Thought Leader Webinar Series - Wilkinson - Smith presentation 05-01-14

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Today, leaders like you must manage groups from afar in a growing digital world. How do you maintain your presence from behind a screen or speaker? Are you fully engaging your teams when you're not in …

Today, leaders like you must manage groups from afar in a growing digital world. How do you maintain your presence from behind a screen or speaker? Are you fully engaging your teams when you're not in the same room? Your remote team members feel isolated -- limited without the process or tools to build consensus, overcome dysfunctional situations, and make critical decisions. Leaders excel when they adapt to the virtual world and empower their teams with facilitation skills to help them navigate through these challenges. In this one-hour webinar presented by two Certified Master Facilitators, learn how to facilitate virtually.

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  • 1. Virtual Facilitation: Leading Distant Teams Through a Facilitative Approach Presented by Leadership Strategies, Inc. Adapted from our training, Facilitating Virtual Meetings: Comprehensive © 2014 LEADERSHIP STRATEGIES, INC. www.leadstrat.com
  • 2. Richard Smith Principal Facilitator Certified Master Facilitator I. Getting Started Facilitator Michael Wilkinson Founder and CEO Certified Master Facilitator Facilitator 2 COPYRIGHT 2014, LEADERSHIP STRATEGIES, INC.
  • 3. Who is Leadership Strategies?  The leading provider of facilitators and facilitation training in the U.S.  Over 500 facilitators in our network (FindaFacilitator.com)  The most Certified Master Facilitators  Public classes in over 12 major cities in the United States  Over 19,000 trained in facilitation skills through The Effective Facilitator  Conducting webinars and virtual training on a multitude of platforms since 2007 (e.g., Adobe, Citrix, Cisco and Microsoft) 3 COPYRIGHT 2014, LEADERSHIP STRATEGIES, INC. -
  • 4. Session Objectives 1. Outline a comprehensive methodology for facilitating your teams virtually. 2. Provide techniques you can begin using immediately. 3. Provide next steps for those who would like to learn more. 4 COPYRIGHT 2014, LEADERSHIP STRATEGIES, INC. -
  • 5. Survey  Complete the short survey at the end of the session and receive: – A free white paper, “The Rise of Virtual Meetings: Driving Engagement in a Virtual World” 5 COPYRIGHT 2014, LEADERSHIP STRATEGIES, INC.
  • 6. The Meetings Framework 6 COPYRIGHT 2014, LEADERSHIP STRATEGIES, INC. What If? Rights Vision Meetings Blueprint Master Plan Prepare for the Meeting Start the Meeting Run the Meeting Close and Follow-up
  • 7. The Virtual Meetings Framework 7 COPYRIGHT 2014, LEADERSHIP STRATEGIES, INC. What If? Vision Meetings Blueprint Prepare for the Meeting Start the Meeting Run the Meeting Close and Follow-up Virtual Platform -
  • 8. Webinar Agenda I. Getting Started II. Preparing for the Virtual Session III. Starting the Virtual Session IV. Running the Virtual Session V. What if Dysfunction? VI. Review: Virtual Facilitation Tools and Techniques VII. Next Steps VIII. Questions & Answers 8 COPYRIGHT 2014, LEADERSHIP STRATEGIES, INC. -
  • 9. Handling Questions  If you have questions: – Call 800.824.2850 – Contact us online at www.leadstrat.com – Email info@leadstrat.com – Connect on LinkedIn – The Leadership Strategies Facilitation & Leadership Community 9 COPYRIGHT 2014, LEADERSHIP STRATEGIES, INC.
  • 10. Poll: How Many Virtual Meetings/Sessions Have You Led or Attended? How many virtual meetings/sessions have you led or attended in the last 3 months? a. More than 20 b. Between 10 and 19 c. Between 5 and 9 d. Between 1 to 4 e. None - 10 COPYRIGHT 2014, LEADERSHIP STRATEGIES, INC.
  • 11. Why are Virtual Teams and Meetings So Different?  Getting them to see what they can only hear.  Keeping them engaged … when they know you can’t see them. …X-Virtual Meetings  1 person is remote and everyone else is present  Everyone is remote, no one is local  Everyone is present except you, the meeting leader COPYRIGHT 2014, LEADERSHIP STRATEGIES, INC.11 -
  • 12. COPYRIGHT 2014, LEADERSHIP STRATEGIES, INC.12 Facilitating a UK Monitoring Session Video Cams at each table Full RoomFacilitator
  • 13. Webinar Agenda I. Getting Started II. Preparing for the Virtual Session III. Starting the Virtual Session IV. Running the Virtual Session V. What if Dysfunction? VI. Review: Virtual Facilitation Tools and Techniques VII. Next Steps VIII. Questions & Answers 13 COPYRIGHT 2014, LEADERSHIP STRATEGIES, INC.
  • 14. Poll: True or False? In a virtual session, the most important things to KNOW in order to be fully prepared are the participants, the process, and the (desired) products.  Answer: FALSE!  Why: The MOST IMPORTANT thing to know in preparing for a meeting is the meeting purpose.  Psst! We will uncover the 6 Ps of Preparation! 14 COPYRIGHT 2014, LEADERSHIP STRATEGIES, INC.
  • 15. II. Preparing for the Virtual Team Session  The 6 Ps of Preparation: 1. Purpose – Why are we having this session? 2. Product – What do we need to have when we are done? – Hands, Head, Heart 3. Participants – Who will be attending? What are their attitudes? 4. Probable Issues – What issues will be addressed? 5. Process – What steps will get us there? 6. Place – How do you effectively utilize your virtual meeting environment/platform? 15 COPYRIGHT 2014, LEADERSHIP STRATEGIES, INC. -
  • 16. Sample Agenda / Detailed Agenda A. Getting started B. How does it work today? C. Strengths / areas for improvement D. Potential improvements E. Priorities F. Implementation plan G. Close COPYRIGHT 2014, LEADERSHIP STRATEGIES, INC.16 A. Getting Started Process List the key topics participants want to discuss; group the topics into categories. Virtual Details  Have participants record their key topics on the whiteboard.  Move items on whiteboard into groups. Timing 10 minutes (2 + (12 issues x 0.5) + 2) -
  • 17. Special Virtual Ground Rule Examples  Announce yourself when joining the meeting and inform the group if you are leaving the meeting early.  Always identify yourself before speaking.  Avoid using the “hold” button, especially when music or other sounds result.  Order of speakers will be consistent.  Stay 100 percent focused during the meeting; avoid doing other work, answering e-mails, etc.  Remember the remote. 17 COPYRIGHT 2014, LEADERSHIP STRATEGIES, INC. -
  • 18. The Virtual Meeting Environment  Setting up the virtual meeting room  The virtual meeting invitation  Software prep for participants and typical challenges  Software prep for the facilitator  The moderator  Other considerations/differences – Use and timing of slides 18 COPYRIGHT 2014, LEADERSHIP STRATEGIES, INC. -
  • 19. Do You Need a Moderator?  Support all technical issues.  Assist with chat rooms, polling questions, documentation, maintaining the Parking Boards.  Other considerations – Monitoring activity – A second voice for variety COPYRIGHT 2014, LEADERSHIP STRATEGIES, INC.19
  • 20. The Roll Call List  During the virtual meeting, you will frequently invite each person to speak on a topic. It is helpful to use the same order each time. Accordingly, prepare a list of participants and locations. COPYRIGHT 2014, LEADERSHIP STRATEGIES, INC.20 Andrea, Atlanta Bill, Boston Cleve, Chicago Ken, Dallas Trina, Denver Vanessa, San Diego Kathy, Atlanta (project manager)
  • 21.  Decide the meeting’s purpose.*  Define the meeting’s products.*  Confirm that the meeting is necessary.*  Select the participants.*  Identify probable issues.*  Develop the process (agenda).*  Choose the virtual platform.*  Determine key methods and timings. COPYRIGHT 2014, LEADERSHIP STRATEGIES, INC.21 Checklist for Preparing  Determine meeting rooms, date, and time.*  Develop and distribute the meeting notice.*  Hold preliminary discussions beforehand, as needed.  Prepare the virtual meeting room.*  Articulate your ground rules.  Prepare a roll of participants.  Prepare your opening words. * = Recommended for all meetings
  • 22. Webinar Agenda I. Getting Started II. Preparing for the Virtual Session III. Starting the Virtual Session IV. Running the Virtual Session V. What if Dysfunction? VI. Review: Virtual Facilitation Tools and Techniques VII. Next Steps VIII. Questions & Answers 22 COPYRIGHT 2014, LEADERSHIP STRATEGIES, INC.
  • 23. Poll: True or False? After introductions if necessary, meetings should generally start with a review of the agenda. -  Answer: FALSE!  Why: Start with purpose. (Remember the first “P” of the 6 Ps of Preparation!) 23 COPYRIGHT 2014, LEADERSHIP STRATEGIES, INC. -
  • 24. III. Starting the Virtual Session Set the Stage With Your Opening  Every time you bring your virtual team together, you must do four things…right from the very beginning. COPYRIGHT 2014, LEADERSHIP STRATEGIES, INC.24 -
  • 25. III. Starting the Virtual Session 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…” 25 COPYRIGHT 2014, LEADERSHIP STRATEGIES, INC. -
  • 26.  Through your opening words, you must … – Excite participants about benefits. – What is the overall result to be achieved? WII-FM? III. Starting the Virtual Session Set the Stage With Your Opening 26 COPYRIGHT 2014, LEADERSHIP STRATEGIES, INC. -
  • 27.  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? III. Starting the Virtual Session Set the Stage With Your Opening 27 COPYRIGHT 2014, LEADERSHIP STRATEGIES, INC. -
  • 28.  Through your opening words, you must… – Involve participants through personal objectives and participation. – “What are the key topics you want to make sure are covered in this session?” III. Starting the Virtual Session Set the Stage With Your Opening 28 COPYRIGHT 2014, LEADERSHIP STRATEGIES, INC. -
  • 29. Challenges to Involving in the Virtual Environment  What if most are virtual with video tool?  What if most are virtual with audio only (teleconference)?  What if there is a blend of virtual/in-person environments? COPYRIGHT 2014, LEADERSHIP STRATEGIES, INC.29 -
  • 30. Webinar Agenda I. Getting Started II. Preparing for the Virtual Session III. Starting the Virtual Session IV. Running the Virtual Session V. What if Dysfunction? VI. Review: Virtual Facilitation Tools and Techniques VII. Next Steps VIII. Questions & Answers 30 COPYRIGHT 2014, LEADERSHIP STRATEGIES, INC.
  • 31. IV. Running the Virtual Session  Engagement Techniques for the Virtual Environment.  Why  What?  Slideboards  Whiteboards  Polling questions  Sharing the desktop  Round robins/mini round robins  Sharing materials (before, during and after the session)  Chat box 31 COPYRIGHT 2014, LEADERSHIP STRATEGIES, INC. -
  • 32. Whiteboard COPYRIGHT 2014, LEADERSHIP STRATEGIES, INC.32
  • 33. Whiteboard  (consider having NetSpeed create an Whiteboard sample screen shot for us using Adobe) --- optional if you elect COPYRIGHT 2014, LEADERSHIP STRATEGIES, INC.33
  • 34. Round Robin / Mini-Round Robin  Using the role call list, round robins and mini round robins are an effective way to engage the participants during a virtual meeting. COPYRIGHT 2014, LEADERSHIP STRATEGIES, INC.34 Andrea, Atlanta Bill, Boston Cleve, Chicago Ken, Dallas Trina, Denver Vanessa, San Diego Kathy, Atlanta (project manager)
  • 35. Chat box  (consider having NetSpeed create an Adobe chat box screen shot for us) COPYRIGHT 2014, LEADERSHIP STRATEGIES, INC.35
  • 36. Chat box COPYRIGHT 2014, LEADERSHIP STRATEGIES, INC.36
  • 37. Poll: True or False? When recording information on a whiteboard or slideboard, it is okay to paraphrase as long as you ask people for permission. -  Answer: FALSE!  Why: When you write (type) your words, you disempower the group and reduce ownership. 37 COPYRIGHT 2014, LEADERSHIP STRATEGIES, INC.
  • 38.  Record what is said without regard to value or completeness – If what is said is incomplete… record it! – If what is said can be improved upon… – If what is said is not what you were looking for… – If what is said is wrong… Still Record It! Write First, Discuss Second – Even When You’re in Separate Rooms!  By recording what is said, you are saying, “Thank you for making a contribution”  You can use questioning techniques to make sure that the comment is refined or deleted later - 38 COPYRIGHT 2014, LEADERSHIP STRATEGIES, INC. -
  • 39. Poll: True or False? When formulating questions to get lots of ideas, the most important attribute of the question is that it is open-ended. -  Answer: FALSE!  Why: The key is to formulate a question that helps the participants visualize the answers! 39 COPYRIGHT 2014, LEADERSHIP STRATEGIES, INC. -
  • 40. The Starting Question Question Type A The first thing we want to talk about are inputs. What are the inputs to the scheduling process? Question Type B Let’s start with… If you were about to develop the school schedule, what is the information you would need to have close by? You are interviewing a group of school registrars to talk with them about the scheduling process. Which is the better starting question? Why? 40 COPYRIGHT 2014, LEADERSHIP STRATEGIES, INC.
  • 41. Ask Great Starting Questions Four parts to Great Starting Question in Virtual Sessions - 1. Notify who will start responding (Why is this so important in the virtual setting?) 2. Begin with an image-building phrase (“think about,” “imagine,” “consider,” “if”) 3. Extend the image to the answers (at least two phrases) 4. Ask the direct question (Type A) to get the information you want 41 COPYRIGHT 2014, LEADERSHIP STRATEGIES, INC. -
  • 42. Ask Great Starting Questions Scenario: You want the participants to identify the steps in the hiring process. - What is the Type A question?  “What are the steps in the hiring process?” What image-building phrase can you use?  “Think about the last time you hired someone.” How do you extend the image to the answers?  “Think about all the things you had to do to get that person hired, all the steps you had to go through, all the people you had to talk with, the forms and everything…” 42 COPYRIGHT 2014, LEADERSHIP STRATEGIES, INC. -
  • 43. Ask Great Starting Questions Scenario: You want the participants to identify the steps in the hiring process. The Type B Question  “We will start this with… Think about the last time you hired someone. Think about all the things you had to do to get that person hired, all the steps 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?” - 43 COPYRIGHT 2014, LEADERSHIP STRATEGIES, INC. -
  • 44. 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. - 44 COPYRIGHT 2014, LEADERSHIP STRATEGIES, INC. -
  • 45. Webinar Agenda I. Getting Started II. Preparing for the Virtual Session III. Starting the Virtual Session IV. Running the Virtual Session V. What if Dysfunction? VI. Review: Virtual Facilitation Tools and Techniques VII. Next Steps VIII. Questions & Answers 45 COPYRIGHT 2014, LEADERSHIP STRATEGIES, INC.
  • 46. Dysfunctional Behavior 46 * Arriving late, leaving early * Silence, lack of participation * Side conversations * Doing other work in the session * Negative physical reactions (video) * Audible sighs of displeasure * Negative comments about a participant * Verbal attack directed at a participant * Exiting the “room” in disgust or unannounced Degree of Dysfunction SeverityofDisruption As the degree of the dysfunction increases, the severity of the disruption caused by the dysfunction increases as well. COPYRIGHT 2014, LEADERSHIP STRATEGIES, INC.
  • 47. What Dysfunctions Are in Your Virtual Settings? What are the types of dysfunctions common in your virtual settings? Please type your answer in the Chat Panel. 47 COPYRIGHT 2014, LEADERSHIP STRATEGIES, INC.
  • 48. Understanding Dysfunctional Behavior Dysfunctional behavior is any activity by a participant that is consciously or unconsciously a substitution for expressing displeasure with the session content, the facilitation process, or an outside factor. 48 COPYRIGHT 2014, LEADERSHIP STRATEGIES, INC.
  • 49. 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 49 COPYRIGHT 2014, LEADERSHIP STRATEGIES, INC. -
  • 50. Address Dysfunction Effectively APPROACH PRIVATELY OR GENERALLY EMPATHIZE WITH THE SYMPTOM* ADDRESS THE ROOT CAUSE GET AGREEMENT ON A SOLUTION The general formula for addressing dysfunction: 50 COPYRIGHT 2014, LEADERSHIP STRATEGIES, INC.
  • 51.  Late Arriver / Early Leaver  Drop-out*  Loudmouth  Storyteller  Broken Record  Naysayer* Dysfunctions  Chatter*  Workaholic  Verbal Attacker  Door Slammer  Physical Attacker 51 COPYRIGHT 2014, LEADERSHIP STRATEGIES, INC.
  • 52. Dysfunctions Dysfunction Suggested Action Drop-out Maintains silence, fails to participate - Remind the group of ground rules. (Everyone speaks.) - Employ a round-robin brainstorming activity to get everyone involved. - Do a mini round-robin. - Discuss privately during break to ensure there is not an additional problem. 52 COPYRIGHT 2014, LEADERSHIP STRATEGIES, INC.
  • 53. Dysfunctions Dysfunction Suggested Action Naysayer Demonstrates negative physical reactions, voices audible sighs of displeasure - Say with optimism, or jokingly, "It appears that we have some concerns about this alternative. Let's talk about it. What are the issues?" - Seek buy-in by asking, "How can this 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. 53 COPYRIGHT 2014, LEADERSHIP STRATEGIES, INC.
  • 54. Dysfunctions Dysfunction Suggested Action Chatter Holds side conversations - Remind the group of ground rules. (Respect the speaker.) - Discuss privately during break to ensure there is not an additional problem. 54 COPYRIGHT 2014, LEADERSHIP STRATEGIES, INC. Some forms of the Chatter may not be dysfunctional in the virtual world!!! -
  • 55. Webinar Agenda I. Getting Started II. Preparing for the Virtual Session III. Starting the Virtual Session IV. Running the Virtual Session V. What if Dysfunction? VI. Review: Virtual Facilitation Tools and Techniques VII. Next Steps VIII. Questions & Answers 55 COPYRIGHT 2014, LEADERSHIP STRATEGIES, INC.
  • 56. Review: Virtual Facilitation Tools and Techniques  The Platform  Polling Questions  Ground Rules for Virtual Sessions  Roll Call List  Whiteboards  Round Robins  Mini Round Robins  Chat  Webcam Copyright 2014, Leadership Strategies, Inc. 56  Other Potential Features – Breakout Rooms – e-Biz cards – Raising hands – VoIP and Telephony – Synchronous and Asynchronous Sessions
  • 57. DONE! Review Objectives 1. Outline a comprehensive methodology for facilitating groups virtually. 2. Provide techniques you can begin using immediately. 3. Provide next steps for those who would like to learn more. - 57 COPYRIGHT 2014, LEADERSHIP STRATEGIES, INC.
  • 58. Webinar Agenda I. Getting Started II. Preparing for the Virtual Session III. Starting the Virtual Session IV. Running the Virtual Session V. What if Dysfunction? VI. Review: Virtual Facilitation Tools and Techniques VII. Next Steps VIII. Questions & Answers 58 COPYRIGHT 2014, LEADERSHIP STRATEGIES, INC.
  • 59. Next Steps – Learn MORE! How to learn more…  Training: – Facilitating Virtual Meetings: Comprehensive – The Effective Facilitator – Get yourself AND your staff trained in virtual facilitation skills!  Book: – CLICK: The Virtual Meetings Book  Facilitator Guides: 15 step-by-step facilitation guides for meeting leaders (ex: strategic planning, project planning, etc.) 59 COPYRIGHT 2014, LEADERSHIP STRATEGIES, INC.
  • 60. COPYRIGHT 2014, LEADERSHIP STRATEGIES, INC.60 Would you like us to follow up with you? Next Steps – Learn MORE!
  • 61. Questions? etraining@leadstrat.com 800.824.2850 Or, submit your questions for open discussion on the Linked-In “Leadership Strategies Facilitation & Leadership Community” Group Join us on Facebook at www.Facebook.com/Leadstrat and Twitter @Leadstrat 61 COPYRIGHT 2014, LEADERSHIP STRATEGIES, INC. www.leadstrat.com