FACILITATION SKILLS

1. 21ST CENTURY
LEADERSHIP
Rappy R. Pejo

2. TRAINING AGREEMENTS
Be open
Show respect
Listen to each other
One person speaks at a time
Silence Cell Phones
Participate
Share experiences
Keep discussion confidential
Give feedback in writing

3. What is a
leader?

4. A leader is one
who is
followed by
others
willingly.

5. Facilitative
Leadership

8. What is leadership?
• All leadership has a spiritual
context.
• By their IDEAS and DEEDS, leaders
show the way and influence the
behavior of others.

9. What is leadership?
• Leadership is not magnetic personality. It’s
NOT “making friends and influencing
people-that is flattery”
• Leadership is lifting a person’s vision to a
higher standard, the building of personality
beyond normal limitations.

10. What is leadership?
Leadership is getting people do what
you want them to do because….
THEY WANT TO.

11. Why are leaders
important?

12. People want
leaders.

13. • Leaders are responsible for the
effectiveness of organizations.
• Leaders provide anchors in our
lives.
• Leaders define cultural and
institutional integrity.

14. 3 Types of Leaders
Teacher
Hero
Ruler

15. 3 Types of Leaders
1. Teachers:
-willing to break the rules
while following their value
code.

16. 3 Types of Leaders
2. Heroes
-devoted to great causes and
noble works.

17. 3 Types of Leaders
3. Rulers
-motivated to use power to
dominate others.

18. Leadership Styles:
Different
approaches for
different situations

37. “If your actions inspire others to
dream more, learn more, do more
and become more, then you are a
leader.”
John Quincy Adams, 6th U.S.
President

39. LEADERS:
BORN OR MADE?

40. When do leaders learn to lead?
Experience
Example
Education

41. Can leadership be taught?
Definitely yes!

42. When do leaders learn to lead?
• Learn new responsibilities
and risks
• Learn to build consensus and
trust among groups
Everyone can:

43. When do leaders learn to lead?
• Learn to develop vision for
the future
• Learn to better communicate
that vision
Everyone can:

44. Not reaching your GOAL
is NOT A TRAGEDY
-Benjamin Mays

45. What is
TRAGEDY?
NOT HAVING A GOAL

46. Vital Requirements of Leaders
• Define the mission
• Articulate the mission
• Empower followers
• Empower the enemy
• Keep the hope alive

47. Enemies of Leadership
• Not willing to risk
• Succumbing to fear of failure
• Believing that one person cannot
make a difference

48. 3 Basic Needs in Leadership
• AUTONOMY- choice made by YOU, not
by others
• COMPETENCE- you know what you are
doing, and getting better at it.
• RELATEDNESS- activities connects you
in someway to other people

49. Leadership and
Emotional
Intelligence

50. What is Emotional Intelligence?
The ability to monitor one’s own emotions
and emotions of others to discriminate
among them and use them to GUIDE one’s
thinking and actions.

51. Domains of
Emotional Intelligence
1. Self-Management
-ability to control one’s impulses and be able
to suspend judgement
-thinking before acting

52. Domains of
Emotional Intelligence
1. Transparency
-ability to be honest and open to the group
- Sharing the good and the bad
- Welcoming feedback from team members

53. Think Before You
Act
Dot Puzzle

54. Connect all the dots by drawing a line (unbroken) with a
maximum of 4 strokes

55. CLUE:
Think outside the
box

56. Solution 1

57. Solution 2

58. Facilitative
Leadership

59. Gather your team in a circle, and have them sit
down. Each team member should then put on a
provided blindfold. Taking a long rope with its
ends tied together, place the rope in each person’s
hands so that they all have a hold of it. Leave the
circle. Instruct them to form a perfect square out
of the rope without removing their blindfolds.
Once the team believes they have formed a square,
they can remove the blindfolds and see what
they’ve accomplished.

60. Purpose:
This exercise deals with both communication and
leadership styles. There will inevitably be team
who want to take charge, and others who want to be
direction. The team will have to work together to create
the square, and find a way to communicate without
able to see. By introducing the “muting” feature, you
inject the question of trust. Since instructions can’t be
vocally verified, the team member calling out
has to trust those who cannot talk to do as they are

61. What is A Leader?
“Leadership at its core, is a very simple process of thinking well or
thinking clearly about the situation facing them”
»Sean Ruth

62. LEADERSHIP STYLE
Your style describes HOW
you lead.
There are many different
leadership styles.
No one style is correct for all
situations.
A Leadership Style refers to a leader’s way of providing
direction, implementing plans, and motivating people.

63. Know how to use the correct
leadership style for a given situation.
Help individuals recognize and
maximize their full potential as team
members.
Energize and engage people by
helping them create a meaningful
sense of purpose and direction in
their work.

64. What is
Facilitative
Leadership?

65. Definitions:
LEADER: A person
who has commanding
influence (power).
FACILITATE: To
make easy or
possible.

66. A Facilitative Leader:
Facilitative Leaders: Empower others to work
together and achieve common goals through
relationships, processes and outcomes. They
make it easier for people to:
•Think, understand, & communicate their
thoughts
• Work with others and focus on group goals and
outcomes

67. A Facilitative
Leader:
•Speak up when there are challenges
•Make and carry out decisions
•Allow members to develop their own
leadership potential
•Achieve high quality results through the
group’s abilities

68. Leadership Is About Having A Vision

69. Leadership Is About Inspiring Trust

70. Leadership Is About Seeing Possibilities

71. Perspective Rectangles Exercise
How many rectangles do you see?

72. Leadership Is About Seeking New
Strategies

73. Leadership Is About Quality
Communication

74. Key Assumptions
Group Awareness
Facilitative
Leadership

75. Facilitative Leaders Focus On:
SETTING
DIRECTION
INSPIRING
COMMITMENT
BUILDING CAPACITY
(SKILLS &
KNOWLEDGE)

76. Facilitative Leaders Practices:
Set
Direction
Share an Inspiring
Vision
Balance Results, Process and
Relationships

77. Facilitative Leaders Practices:
Inspire Commitment
Practice Appropriate Maximum
Involvement
Create Pathways to Action
Facilitate Agreement

78. Facilitative Leaders Practices:
Build Capacity
Coach Others for
Success
Celebrate Accomplishment

79. IMPROVE LISTENING SKILLS
1) Choose to listen
2) Be an effective listener
3) Don’t interrupt unless necessary
4) Listening requires focus. You are paying
attention to the story, how it is told, use of
language and voice, body language
5) Don’t impose your solutions, you can ask if
they are interested.

80. **Listening for….**
Facts - A true statement that can be proven
with evidence. It can be verified.
Feelings – Listen for the emotions you hear
Values – What core principles or underlying
personal driving forces do you hear behind the
feelings
Adapted from University of Minnesota Extension. NELD North Central 2014 Chicago Workbook. Created by Jody
Horntvedt and Toby Spanier

81. Encouraging Dialogue vs.
Controlling the Conversation
Encourages CONFLICT Encourages RESOLUTION
CONTROL DIALOGUE

82. Supporting DIALOGUE
• Ask open ended questions that encourage broad thinking and
participation
• Use close-ended questions for details
• Listen actively
• Don’t evaluate
• Be comfortable with silence
• Be observant of body language
• Seek to understand, identify information to resolve conflict
• Offer genuine support

83. PRACTICE EMPATHY
•Recognize emotions in others
•Have Fundamental “people skills”
•Have awareness of others’ needs/wants
•Consider others’ feelings as factors in
decision making
•Attempt to put yourself in someone else’s
shoes to feel & understand the person’s
perspective

84. PRACTICE ACCEPTANCE
ACCEPTANCE IS SIMPLY NON-JUDGMENTAL
UNDERSTANDING
…NOT AGREEMENT, sanction, compliance,
sympathy, encouraging, and the like
…is simply seeing something the way it is and
saying, “That’s the way it is.”

85. How do you measure
as a Facilitative
Leader?

86. Your Development Plan
Share an Inspiring Vision:
Create and communicate an image of the future and
get others engaged in its pursuit. Keep the mission
out front.
Focus on Results, Process, Relationships: Build a
structure for performance and satisfaction that
balances what gets done, the way it happens, and how
people treat each other. The structure should support
continued work when you are gone.
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 Aid Collaboration: Encourage
diversity of opinion and honor individual perspectives.
Help team members stay focused on the task at hand
through modeling.
Design Pathways to Action: Guide others in
planning how to solve problems and realize
opportunities. Help people see alternatives when
executing a plan.
Bring out the Best in Others:
Coach individuals to do their best. Listen as an ally.
Support the expression of others’ ideas. Work to
overcome obstacles.
Celebrate Accomplishment: Seize the moment to authentically celebrate small successes. Acknowledge
individuals and teams for their contributions.

87. A Leadership Story:
A group of workers and their leaders
are set a task of clearing a road
through a dense jungle on a remote
island to get to the coast where an
estuary provides a perfect site for a
port.

88. The leaders organise the labour into
efficient units and monitor the
distribution and use of capital
assets – progress is excellent.

89. The leaders continue to monitor and
evaluate progress, making
adjustments along the way to
ensure the progress is maintained
and efficiency increased wherever
possible.

90. Then, one day amidst all the
hustle and bustle and activity,
one person climbs up a nearby
tree. The person surveys the
scene from the top of the tree.

91. And shouts down to the
assembled group below…
•“Wrong Way!”
Story adapted from Stephen Covey (2004) “The
Seven Habits of Highly Effective People” Simon
& Schuster).

92. Morale:
“Management is doing
things right, leadership
is doing the right
things”
(Warren Bennis and Peter Drucker)