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!"#$%$&"&$'(
)("*(+,-$.
Introduce the concepts of Facilitative Leadership with an
opportunity to do some self reflection.
...
Facilitative Leadership
Lead • er
a person who has
commanding
authority or influence
Fa • cil • i • tate
to make easier
Fa...
What Facilitative Leaders Do
Coach
Guides others
towards improved
performance, self-
awareness, and full
potential
Team Le...
Quick Inventory
Coach
Guides others towards
improved performance,
self-awareness, and full
potential
Team Leader
Manages t...
Eight Practices
Celebrate
Accomplishment
Team
Leader
Share an
Inspiring Vision
Focus on
Results,
Process, &
Relationship
S...
Share an Inspiring Vision
Create and community an image of the
future and get others engaged in its
pursuit. Keep the miss...
Take 2: Balancing Results,
Process, & Relationships
We got the job
done!
Focus on
Results,
Process, &
Relationship
But thi...
Take 2
Results
Focus on
Results,
Process, &
Relationship
Relationships
Do team members/
colleagues feel supported?
Do team...
Take 2Focus on
Results,
Process, &
Relationship
Scenarios
Analyze
Prepare
Role Play
Freeze/Switch
Discuss
Take 2: Seek Maximum
Appropriate Involvement
Level of
involvement
Seek
Maximum
Appropriate
Involvement
Time and Other Cons...
Approach Advantages/Uses Disadvantages/Misuses Keys to Success
Delegate
decision
with
constraints
•Frees leader up for oth...
Take 2Focus on
Results,
Process, &
Relationship
Scenarios
Analyze
Alternatives?
Role Play
Freeze/Switch
Discuss
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Facilitative Leadership is an approach that promotes a collaborative, strategic, and effective leadership styles. Drawing on the frameworks from the Interaction Associates, this short workshop for VISTAs in the Bonner Network explored some of the attributes of facilitative leadership including balancing results, process, and relationships and levels of decision making.

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Facilitative Leadership

  1. 1. !"#$%$&"&$'( )("*(+,-$. Introduce the concepts of Facilitative Leadership with an opportunity to do some self reflection. Expand your framework for understanding your own and others’ leadership potential, allowing you to reflect on your own strengths and growing edges. Utilize scenarios that you have collectively encountered and give you a chance to Take 2 and develop new strategies & solutions. Ariane Hoy - ahoy@bonner.org
  2. 2. Facilitative Leadership Lead • er a person who has commanding authority or influence Fa • cil • i • tate to make easier Facilitative Leaders empower others to work together to achieve common goals. They make it easier for people to: • Contribute their ideas and expertise • Speak up when they have problems • Work with others • Make and implement decisions • Achieve high-quality results
  3. 3. What Facilitative Leaders Do Coach Guides others towards improved performance, self- awareness, and full potential Team Leader Manages the process by which a team accomplishes its goals and tasks Change Agent Encourages continuous improvement of the organization and systems
  4. 4. Quick Inventory Coach Guides others towards improved performance, self-awareness, and full potential Team Leader Manages the process by which a team accomplishes its goals and tasks Change Agent Encourages continuous improvement of the organization and systems My Qualities My Strengths My Challenges
  5. 5. Eight Practices Celebrate Accomplishment Team Leader Share an Inspiring Vision Focus on Results, Process, & Relationship Seek Maximum Appropriate Involvement Model Actions that Facilitate Collaboration Design Pathways to Action Bring Out the Best in Others Build the Clock Change Agent Coach
  6. 6. Share an Inspiring Vision Create and community an image of the future and get others engaged in its pursuit. Keep the mission out front. Focus on Results, Process, Relationships Build a framework for performance and satisfaction that balances what gets done, the way it happens, and how people treat each other. Seek Maximum Appropriate Involvement Leverage the talent & interests of others around you by including them appropriately in the decision-making process. Work to increase trust and commitment through engagement. Model Actions that Facilitate Collaboration Encourage diversity of opinion and honor individual perspectives. Help team members stay focused on task at hand through modeling. Design Pathways to Action Guid others in planning how to solve problems and realize opportunities. Help people see alternatives when implementing a plan. Provide a roadmap. Bring Out the Best in Others Coach individuals to do their best. Listen as an ally. Support the expression of others’ ideas and aspirations. Seek out the best in oneself. Work to overcome obstacles. Celebrate Accomplishment Seize the moment to celebrate small successes. Acknowledge individuals and teams for their contributions. Provide authentic praise. Build the Clock Build systems, talent, and structures so that the work can continue (perhaps even better) when you are gone. Nurture new leadership. Personal Development Plan Where I’m strongest... Where I need to grow...
  7. 7. Take 2: Balancing Results, Process, & Relationships We got the job done! Focus on Results, Process, & Relationship But things were confusing from the beginning... ...and people didn’t really listen to me.
  8. 8. Take 2 Results Focus on Results, Process, & Relationship Relationships Do team members/ colleagues feel supported? Do team members/ colleagues feel valued? Do I trust others and feel valued? Process Was the process inclusive? Was the process clear/ transparent? Is/was the process appropriate to the task and context? Were the results high-quality? Did it get done on time? Was your organization/those involved satisfied?
  9. 9. Take 2Focus on Results, Process, & Relationship Scenarios Analyze Prepare Role Play Freeze/Switch Discuss
  10. 10. Take 2: Seek Maximum Appropriate Involvement Level of involvement Seek Maximum Appropriate Involvement Time and Other Constraints Decide & announce Gather input from individuals & decide Gather input from team & decide Use Consensus Delegate decision with constraints
  11. 11. Approach Advantages/Uses Disadvantages/Misuses Keys to Success Delegate decision with constraints •Frees leader up for other work. •Minimizes underming of the decision. •Develops leadership capacity •Team may not have the skills, experience, or perspective to make informed decision. •May take more time. •Team may take on extraneous issues (drift). •Explain how people will be involved. •Explain rationale and constraints (i.e., time, costs). •Build in milestones for process and content checks. •Be available for questions. Use Consensus •Educates through active participation. •High level of support for decision. •Implementation can be quicker, due to higher buy-in. •May take more time, demand better facilitation. •Team members may not have collaborative skills to agree. •People may interpret leader’s choice of consensus as weakness. •Explain what consensus means in the given situation and why you chose this mode. •Outline contraints, including time and money/ resources. •Identify a fallback level if consensus cannot be reached. Gather input from team & decide •More creative thinking because of group synergy. •Increased likelihood of well- informed decision. •People feel included and may be more committed to implement. •Takes more time; requires some management of process. •May surface issues or conflicts, at times disruptive. •If resulting decision is in conflict with input, people may sabotage implementation. •Explain how people with be involved in decision making and the rationale of the approach. •Set guidelines for the type of involvement & input. •Set a time limit for the decision and results. Gather input from individuals & decide •More relevant (differentiated) information for decision. •Increased likelihood that decision will be carried out. •Doesn’t require a meeting or involvement of all players. •Some players may feel arbitrarily excluded or may not feel process was as collaborative. •If decision is in conflict with input, players may undermine decision or be less likely to implement well. •Explain how people with be involved in decision making and the rationale of the approach. •Explain what considerations or criteria you will use to make final decision (especially if input is not all considered equal). •Be clear about type of input/info you need. Decide & announce •Decision can be made quickly and deal with situations requiring urgency or action. •Leader is in immediate control. •Implementation can begin quickly. •May not be or may be perceived as ill- informed, lack of process, or unfair. •Those assigned to carry out may balk at implementation. •Those affected may harbor resentment. •Explain the context for the decision (i.e., constraints, factors) and announce the decision itself. •Explain why you chose this approach. Levels of Decision Making
  12. 12. Take 2Focus on Results, Process, & Relationship Scenarios Analyze Alternatives? Role Play Freeze/Switch Discuss
  • lmccoy

    Aug. 5, 2019
  • JaalDis

    Apr. 22, 2018
  • NancyWan1

    Jan. 14, 2016
  • robertrakowitz

    Dec. 21, 2015

Facilitative Leadership is an approach that promotes a collaborative, strategic, and effective leadership styles. Drawing on the frameworks from the Interaction Associates, this short workshop for VISTAs in the Bonner Network explored some of the attributes of facilitative leadership including balancing results, process, and relationships and levels of decision making.

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