12 Rules of Engagement for Strategic Meetings and Retreats

1. RULES OF
ENGAGEMENT
1212
for Strategic Meetings
and Retreats
As facilitators, we use “rules
of engagement” to help us
guide the focus, pace, and
group dynamics of strategic
client meetings.
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2. 4
WAYS
Rules of Engagement
Contribute to Success
1. Build shared understanding
2. Optimize the energy flow
3. Support openness
4. Generate powerful results
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3. JUST ONE
SPEAKER AT
A TIME
1
This means no side conversations,
and no interrupting the person
who has the floor.
Listen actively to fully
understand what the speaker
is saying and meaning, from
his or her perspective.
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4. FOCUS ON
DIALOGUE, NOT
DISCUSSION
2
Dialogue is not about analyzing
or winning an argument. It's
about suspending judgement
and listening carefully to
what's being said.
Out of dialogue emerges new
insight and understanding.
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5. SUSPEND
3
Listen to the speaker to ensure
complete understanding of what
they are saying and meaning.
Judgement will come in later,
when it's time to evaluate
everything you've heard.
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JUDGEMENT
UNTIL THE END

6. PLAN
4
Often, conversations can get very
serious and drain our individual
and collective energy.
Humour and short breaks can
release the pressure and
enhance productivity.
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REFRESHING
BREAKS

7. REPLACE
5
Encourage participants who feel
a “but” coming on to let it come
out as an “and.”
This will help bring two
conflicting parts of a comment
into the same space where they
can be openly considered.
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BUT WITH
AND
BUT vs. AND

8. CHANGE
6
Shake things up a bit by
asking participants to take a
different seat or sit beside a
different person after breaks.
This is a great way of keeping the
collective energy flowing in the
room.
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UP CHAIRS
OR LOCATION

9. ENGAGE
7
Participation styles vary.
Some like to get their thoughts
in order before putting them
forward to the group.
All ways of participating need to
be honoured and accommodated.
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FOR FULL
PARTICIPATION

10. ALLOW
8
“Nothing is undiscussible.”
Everything can be put on the
table for review unless it has
been specifically removed by the
executive sponsor.
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EVERYTHING TO
BE DISCUSSED

11. TREAT
9
During the dialogue, no one
should have any more authority
than anyone else.
This allows for the free flow of
ideas and comments with the
intention of building a shared
understanding of the subject
matter.
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EVERYONE AS
AN EQUAL

12. SUCCESS
10
No one should sit back
and just observe.
If decisions are to be owned by
all, each participant must assume
responsibility for the meeting's
success.
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IS EVERYONE'S
RESPONSIBILITY

13. ASSESS
11
Getting all participants fully
committed to the results of the
session might not be possible.
However, everyone should know
where each other stands to avoid
major problems during
implementation.
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COMMITMENT
TO RESULTS

14. REVIEW
12
As topics come up that are not
part of the main dialogue, a note
can be parked, enabling it to be
addressed later in the session.
Review what's in the Parking Lot
to ensure that any issues have
been addressed in the dialogue.
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THE PARKING
LOT ISSUES

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