritingB. Write What is Said H. Assign an Order to YourC. Add Your Words Speakers Discriminately I. Use Multiple Flip ChartsD. Ask, Don’t Tell J. Employ the RightE. Write So They CanRead It Recording ToolF. Use Additive Editing K. Post According to Your Wall Plan 38
  39. 39. Write First, Discuss Second Record what is said without  By recording what is said, regard to value - you are saying “Thank You” of completeness for making a contribution – If what is said is incomplete…Record it!  You can use your – If what is said can be questioning techniques to improved upon… make sure that the – If what is said is not what you comment is refined or were looking for… deleted later – If what is said is wrong… Still Record It! 39
  40. 40. Write What is Said Record as many of the speaker’s words as is necessary It is not necessary to record all the speaker’s words If you are not certain what was said, ask for confirmation, or - ask for the headline 40
  41. 41. Checkpoint THE FACILITATION CYCLE 4 The Power of the Pen1 2 3 9 Preparing Getting the Focusing Closing for Success Session Started the Group the Session 5 Information Gathering GROUP DYNAMICS 6 7 8 Managing Consensus Keeping the 10 Dysfunction Building Energy High Agenda Setting 41
  42. 42. Poll #5: True or False?When formulating questions to get lots of ideas, the mostimportant attribute of the question is that it is open-ended.  Answer: FALSE!  Why: The key is formulate a question that helps the participates visualize the answers! - 42
  43. 43. Principle 5 – Information GatheringKnow Your Tools and How to Use ThemA. Ask Great Starting E. Brainstorm to Generate Questions IdeasB. Guide With Reacting F. Group to Categorize Questions G. Prioritize to Identify KeyC. Float Ideas if Necessary ItemsD. List to Gather Details H. Lobby to Gain Buy-In 43
  44. 44. The Starting QuestionYou are interviewing a group of school registrars to talk with themabout the scheduling process. Which is the better startingquestion? Why?Question Type A Question Type BThe first thing we want to If you were about to developtalk about are inputs. the school schedule, what isWhat are the inputs to the information you wouldthe scheduling process? need to have close by? 44
  45. 45. Ask Great Starting Questions Three parts to a great starting question – Begin with an image building phrase (“think about”, “imagine”, “consider”, “if”) – Extend the image to the answers (at least two phrases) – Ask the direct question (Type A) to get the information you want But you build the question from the - bottom up! 45
  46. 46. Ask Great Starting QuestionsYou want the participants to identify the steps in the hiringprocess. But you build the What is the Type-A question? question from the bottom up!  “What are the steps in the hiring process?”How do you extend the image to the answers? (use synonyms) Think about all the things you had to do to get that person hired, all the actions you had to go through, all the people you had to talk with, the forms and everything.What image-building phrase can you use? “Think about the last time your hired someone.” - 46
  47. 47. Ask Great Starting QuestionsYou want the participants to identify the steps in the hiringprocess.The Type-B Question “Think about the last time your hired someone. Think about all the things you had to do to get that person hired, all the actions - you had to go through, all the people you had to talk with, the forms and everything. What are the steps in the hiring process?” 47
  48. 48. Ask Great Starting Questions – YOUR TURN!You want the participants to identify the PROBLEMS with thehiring process. 1.ImageNow, think of an image building phrase and then… BuildingType your Type B question in the CHAT BOX. PhraseWhat are synonyms for problems? Challenges 2.Expand Image to Barriers Answers Things that went wrongWhat is the Type-A question? - 3.Ask the Type A “What are the problems with the hiring process?” 48
  49. 49. Ask Great Starting Questions – YOUR TURN!You want the participants to identify the PROBLEMS with thehiring process.The Type-B Question “Think about the last time your hired someone. Think about the - problems you had, the things that went wrong, the challenges you had to overcome to get that person hired. What are the problems with the hiring process?” - 49
  50. 50. Ask Great Starting Questions When do you use a Type-B? – At the beginning of every agenda item It takes preparation! – If you don’t prepare, you will most likely use a Type-A Create a list of Type-B questions for the standard sessions you facilitate. - 50
  51. 51. Checkpoint THE FACILITATION CYCLE 4 The Power of the Pen1 2 3 9 Preparing Getting the Focusing Closing for Success Session Started the Group the Session 5 Information Gathering GROUP DYNAMICS 6 7 8 Managing Consensus Keeping the 10 Dysfunction Building Energy High Agenda Setting 51
  52. 52. Principle 6 – Managing DysfunctionConscious Prevention, Early Detection, Clean ResolutionA. Understand Dysfunctional BehaviorB. Separate Symptom from Root CauseC. Focus on PreventionD. Detect Non-Verbal CuesE. Address Dysfunction EffectivelyF. Inform the Group When AppropriateG. Reward Functional BehaviorH. Respond Appropriately When Challenged 52
  53. 53. Dysfunctional Behavior As the degree of the * Physically attacking someone Severity of Disruption dysfunction increases, * Leaving the room in disgust the severity of the disruption caused * Verbal attack directed at a participant by the dysfunction * Negative comments about a participant increases as well * Audible sighs of displeasure * Negative physical reactions * Doing other work in the session * Side Conversations * Folded arms, facing door or windows * Silence, lack of participation * Arriving late, leaving early Degree of Dysfunction 53
  54. 54. Poll #6: Dysfunctions?Which of these dysfunctions is common in your organization? –check as many as apply Arriving late, leaving early Silence, lack of participation One person dominating Side conversations People doing other work, Blackberries 54
  55. 55. Understand Dysfunctional Behavior 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. 55
  56. 56. Separate Symptom from Root Cause Treat dysfunctional behavior as a sign that the participant is asking for help The participant is waving a red flag that is masking the real issue (root cause) Dysfunctional behavior is a symptom Dysfunctional behavior tends to get worse over time - 56
  57. 57. Address Dysfunction EffectivelyThe general formula for addressing dysfunction: APPROACH PRIVATELY EMPATHIZE WITH OR GENERALLY THE SYMPTOM GET AGREEMENT ADDRESS THE ON A SOLUTION ROOT CAUSE 57
  58. 58. Dealing with Dysfunction Late Arriver / Early Leaver  Naysayer* Drop-out*  Whisperer Loudmouth  Workaholic Storyteller  Verbal Attacker Broken Record  Door Slammer  Physical Attacker 58
  59. 59. Dysfunctions – DROP OUT Dysfunction Suggested ActionDrop-out - Remind the group of ground rules.Maintains silence, fails (Everyone speaks)to participate - Employ a round-robin brain-stormingFolds his/her arms, activity to get everyone involved.faces door or window - Occasionally stand next to the person or direct questions at a variety of people, including him/her. - Discuss privately during break to ensure there is not an additional problem. 59
  60. 60. Dysfunctions - NAYSAYER Dysfunction Suggested ActionNaysayer - Say with optimism, or jokingly, "ItDemonstrates appears that we have some concernsnegative physical about this alternative. Lets talkreactions about it. What are the issues?"Voices audible sighs of - Seek buy-in by asking, "How can thisdispleasure be made better?" - At the break, attempt to reach a solution in which the person will openly speak about concerns during the group session. - Be sure to get all the issues out. 60
  61. 61. Checkpoint THE FACILITATION CYCLE 4 The Power of the Pen1 2 3 9 Preparing Getting the Focusing Closing for Success Session Started the Group the Session 5 Information Gathering GROUP DYNAMICS 6 7 8 Managing Consensus Keeping the 10 Dysfunction Building Energy High Agenda Setting 61
  62. 62. Poll #7: True or False?Many, if not most, disagreements would be solved if you couldjust get people to listen to one another.  Answer: TRUE! 62
  63. 63. Principle 7 – Consensus BuildingGenerate a Consensus-Focused ProcessA. Understand Disagreement G. Identify Strengths andB. Start with Consensus WeaknessesC. Decide if Agreement is H. Merge Alternatives Necessary I. Use Ranking TechniquesD. Let Participants Seek J. Converge on a Solution Agreement K. If All Else Fails, Move OnE. Take Control As NecessaryF. Delineate Alternatives 63
  64. 64. Understand Disagreement Level 1: Each has not clearly heard and understood the other’s alternative and/or their reasons for supporting the alternative 64
  65. 65. Understand Disagreement Level 2 – Each has heard and understood the alternative or supporting reasons, but has had different experiences or hold different values that result in a different preference 65
  66. 66. Role Play from The SecretsSherry I’ve been thinking about our vacation for next year, and I’ve got it! There’s a ten-day tour of Italy that takes us to eight cities, including Rome, Venice, Tuscany and Florence. It’s perfect. What do you think?Michael That does sound like a wonderful tour. But I have really been look forward to going to the beach this year.Sherry Oh come on, Michael. Let’s go to Italy. We haven’t been there before. It’ll be fun.Michael Oh Sherry, darling, baby (in my best impression of the -- deep baritone of singer Barry White). Let’s go to the beach. It’ll be quiet and restful. 66
  67. 67. Role Play from The SecretsSherry Now Michael, you’ve been out of town a lot this year, which has left me home to do both my job and take care of the kids solo, so we really should do what I want to do. Let’s do Italy.Michael You are right Sherry. I have been out of town a lot this year and it has worn me out. I really need a break. Let’s go to the beach.Sherry No, we are going to Italy.Michael No, we are going to the beach.Sherry Italy!Michael Beach! Level 2 – Different Values/Experiences ---Sherry Italy! 67
  68. 68. Understand Disagreement Level 3 – Disagreement is based on personality, past history with one another, or other factors that have nothing to do with the alternatives being discussed 68
  69. 69. Level 3 Disagreements A disagreement based on personality or past history can not be resolved within the session – don’t attempt to resolve it Recognition: – Irrational, No commitment to finding a solution Action: – Take it to a higher source! - 69
  70. 70. Level 1: Delineate Alternatives For each alternative, direct specific questions to its supporters Alternative #1 Alternative #2  How much?  How much?  How long?  How long?  Who is involved?  Who is involved?  What is involved?  What is involved? Check to determine if consensus has been reached - 70
  71. 71. Level 2: Strengths and WeaknessesIdentify the Alternative #1 Alternative #2strengths of each Italy Beachalternative Strengths Strengths — Varied locations — Rest — Places we haven’t been — Sleep in same bed — Lots to do — Water sportsThen, identify the Weaknesses Weaknessesweaknesses of each — Hectic schedule — Same location — Repack every day — Nothing different — No water sports — Same activities Check to determine if consensus has been reached - 71
  72. 72. Level 2: Merge Alternatives Identify key Alternative #1 Alternative #2 strengths of each Italy Beach Create a third alternative which Strengths Strengths incorporates the key — Varied locations * — Rest * strengths — Places we haven’t been* — Sleep in same bed* Delineate merged — Lots to do — Water sports alternatives once they are identified After defining - merged alternatives, take a consensus check 72
  73. 73. Checkpoint THE FACILITATION CYCLE 4 The Power of the Pen1 2 3 9 Preparing Getting the Focusing Closing for Success Session Started the Group the Session 5 Information Gathering GROUP DYNAMICS 6 7 8 Managing Consensus Keeping the 10 Dysfunction Building Energy High Agenda Setting 73
  74. 74. Level 1 Energy For most of us, our 3 normal speaking voice has Energy Level 2 just enough energy to keep people awake. 1 Awake 0 Asleep Time Over the course of a meeting, however, our voices tend to trail off and we fall below the line. 75
  75. 75. Level 2 Energy If you raise your energy to 3 level 2, you start out great. Energy Level 2 But you still trail off below the line. 1 Awake 0 Asleep Time 76
  76. 76. Level 3 Energy Start your energy at level-3. When it trails off, 3 you will be at your Energy Level normal speaking 2 voice. 1 Awake 0 Asleep Time Make your first words Level 3! - 77
  77. 77. Level 3 Energy Reset the energy level following every break 3Energy Level 2 1 Awake 0 Asleep Time 78
  78. 78. Checkpoint THE FACILITATION CYCLE 4 The Power of the Pen1 2 3 9 Preparing Getting the Focusing Closing for Success Session Started the Group the Session 5 Information Gathering GROUP DYNAMICS 6 7 8 Managing Consensus Keeping the 10 Dysfunction Building Energy High Agenda Setting 79
  79. 79. Poll #8: True or False?Before a meeting ends, the meeting leader should always oralmost always review what was done, identify open issues, anddefine next steps.  Answer: TRUE! - 80
  80. 80. Principle 9 – Closing the SessionReview, Evaluate, Close, DebriefA. Request Time Extensions if NeededB. Review the Activities PerformedC. Review Session PurposeD. Review Personal ObjectivesE. Review Parking BoardsF. Ask Participants to EvaluateG. Close and Set the StageH. Use Partial Close as NeededI. Debrief with Planning TeamJ. Debrief with SponsorK. Document Session Results 81
  81. 81. Parking Boards (IDA)ISSUES LISTItems relevant to thesession that require adecision but will be DECISIONS LISTdiscussed later oroutside the session Decisions that are made by the participants during the session. ACTIONS LIST Actions to be performed sometime after the completion of the session. 82
  82. 82. Review Parking Boards – ISSUES LIST Clear the Issues List For each issue, ask: – Have we covered it? Issues – Do we need to cover it? xxxxxxxx – Do we need to cover it now?  xxxxxxx -  xxxxxxx  xxxxxxxx  xxxxxxxx 83
  83. 83. Checkpoint THE FACILITATION CYCLE 4 The Power of the Pen1 2 3 9 Preparing Getting the Focusing Closing for Success Session Started the Group the Session 5 Information Gathering GROUP DYNAMICS 6 7 8 Managing Consensus Keeping the 10 Dysfunction Building Energy High Agenda Setting 84
  84. 84. Principle 10 – Agenda SettingAdapt Your Agenda to Address the NeedA. Choose Agenda Based on ObjectivesB. Tailor Agenda to Specific NeedC. Incorporate Consensus-Building PrinciplesD. Construct a New Agenda as NeededE. Confirm Agenda with Project TeamF. Prepare a Detailed AgendaG. Track Performance Against AgendaH. Record Process NotesI. Incorporate Recommendations 85
  85. 85. Agenda Models1. Strategic Plan2. Project Plan3. Project Status4. Issue Resolution5. Basic Improvement Model6. Process Re-engineering7. Information Needs Analysis8. Process Modeling9. Data Modeling10. Procedure Design 86
  86. 86. Construct New Agenda1. Determine the critical question2. Determine the preparation questions3. Determine the logical order of the preparation questions4. Transform the questions into agenda items - Order of Session Critical Preparation Questions/ Objective Question Questions Processes 87
  87. 87. Construct New AgendaSession Purpose: Improve the Hiring Process1. Determine the critical question – What will the new hiring process be and what are the steps for implementing it?2. Determine the preparation questions – What are the steps in the current process? - – What’s good about the current process? – What’s wrong with the current process? – What can we do to improve it? – What will the new process look like? – What are the steps to create the new? 88
  88. 88. Construct New AgendaSession Purpose: Improve the Hiring Process3. Determine the logical order of the preparation questions4. Transform the questions into agenda items  Purpose: Define the changes necessary to increase the efficiency and effectiveness of the hiring process  Agenda: - A. Introduction B. How does it work today? C. What are the problems and root causes? D. What are the potential improvements? E. Prioritize improvements F. Develop an implementation plan G. Review and close 89
  89. 89. DONE! Review Objectives1. Outline a comprehensive methodology for facilitating groups2. Provide over a dozen techniques you can begin using immediately3. Provide next steps for those who would like to learn more - 90
  90. 90. Next Steps – Learn MORE!If you would like to learn more: Public Classes: The Effective Facilitator, The Facilitative Consultant – Atlanta – DC – San Francisco – Boston – Denver – Sydney, AU – Chicago – LA – Toronto, CA – Dallas – New York Private Class: At your company – Most cost-effective for 8 or more Online Classes: Facilitating Virtual Meetings(1.5-day) Book: The Secrets of Facilitation Facilitator Guides: 15 step-by-step facilitation guides for meeting leaders (ex. Strategic Planning, Project Planning, etc.) 91
  91. 91. Questions? etraining@leadstrat.com 800.824.2850Or, submit your questions for open discussion on the Linked-In “Leadership StrategiesFacilitation & Leadership Community” Group Join us on Facebook at www.Facebook.com/Leadstrat 92

×