The document outlines tools and techniques for effective facilitation. It discusses the objectives of facilitation which include guiding participants through a structured process to arrive at an agreed upon result. The document then covers key areas such as developing an agenda, defining facilitation, building participant relationships, using a 4-step process of planning, designing and facilitating events, and providing techniques for participant engagement.

1. +
Facilitation

2. + Objective
To provide you with tools,
techniques and approaches to
running successful facilitation
sessions
2

3. + Today’s agenda
3
• Taking care of your key stakeholders
• The 4 Step process
• Tools and techniques for engagement
• Dealing with dysfunction
• The power of words
• Facilitator’s’ nightmares
• My Top Tips
• What is facilitation?
• The facilitator’s skills

4. +A definition of Facilitation 4

5. + Facilitation – a definition
A facilitated session is a highly structured
meeting in which the facilitator guides the
participants through a series of pre-defined steps
to arrive at a result that is created, understood
and accepted by all participants
5

6. + Facilitation – a definition
6
A facilitated session is a highly structured
meeting in which the facilitator guides the
participants through a series of pre-defined steps
to arrive at a result that is created, understood
and accepted by all participants

7. + Facilitation – a definition
7
A facilitated session is a highly structured
meeting in which the facilitator guides the
participants through a series of pre-defined steps
to arrive at a result that is created, understood
and accepted by all participants

8. + The purpose of the facilitator
8
• Help people move through a process together to
achieve goals
• Draw out opinions and ideas – not give them
• Responsible for the process design and the
management of the event – delegates own the
content
• Is neutral and never (obviously) takes sides

9. + But most of all…......
9
• Ensure your delegates have fun

10. +What are the 2/3 areas of facilitation that
challenge you the most?
10

11. +
The skills of the
facilitator

12. + The skills of the facilitator
12
• Own the room!
• Listening and observing
• Challenging
• Questioning for clarity
• Planning
• Always thinking ahead
• Flexibility and a calm demeanour
• Relationship building

13. +
The Relationship Triangle
13

14. +
The Relationship Triangle
14
Results

15. +
The Relationship Triangle
15
Results
Action

16. +
The Relationship Triangle
16
Results
Relationships / Shared understanding
Action

17. +
The Relationship Triangle
17
Results
Possibilities
Relationships / Shared understanding
Action

18. +
The Relationship Triangle
18
Results
Possibilities
Opportunities
Relationships / Shared understanding
Action

19. +
19
What techniques could you adopt for building
a strong relationship with your audience?

20. +
20
Mingle
Eye
contact
Praise
inputs
Be
normal!
What techniques could you adopt for building
a strong relationship with your audience?
A strong
startMatch
culture
Dress
right

21. + Summary
21
• You are there to get a result working with what is
often a bunch of strangers
• Your aim is a well planned event delivered with
assertiveness that delivers the required result
• You hold the process and the delegates hold the
content
• Do whatever it takes to build a relationship with
your delegates
• You are the servant not the hero

22. +
Taking care of your key
stakeholders

23. + Taking care of your client’s needs
• To meet the event objectives
• The delegates to see you as a credible choice of
facilitator
• See the delegates fully engaged and motivated
• To look good (and feel safe) on the day
• You to be brilliant
• Feel like it is money or time well spent
• See action plans (or a plan for action) at the end of the
event
• To know how much it will cost and what is included
23

24. + Taking care of your delegates’ needs
• Know what it’s about in advance
• It must be relevant to them
• Enjoy the day and have fun
• Learn and achieve something
• Feel safe, confident and be respected
• Variety and something new
• A chance to be heard
• Regular breaks
24

25. + Taking care of yourself
• Don’t be tired
• Don’t drink alcohol
25

26. +
The 4 step process

27. + The 4 step process
1. The client meeting
2. The design
3. Before the event
4. At the event
27

28. + Step1 - The client meeting
• Are there clear objectives and purpose and are they
realistic?
• Is facilitation the answer?
• Pin the brief down
28

29. + Step1 - When facilitation is the best approach
I haven’t
recognized a
need for change
I’ve heard that
change is
needed
I understand
why change is
necessary
I think this
change is the
right thing to do
I want to
contribute to
the change
I will personally
ensure this is
implemented
AlignedUnderstandAwareUnaware ResponsibleMobilized
Communication Facilitation
• Raise awareness
• Promote understanding
• Align people’s views
• Mobilise them to act
• Build a constructive
coalition for change
29

30. + Step 1 - Most facilitated group events tend
to fall into one of five common types
Problem/issue
resolution
Strategic
planning
Opportunity or
change initiative Conference
Inter- or intra-
team building
30

31. + Step1 - The client meeting
• Who will be there and what are their roles/relationships?
• What has happened before?
• Any known issues – anything you should watch for?
• Communication to date?
• Communication required (pre-reading?)
• Dates/Timings?
• Should/could you meet any of the delegates in advance?
• Try to get a feel for the culture of the organization
• Stress your confidentiality
• Look for opportunities to support the client
31

32. + Step1 - The client meeting
Who is the organization’s logistics person?
• Room layout – Lunches – Teas – Equipment (Who
is supplying what?)
• Establish a good relationship and get their
mobile number
• Get contact name and number at venue
32

33. + Step 2 – The design (High level principles)
• Spend up to two days preparation
for every one day facilitation
• Write up every process step in
detail
• Design slack in to allow for
overruns
• Good balance of interaction (75%)
and input (25%)
• Opportunities to talk to each other
asap
• Vary the exercises all day to
maintain interest
• Use different media for variety – Sound/
Video/Flip chart/post-its
• Don’t forget the breaks and expect them
to overrun
• Note the logistical requirements of every
step
• Ice breaker if appropriate
• Use professional slides throughout (but
not with as much detail as I have on these
ones!!!!!)
• Don’t be afraid to use slides to keep
yourself on track (Own a clicker)
33

34. +
• Event is opened by the client
• Write a strong start for yourself to claim your space
• Ground rules?
• Design in “real” work if at all possible
• Make sure they are leaving with commitments to
action
• Design a strong finish that embeds their learning
and gives you feedback
34
Step 2 – The design (High level principles)

35. +
35
The design template
The facilitators bible

36. + Step 2 – The design
After you have completed the design
• Can you “feel” the flow of the day when you read it
through?
• How much time are they active vs. passive?
• Ask yourself “Would I enjoy this event if I was a
delegate?”
• What could go wrong and what will I do if it does?
36

37. + Step 3 – Before the event
§ Talk through the design outline with the client (and be as
vague as you possibly can) to get agreement
§ Discuss the content of the client’s introduction
§ Agree whether an agenda needs to be sent out in advance
(High level only)
§ Prepare all of your materials, handouts, logistical
requirements
§ Visit the venue if possible
37

38. + Step 3 – Before the event contd
§ Load the slides on your computer and on a memory stick as
backup
§ Have supplies of marker pens, post-it notes, blu-tack, sellotape,
brown paper, scissors
§ Pack an extension cable and plug board in case the sockets are
in the wrong place
§ Pack your projector if required (use the venue’s if possible)
§ Run off copies of your event design as your reference point
throughout the event
38

39. +
What delegates need to know
• What the purpose is
• Who the sponsor is
• Who else is attending
• What prior knowledge, reading or other preparation they need
• Any submissions, data etc. they need to provide or bring with them
• All the logistical information they need to ensure they get there
Step 3 – Before the event
39

40. + Step 4 – At the event
• Arrange the room - it is the stage for your performance
• Check your equipment works and all your materials are there
• Run through your slides on the screen and watch from the back of the room
• Meet the venue manager to confirm everything
• Find the loos, planned fire alarms etc.
• Relax and get comfortable
• If it is a multiple day event be there early EVERY day
• Don’t ever totally relax except when you are on your own
Be there early!!!!
At the very least two hours in advance
40

41. + Step 4 – At the event
• Watch your timings
• Create ground rules if appropriate
• Use a “Parking lot” for questions that emerge
that either can’t be answered or are off topic
• Stay in touch with the client/key players
throughout the day
• Always know what is coming up next
• Constantly assess the energy in the room
41

42. +
Tools and techniques for
engagement

43. + There are basic activities in every kind of
facilitated event
Problem/issue
resolution
Strategic
planning
Opportunity or
change initiative Conference
Inter- or intra-
team building
Basic
building
blocks
Generic
event
types
Inform Q & A
enquiry
Air &
share
Gather
information
Distil /
categorise
Prioritise
/ shortlist
Report
back
43
Generate
ideas/solutions

44. + Basic building blocks
§ Inform: An “expert” shares information with the
delegates
§ Q & A inquiry: participants seek elaboration,
clarification, justification etc.
§ Air & share: participants exchange their views,
opinions, experiences, insights etc.
§ Report back: participants report on the output
from their break out group activity
44

45. + Basic building blocks
§ Gather information: participants contribute to a
collective mining of data
§ Generate ideas: participants contribute ideas that
are focused on a common topic
§ Distil/categorise: participants identify common
themes to provide a framework for bringing order
and structure to the output from any of the above
§ Prioritise/shortlist: participants select a subset of
output based on some criteria
45

46. + Inform
Work with speakers in
advance to:
• Agree a time limit and
stick to it
• Focus on the key
messages that
participants need to hear
and not everything the
speaker wants to say
46

47. + Q & A
inquiryHow? What?When?
Why?
• Strictly timed
• Answers punchy and relevant
• Throw the question back to the delegates if appropriate
• If you don’t know you don’t know
• Put delegates to work in small groups to generate
their top 2/3 questions
• Make sure everyone can hear the what is being said
47

48. + Air & Share
share
• Keep the discussion groups small
(4 -7 people)
• Launch discussion with an open
question – not a topic
• Propose a number of key issues that
should be considered
• Let them know what form of output
you expect (oral/written/presentation?)
• Set a time limit – and give them a 5
minute warning!
• Keep track of the groups’ progress
48

49. + Report back
n Provide a structure for verbal reports
n Encourage front of room presentations if possible
n Provide a time limit
49

50. +
What are
we doing
well?
What could
we do
better?
What more
could we
do?
Gather information 50

51. +
What are
we doing
well?
What could
we do
better?
What more
could we
do?
Distil 51

52. +
What are
we doing
well?
What could
we do
better?
What more
could we
do?
Prioritise
52

53. +
53
Generate ideas
We have 30 minutes.
Let’s have your creative ideas

54. +
54
www.creatingminds.org
“Welcome to the Creating
Minds site,one of the largest
free,full-information sites in the
world on how to be creative.
Our goal is to provide you with
real and useful principles,tools,
articles and quotes about all
matters around being creative
and using creativity”.
Generate ideas

55. +
55
Identify the essence of the problem
How could we make airport lounges more
interesting?
The identified essence of the experience
was “waiting”
Therefore the question became “How could
we make waiting more interesting?”

56. +
The power of words

57. + Imaginative questioning
Directive questions start with:
• How can we . . . . ?
• What steps can we take to . . . . ?
• How does . . . . work right now?
Imaginative questions start with an image building phrase:
• Think about . . .
• Imagine if you . . .
• Consider the last time you . . .
The best question ever:
• What would be the wise thing to do?
57

58. + Precision questioning: using the right
words
• What are the things that you must put in place?
• What are the things that you will put in place?
• What are the things that you should put in
place?
• What are the things that you could put in place?
58

59. Common facilitator interventions
Situation Intervention What you might say What you would NOT say
Acknowledgement
Praise
You suspect that not everyone heard or
understood Confirmation
“Let me just check: what you’re
saying is . . . . ?”
“Let me just explain to everyone what he is
saying.“
Clarification
Elaboration
Justification
Redirection
Re-traction
Reflection
Transition
59

60. Common event situations and facilitator
interventions
Situation Intervention What you might say What you would NOT say
You need to indicate that the
participant’s input is valid Acknowledgement
You want to encourage similar levels of
participation Praise
You suspect that not everyone heard or
understood Confirmation
“Let me just check: what you’re saying
is . . . ?”
“Let me just explain to everyone what he is
saying.“
You didn’t understand and suspect no
one else did either Clarification
You sense potential that has not been
made explicit Elaboration
The relevance/value is not readily
discernable Justification
A promising avenue has been
overlooked Redirection
You need to get back on track after a
diversion/interruption Re-traction
You need to remind people of how they
got here &/or why Reflection
You need to conclude this activity and
move into the next Transition
60

61. What facilitators say – and don’t say!
Situation Intervention What you might say What you would NOT say
You need to indicate that the
participant’s input is valid Acknowledgement
“Thank you for that” Repeat or
paraphrase the input.
“That’s right!” “Correct” “Exactly”
“Obviously” “Precisely”
You want to encourage similar levels of
participation Praise
“That’s promising/interesting. Any
more like that?”
“Excellent. Well done!” “Fantastic”
You suspect that not everyone heard or
understood Confirmation
“Let me just check: what you’re saying
is . . . ?”
“Let me just explain to everyone what he is
saying.“
You didn’t understand and suspect no
one else did either Clarification
“Is that important because . . . . ?” “I didn’t get that. Say that again”
You sense potential that has not been
made explicit Elaboration
“Sounds interesting: tell us more?” “I don’t think you’ve gone far enough/
thought this through”
The relevance/value is not readily
discernable Justification
“What makes that particularly important
to . . . ?”
“I don’t see the point of that”
A promising avenue has been
overlooked Redirection
“Is there potential in us
considering . . . ?”
“You’ve overlooked . . .” “I don’t suppose
anyone thought of . . . ”
You need to get back on track after a
diversion/interruption Re-traction
“Let’s park that so we don’t forget it,
and get back to . . .”
“That’s not relevant. We should just be
focusing on . . .”
You need to remind people of how they
got here &/or why Reflection
“Let’s remind ourselves of where we
are on this so far.”
“We’ve lost our way a bit. The whole point
of this was . . .”
You need to conclude this activity and
move into the next Transition
“Great. We’ve got . . . now we’re
ready to . . .”
“That’s enough of that. Can we now get on
with . . .”
61

62. + Beware the Leading Question (from you!)
Question:
• Why are leading questions likely to be contentious?
Leading questions:
• Originate from the facilitator – temporarily adopting the role of a
participant
• Tend to build on an existing idea generated by the participants
• Float a new idea – a suggestion for their consideration
62

63. +
Manage dysfunction

64. + Dysfunction
What is your experience of
dysfunction and what
concerns you most?
64

65. + Dysfunctional behaviour can become very disruptiveSeverityofdisruption
Degree of dysfunction
x
x
x
x
x
x
x
x
x
x
x
Arrive late – leave early
Silent – disengaged
Folded arms – looking away
Side conversations
Doing other work
Negative posturing
Audible sighs
Negative comments
Verbal abuse
Walk out in disgust
Physical abuse
• Early indications should
be recognised and
addressed before
dysfunctional behaviours
and disruption escalates
• Earlier forms of
dysfunction are easier to
deal with so ignoring
them just stores up
difficulty
65
Dysfunctional
behaviour is a
symptom of a root
cause

66. + Identify potential dysfunction beforehand
Seek to identify the concerns of:
• Those not in favour of the event
• Those who stand to lose
something
• Those not on favourable terms
(with one another)
• Those who point out problems
(rather than identify solutions)
66

67. + You need to understand why people may
disagree
They are not just being awkward
• Level 1 - Lack of common
understanding or shared
information
• Level 2 - Difference of value or
experience
• Level 3 - External factors
The deeper the level, the more difficult to resolve
67

68. + Recognise and understand the first signs
of dysfunction
• Look for the early vocal and
non -vocal indicators:
– Body language
– Eye contact
– Audible sighs
– Shaking heads
– Conversations ‘off-piste’
– etc.
68

69. + Take steps to resolve dysfunction cleanly
• Determine your initial approach
• Public or private
• Acknowledge the symptoms
• Acknowledge that you have
recognised that things are not
working well for them,
• Focus on the root causes
• “Are we addressing the issues
that are really important to
you?”
• Agree on the way forward
• Now or later?
69

70. + Outside factors driving behaviour
• Some disagreements stem from
factors unrelated to the proposals
at hand and pursuing the
proposals will not confront the root
causes
• Resolving these disagreements
deflects from the event purpose.
They should aim to reconcile their
differences outside the event
70

71. +
Facilitators nightmares to avoid
and my Top Tips

72. + What you never want to happen in a session
§ Client says “This is not what we need Alex”
§ Some delegates leave saying loudly “ I have had enough of this”
§ The room is laid out badly and no-one can hear or see you
§ The delegates know a redundancy programme is coming up and are somewhat
distracted
§ A dominant delegate takes over the conversation
§ Your equipment doesn’t work
§ Fire alarm goes off
§ People keep coming and going all day
72

73. + My top tips - 1
§ Get the client onside and get them to start the session
and position you in the room
§ Detailed preparation – detailed preparation – detailed
preparation
§ Design in heaps of variety
§ Make the room as intimate as possible
73

74. + My top tips - 2
§ Be assertive.You are paid to do the job by the client and you are
acting with their authority
§ Get delegates talking to each other as much as possible - and as
soon as possible
§ Follow the energy in the room. If something is working that’s good. If it
isn’t move on quickly
§ Be onsite very very very very very early to check absolutely
everything.You are your own stage manager
§ Have slides that look extremely professional. Spend a long time
making them look first class
74

75. + My top tips - 3
§ Make sure the client can see there will be action by
their team after the event
§ Check in with the client at break times to make sure
they are happy
§ The more you talk the less they listen!!!
75

76. +
Summary

77. +
77
What is
facilitation
The
facilitators
skills
Stakeholder
mgt.
The
power of
words
Tools &
techniques
4 Step
process
Top tips
Nightmares
Dealing with
dysfunction

78. +
78