This is a one-day course on facilitation skills. It is essentially a meta-facilitation course, since it's a facilitated course about facilitation. So, the same techniques that you learn about facilitation are actually applied in the delivery of the course.
The topics of this training are:
- Presenting vs. facilitating
- Facilitator competencies
- Facilitation techniques
- Facilitation in action, using an advanced facilitation technique
- Handling disruptive participants
- Structuring your development plan to be a better facilitator.
The material is adapted from “Facilitation Skills Training”, by Don McCain and Deborah Davis Tobey, ATD Press.
This is a one-day course on facilitation skills. It is essentially a meta-facilitation course, since it's a facilitated course about facilitation. So, the same techniques that you learn about facilitation are actually applied in the delivery of the course.
The topics of this training are:
- Presenting vs. facilitating
- Facilitator competencies
- Facilitation techniques
- Facilitation in action, using an advanced facilitation technique
- Handling disruptive participants
- Structuring your development plan to be a better facilitator.
The material is adapted from “Facilitation Skills Training”, by Don McCain and Deborah Davis Tobey, ATD Press.
What is Negotiation?
Features of Negotiation
Why Negotiate ?
Types of Negotiation
Distributive Vs Integrative Negotiation
Negotiation Process
BATNA
Bargaining Zone Model of Negotiation
Negotiating Behavior
Issues in Negotiation
Third party Negotiations
How to achieve an Effective Negotiation
Negotiation Tips
Many fear going up front to speak, present, chair, facilitate etc. more than that they are usually not organized, prepared or systematic. This kills their confidence and invariably the effectiveness of facilitation
This set of slides just adds to the knowledge and skills of facilitation. The literature is ample and the sources of such information are overwhelming too. hope this little contribution shall help the weaker presenters.
Developing the Coaching Skills of Your Managers and Leaders - Webinar 08.19.14BizLibrary
Whether you’re a manager developing your employees or working to improve your own skills andcapabilities, effective coaching skills impact business results. According to a study by Bersin by Deloitte, organizations with senior leaders who coach can effectively and frequently improve business results by 21% compared to those who never coach.
In this webinar we'll discuss:
why coaching skills are so important
the objective of coaching in ourorganizations
emerging principles in employee coaching for managers
the objective of coaching in our organizations
traditional models and how we can improve them
a coaching toolkit for your managers
www.bizlibrary.com/webinars
this presentation gives basic understanding of What is coaching, Why coaching, Skills required to be a coach, Coaching arc of conversation and basics of coaching models.
This presentation discusses; what is people management, what are the key components of people management and what skills are require to be a good people manager.
This presentation contains training techniques that are used by MMM Training Solutions in our train the trainer program. The trainer skills that are used dictate the effectiveness of any train the trainer courses.
What is Negotiation?
Features of Negotiation
Why Negotiate ?
Types of Negotiation
Distributive Vs Integrative Negotiation
Negotiation Process
BATNA
Bargaining Zone Model of Negotiation
Negotiating Behavior
Issues in Negotiation
Third party Negotiations
How to achieve an Effective Negotiation
Negotiation Tips
Many fear going up front to speak, present, chair, facilitate etc. more than that they are usually not organized, prepared or systematic. This kills their confidence and invariably the effectiveness of facilitation
This set of slides just adds to the knowledge and skills of facilitation. The literature is ample and the sources of such information are overwhelming too. hope this little contribution shall help the weaker presenters.
Developing the Coaching Skills of Your Managers and Leaders - Webinar 08.19.14BizLibrary
Whether you’re a manager developing your employees or working to improve your own skills andcapabilities, effective coaching skills impact business results. According to a study by Bersin by Deloitte, organizations with senior leaders who coach can effectively and frequently improve business results by 21% compared to those who never coach.
In this webinar we'll discuss:
why coaching skills are so important
the objective of coaching in ourorganizations
emerging principles in employee coaching for managers
the objective of coaching in our organizations
traditional models and how we can improve them
a coaching toolkit for your managers
www.bizlibrary.com/webinars
this presentation gives basic understanding of What is coaching, Why coaching, Skills required to be a coach, Coaching arc of conversation and basics of coaching models.
This presentation discusses; what is people management, what are the key components of people management and what skills are require to be a good people manager.
This presentation contains training techniques that are used by MMM Training Solutions in our train the trainer program. The trainer skills that are used dictate the effectiveness of any train the trainer courses.
Facilitation skills have a positive impact on meetings, negotiations and relationships, which are essential for better commissioning and performance management.
Slides to a two day workshop about hosting meetings and large events for communities and organisations. It\'s aimed at participant participation , experience and dialogue orientated.
Good facilitators can make a huge and varied contribution to an organisation. Here, we point out some of the roles and responsibilities that facilitators have, starting with the key difference between content and process...
At some point, even experienced trainers, facilitators and managers find themselves standing before groups whose dynamics are all over the board. Everyone is expressing an opinion, ideas are flying at warp speed, emotions are high, disagreement is rampant, and some people are shutting down while others are rebelling against the process. Wouldn’t it be great to have the tools that allow you to regain control and confidently lead the group to effective results every time?
Join us and learn practical facilitation techniques to elevate your group handling skills and help you achieve amazing organizational results. Whether you facilitate focus groups, executive sessions, community gatherings or task forces doing activities such as strategy development, issue resolution, requirements analysis, process improvement, or action planning, this webinar will give you a comprehensive approach you can apply immediately.
**This web seminar was adapted from “The Effective Facilitator” – the first course accredited for covering the 30 Certified Master Facilitator (CMF) competencies.**
IDEAL FOR: Training and HR Professionals, Consultants, Facilitators, Functional Team Leaders/Managers, Executives, Project Managers, Sales Professionals, Analysts, and more
Introduction to the Performance Management Principles
A Step by Step Performance Management Process
How to avoid the Common pitfalls
CCMG Templates to maintain a correct and supportive paper trail
A modular, strategy and businesses building approach for business leaders who want to get more strategic, execute more effectively and growth their business.
The Performance Puzzle 10 Steps To Unlock Your People With 5 Week Plan V...redpoint
This presentation provides 10 steps to unlock the productivity and power of your team. If you can build a hot fire - you already know how to build a hot team.
A set of slides that can be used alongside the Facilitator Guide to train practitioners in facilitating change.
The Facilitator Guide can be found at http://www.slideshare.net/pmsd-map/step8training-guide.
Basic Instructional Design Principles - A PrimerMike Kunkle
This is a very basic primer I once created to teach a staff of technical writers about instructional design. It was not designed for non-verbal delivery, but it will give you an idea of basic ISD concepts.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Putting the SPARK into Virtual Training.pptxCynthia Clay
30-minute NetSpeed Nuggets virtual session focused on using Storytelling, Purpose, Action, Relationships, and Kudos (SPARK) to design and deliver engaging virtual training. Use stories to frame key learning points. Explain a clear purpose for each activity. Make your virtual training action-oriented, build relationships to increase engagement, and create a positive learning environment with kudos.
Leveraging ChatGPT for Enhanced Virtual Training.pptxCynthia Clay
30-minute virtual session focusing on how to use ChatGPT in the design and delivery of better virtual training. Think of ChatGPT has your design partner. It can help you generate ideas, analogies, and questions; develop learning objectives and outlines; analyze information; create scenarios; and jumpstart your creative process.
Six Theater Techniques to Enhance Virtual Learning.pptxCynthia Clay
This 30-minute virtual training session includes six techniques used by theater professionals to create better engagement and connection with their audiences.
Virtual Training: Building Trust and Psychological Safety.pptxCynthia Clay
30-minute NetSpeed Nuggets session focusing on six strategies to increase trust in virtual training in the areas of Virtual Present, Social Strength, and Technical Comfort.
The Rules of Engagement for Hybrid Learning.pptxCynthia Clay
30-minute NetSpeed Nuggets session on ways to deliver inclusive, engaging hybrid training events. Planning for collaboration across platforms (connecting co-located and virtual participants) is the secret to hybrid success.
Make It Shine in the Virtual Classroom 22-0526.pptxCynthia Clay
60-minute webinar introducing five techniques used by stellar virtual trainers. Stream your video. Harness technology. Interact and connect. Notice what's new. Energize your delivery.
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
2. A. Who is Leadership Strategies?
The leading provider of facilitators and facilitation training in
the U.S.
Over 500 facilitators under contract through the Find a
Facilitator Database
Public classes in Atlanta, Boston, Chicago, Dallas, DC, Denver,
Los Angeles, NY, San Francisco, Sydney, Toronto
Over 16,000 trained in facilitation skills through The Effective
Facilitator course
2
3. B. Your Facilitator
Managing Director of Leadership
Strategies
Author, The Secrets of Facilitation, The
FACILITATOR
Secrets to Masterful Meetings and Buying
Styles
One of the first five Certified Master
Facilitators in the world
Founder of the National Facilitator
Database (www.findafacilitator.com)
Board member of the International
Institute for Facilitation
Michael Wilkinson Named Facilitator of the Year by SEAF,
Certified Master Facilitator 2003
Co-Program Chair of the IAF, 2007
3
4. C. Session Objectives
1. Outline a comprehensive methodology for facilitating groups
2. Provide over a dozen techniques you can begin using
immediately
3. Provide next steps for those who would like to learn more -
4
5. D. Session Agenda
I. Getting Started
II. Overview of the Principles of Facilitation
III. Facilitation Tools and Techniques
IV. Next Steps
V. Questions & Answers
5
6. Poll #1: Experience Level
How many facilitated sessions have you led or attended in the
last twelve months?
More than 20 -
10 to 19
5 to 9
1 to 4
None
6
7. II. Facilitation Overview
The Scenario: Facilitating Solutions
Sr. Manager with E&Y
When we created the answers
Management Reviews
100% Solution – 15% Implemented
Facilitated Solutions
When they created the answers
85% Solution – 80% Implemented
Why?
ED = RD x CD
Effective
Decision
Right
Decision
Commitment
to Decision
-
7
8. The Principles Summarized
Principle 1. PREPARING FOR SUCCESS
Cover All the Bases
Principle 2. GETTING THE SESSION STARTED
Inform, Excite, Empower, Involve
Principle 3. FOCUSING THE GROUP
Establish the Course Avoid Detours
Principle 4. RESPECTING THE POWER OF THE PEN
Use It, Don't Abuse It, Make It Theirs
Principle 5. INFORMATION GATHERING
Know Your Tools and How to Use Them
-
8
9. The Principles Summarized
Principle 6. MANAGING DYSFUNCTION
Conscious Prevention, Early Detection, Clean Resolution
Principle 7. CONSENSUS BUILDING
Generate a Consensus-Focused Process
Principle 8. KEEPING THE ENERGY HIGH
Set the Pace, Anticipate Lulls, React Accordingly
Principle 9. CLOSING THE SESSION
Review, Evaluate, Close, Debrief
Principle 10. AGENDA SETTING
Adapt Your Agenda to Address the Need
9
10. The Facilitator’s
Methodology THE FACILITATION CYCLE
4
The Power
of the Pen
1 2 3 9
Preparing Getting the Focusing Closing
for Success Session Started the Group the Session
5
Information
Gathering
GROUP DYNAMICS
6 7 8
Managing Consensus Keeping the
10
Dysfunction Building Energy High
Agenda
Setting
10
11. Checkpoint THE FACILITATION CYCLE
4
The Power
of the Pen
1 2 3 9
Preparing Getting the Focusing Closing
for Success Session Started the Group the Session
5
Information
Gathering
GROUP DYNAMICS
6 7 8
Managing Consensus Keeping the
10
Dysfunction Building Energy High
Agenda
Setting
11
12. Poll #2: True or False?
Outside of logistics, the three most important things to know in
preparing for a meeting are the 3 Ps: the participants, the
desired products, and the process or agenda.
Answer: FALSE!
Why: The MOST IMPORTANT thing
to know in preparing for a meeting
is the meeting purpose
12
13. Principle 1 – Preparing for Success
Covering All the Bases
A. Interview Sponsor F. Educate the Project Team
B. Identify Key Roles in the G. Prepare for Hat Technique
session H. Interview the Participants
C. Define Objective and I. Get Oriented on the
Agenda Business Area
D. Prepare Sample J. Prepare the Room
Deliverable K. Prepare Opening
E. Know the Process Cold
13
14. Preparation
The 5 P’s:
– Purpose – Why are we having this session?
– Product – What do we need to have when we are done?
• Hands – What do they need to have in their hands when the session is
over?
• Head – What do you want them to know?
• Heart – What do you want them to believe?
– Participants – Who will be attending? What are their attitudes?
– Probable Issues – What issues will be addressed?
-
– Process – What steps will get us there?
14
15. Checkpoint THE FACILITATION CYCLE
4
The Power
of the Pen
1 2 3 9
Preparing Getting the Focusing Closing
for Success Session Started the Group the Session
5
Information
Gathering
GROUP DYNAMICS
6 7 8
Managing Consensus Keeping the
10
Dysfunction Building Energy High
Agenda
Setting
15
16. Poll #3: True or False?
After introductions if necessary, meetings should generally start
with a review of the agenda.
Answer: FALSE!
Why: Start with purpose. -
16
17. Principle 2 – Getting the Session Started
Inform, Excite, Empower, Involve
A. Set-up with 30 Minutes to G. Effectively Deliver Your
spare Opening
B. Optimize Your Set-up H. Request Participants’
C. Utilize the Gathering Objectives
Period I. Review the Agenda
D. Kick-off Promptly J. Establish Ground Rules
E. Set the Stage with Your K. Define the Parking Boards
Opening L. Define Consensus
F. Memorize Your Opening M. Open "On the Fly"
17
19. 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…”
-
19
20. Set the Stage With Your Opening
Through your opening words, you must …
– Excite participants about benefits.
– What is the overall result to
be achieved? WII-FM?
-
20
21. Set the Stage With Your Opening
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?
21
22. Set the Stage With Your Opening
Through your opening words, you must…
– Involve participants
– Ask their personal objectives
or gain participation.
-
22
23. Set the Stage With Your Opening
Which are we best at?
Which are we worst at?
Let’s look at 2 Examples
X -
23
24. Excite Example #1
Good morning, it’s a pleasure to be here this morning.
Our objective for the next two days is to walk away with a plan
for improving the hiring process (inform).
What is exciting about this?
If we are successful, we will walk away with a new hiring
process that will help our organization get the right people
hired and get them hired quickly.
24
25. Excite Example #2
Good morning, it’s a pleasure to be here this morning.
Our objective for the next two days is to walk away with a plan
for improving the hiring process (inform).
What is exciting about this?
Today you may have people on your staff who don’t have the
skills or the attitude you need. As a result, you are having to
work much harder to make up for what they aren’t doing. This
is your opportunity to put strategies in place to ensure that you
get the people you need to get the work done.
25
26. Which is better? Why?
Example 1 Example 2
If we are successful, we will Today you may have people
walk away with a new hiring on your staff who don’t have
process that will help our the skills or the attitude you
organization get the right
need. As a result, you are
people hired and get them
having to work much harder
hired quickly.
to make up for what they
aren’t doing. This is your
opportunity to put strategies
in place to ensure that you
get the people you need to
get the work done.
26
27. Which is better? Why?
Example 1 Example 2
If we are successful, we will Today you may have people
walk away with a new hiring on your staff who don’t have
process that will help our the skills or the attitude you
organization get the right
need. As a result, you are
people hired and get them
having to work much harder
hired quickly.
to make up for what they
aren’t doing. This is your
NOTICE THE # OF opportunity to put strategies
“YOU” AND “YOUR”! in place to ensure that you
-
get the people you need to
get the work done.
27
28. Set the Stage With Your Opening
With Excite:
Say “you” or “your”
at least 4 times!
28
29. Checkpoint THE FACILITATION CYCLE
4
The Power
of the Pen
1 2 3 9
Preparing Getting the Focusing Closing
for Success Session Started the Group the Session
5
Information
Gathering
GROUP DYNAMICS
6 7 8
Managing Consensus Keeping the
10
Dysfunction Building Energy High
Agenda
Setting
29
30. Principle 3 – Focusing the Group
Establish the Course, Avoid Detours
A. Set the course with G. Use extended prompt
checkpoints questions
B. Restart with extended H. Summarize results
checkpoints I. Be conscious of time
C. Warm up the group J. Use breakout sessions
D. Use your PEDEQS K. Know when to regroup
E. Label charts to improve
focus
F. Redirect side issues
30
31. Set the Course with Checkpoints
At the beginning of each facilitated process…
31
32. Set the Course with Checkpoints
Review
Review quickly what has been
done to date.
Preview
Describe briefly what the group is
about to do.
Big View
Explain how the previewed
agenda item fits into the overall
objective of the session.
32
33. Sample Agenda
Purpose:
Define the changes necessary to increase the efficiency and
effectiveness of the hiring process
Agenda: Review-Preview-Big View
A. Introduction
B. How does it work today?
C. What are the problems and root causes
D. What are the potential improvements
E. Prioritize improvements We have just completed…
F. Develop an implementation plan Next we are going to…
G. Review and close
This is important because… -
33
34. Sample Agenda
Purpose:
Define the changes necessary to increase the efficiency and
effectiveness of the hiring process
Agenda: Review-Preview-Big View
A. Introduction
B. How does it work today?
C. What are the problems and root causes
D. What are the potential improvements
E. Prioritize improvements We have just completed…
F. Develop an implementation plan Next we are going to…
G. Review and close
This is important because… -
34
35. Redirect Side Issues
Monitor comments for relationship to the process underway.
If the discussion goes off track, use a redirection question.
“That’s a good point. Can we put it on the
issues list so we don’t forget it?”
-
-
35
36. Checkpoint THE FACILITATION CYCLE
4
The Power
of the Pen
1 2 3 9
Preparing Getting the Focusing Closing
for Success Session Started the Group the Session
5
Information
Gathering
GROUP DYNAMICS
6 7 8
Managing Consensus Keeping the
10
Dysfunction Building Energy High
Agenda
Setting
36
37. Poll #4: True or False?
When recording information on a flip chart, it is okay to
paraphrase as long as you ask people for permission.
Answer: FALSE!
Why: When you write your words, you
disempower the group and reduce ownership.
-
37
38. Principle 4 – Power of the Pen
Use It, Don't Abuse It, Make It Theirs
A. Write First, Discuss Second G. Avoid Lulls While Writing
B. Write What is Said H. Assign an Order to Your
C. Add Your Words Speakers
Discriminately I. Use Multiple Flip Charts
D. Ask, Don’t Tell J. Employ the Right
E. Write So They CanRead It Recording Tool
F. Use Additive Editing K. Post According to Your Wall
Plan
38
39. Write First, Discuss Second
Record what is said without By recording what is said,
regard to value -
you are saying “Thank You”
of completeness
for making a contribution
– If what is said is
incomplete…Record it! You can use your
– If what is said can be questioning techniques to
improved upon… make sure that the
– If what is said is not what you comment is refined or
were looking for… deleted later
– If what is said is wrong…
Still Record It!
39
40. Write What is Said
Record as many of the speaker’s words as is necessary
It is not necessary to record all the speaker’s words
If you are not certain what was said, ask for confirmation, or -
ask for the headline
40
41. Checkpoint THE FACILITATION CYCLE
4
The Power
of the Pen
1 2 3 9
Preparing Getting the Focusing Closing
for Success Session Started the Group the Session
5
Information
Gathering
GROUP DYNAMICS
6 7 8
Managing Consensus Keeping the
10
Dysfunction Building Energy High
Agenda
Setting
41
42. Poll #5: 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 formulate a question that helps
the participates visualize the answers!
-
42
43. Principle 5 – Information Gathering
Know Your Tools and How to Use Them
A. Ask Great Starting E. Brainstorm to Generate
Questions Ideas
B. Guide With Reacting F. Group to Categorize
Questions G. Prioritize to Identify Key
C. Float Ideas if Necessary Items
D. List to Gather Details H. Lobby to Gain Buy-In
43
44. The Starting Question
You are interviewing a group of school registrars to talk with them
about the scheduling process. Which is the better starting
question? Why?
Question Type A Question Type B
The first thing we want to If you were about to develop
talk about are inputs. the school schedule, what is
What are the inputs to the information you would
the scheduling process? need to have close by?
44
45. Ask Great Starting Questions
Three parts to a great starting question
– Begin with an image building phrase (“think about”, “imagine”,
“consider”, “if”)
– Extend the image to the answers
(at least two phrases)
– Ask the direct question (Type A) to get the information you want
But you build the
question from the -
bottom up!
45
46. Ask Great Starting Questions
You want the participants to identify the steps in the hiring
process.
But you build the
What is the Type-A question? question from the
bottom up!
“What are the steps in the hiring process?”
How do you extend the image to the answers? (use synonyms)
Think about all the things you had to do to get that person hired,
all the actions you had to go through, all the people you had to
talk with, the forms and everything.
What image-building phrase can you use?
“Think about the last time your hired someone.” -
46
47. Ask Great Starting Questions
You want the participants to identify the steps in the hiring
process.
The Type-B Question
“Think about the last time your hired someone. Think about all
the things you had to do to get that person hired, all the actions -
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?”
47
48. Ask Great Starting Questions – YOUR TURN!
You want the participants to identify the PROBLEMS with the
hiring process.
1.Image
Now, think of an image building phrase and then…
Building
Type your Type B question in the CHAT BOX. Phrase
What are synonyms for problems?
Challenges 2.Expand
Image to
Barriers
Answers
Things that went wrong
What is the Type-A question? -
3.Ask the
Type A
“What are the problems with the hiring process?”
48
49. Ask Great Starting Questions – YOUR TURN!
You want the participants to identify the PROBLEMS with the
hiring process.
The Type-B Question
“Think about the last time your hired someone. Think about the -
problems you had, the things that went wrong, the challenges
you had to overcome to get that person hired. What are the
problems with the hiring process?”
-
49
50. 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.
-
50
51. Checkpoint THE FACILITATION CYCLE
4
The Power
of the Pen
1 2 3 9
Preparing Getting the Focusing Closing
for Success Session Started the Group the Session
5
Information
Gathering
GROUP DYNAMICS
6 7 8
Managing Consensus Keeping the
10
Dysfunction Building Energy High
Agenda
Setting
51
52. Principle 6 – Managing Dysfunction
Conscious Prevention, Early Detection, Clean Resolution
A. Understand Dysfunctional Behavior
B. Separate Symptom from Root Cause
C. Focus on Prevention
D. Detect Non-Verbal Cues
E. Address Dysfunction Effectively
F. Inform the Group When Appropriate
G. Reward Functional Behavior
H. Respond Appropriately When Challenged
52
53. Dysfunctional Behavior
As the degree of the * Physically attacking someone
Severity of Disruption dysfunction increases, * Leaving the room in disgust
the severity of the
disruption caused * Verbal attack directed at a participant
by the dysfunction * Negative comments about a participant
increases as well
* Audible sighs of displeasure
* Negative physical reactions
* Doing other work in the session
* Side Conversations
* Folded arms, facing door or windows
* Silence, lack of participation
* Arriving late, leaving early
Degree of Dysfunction
53
54. Poll #6: Dysfunctions?
Which of these dysfunctions is common in your organization? –
check as many as apply
Arriving late, leaving early
Silence, lack of participation
One person dominating
Side conversations
People doing other work, Blackberries
54
55. Understand Dysfunctional Behavior
Dysfunctional behavior is any activity
by a participant which is consciously or
unconsciously a substitution for
expressing displeasure with the session
content, the facilitation process, or an
outside factor.
55
56. 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 -
56
57. Address Dysfunction Effectively
The general formula for addressing dysfunction:
APPROACH PRIVATELY EMPATHIZE WITH
OR GENERALLY THE SYMPTOM
GET AGREEMENT ADDRESS THE
ON A SOLUTION ROOT CAUSE
57
58. Dealing with Dysfunction
Late Arriver / Early Leaver Naysayer*
Drop-out* Whisperer
Loudmouth Workaholic
Storyteller Verbal Attacker
Broken Record Door Slammer
Physical Attacker
58
59. Dysfunctions – DROP OUT
Dysfunction Suggested Action
Drop-out - Remind the group of ground rules.
Maintains silence, fails (Everyone speaks)
to participate - Employ a round-robin brain-storming
Folds his/her arms, activity to get everyone involved.
faces door or window - Occasionally stand next to the person
or direct questions at a variety of
people, including him/her.
- Discuss privately during break to
ensure there is not an additional
problem.
59
60. Dysfunctions - NAYSAYER
Dysfunction Suggested Action
Naysayer - Say with optimism, or jokingly, "It
Demonstrates appears that we have some concerns
negative physical about this alternative. Let's talk
reactions about it. What are the issues?"
Voices audible sighs of - Seek buy-in by asking, "How can this
displeasure 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.
60
61. Checkpoint THE FACILITATION CYCLE
4
The Power
of the Pen
1 2 3 9
Preparing Getting the Focusing Closing
for Success Session Started the Group the Session
5
Information
Gathering
GROUP DYNAMICS
6 7 8
Managing Consensus Keeping the
10
Dysfunction Building Energy High
Agenda
Setting
61
62. Poll #7: True or False?
Many, if not most, disagreements would be solved if you could
just get people to listen to one another.
Answer: TRUE!
62
63. Principle 7 – Consensus Building
Generate a Consensus-Focused Process
A. Understand Disagreement G. Identify Strengths and
B. Start with Consensus Weaknesses
C. Decide if Agreement is H. Merge Alternatives
Necessary I. Use Ranking Techniques
D. Let Participants Seek J. Converge on a Solution
Agreement K. If All Else Fails, Move On
E. Take Control As Necessary
F. Delineate Alternatives
63
64. Understand Disagreement
Level 1: Each has not
clearly heard and
understood the other’s
alternative and/or their
reasons for supporting the
alternative
64
65. Understand Disagreement
Level 2 – Each has heard and understood the alternative or
supporting reasons, but has had different experiences or hold
different values that result in a different preference
65
66. Role Play from The Secrets
Sherry I’ve been thinking about our vacation for next year,
and I’ve got it! There’s a ten-day tour of Italy that
takes us to eight cities, including Rome, Venice,
Tuscany and Florence. It’s perfect. What do you
think?
Michael That does sound like a wonderful tour. But I have
really been look forward to going to the beach this
year.
Sherry Oh come on, Michael. Let’s go to Italy. We haven’t
been there before. It’ll be fun.
Michael Oh Sherry, darling, baby (in my best impression of the --
deep baritone of singer Barry White). Let’s go to the
beach. It’ll be quiet and restful.
66
67. Role Play from The Secrets
Sherry Now Michael, you’ve been out of town a lot this year,
which has left me home to do both my job and take
care of the kids solo, so we really should do what I
want to do. Let’s do Italy.
Michael You are right Sherry. I have been out of town a lot this
year and it has worn me out. I really need a break.
Let’s go to the beach.
Sherry No, we are going to Italy.
Michael No, we are going to the beach.
Sherry Italy!
Michael Beach! Level 2 – Different Values/Experiences ---
Sherry Italy!
67
68. Understand Disagreement
Level 3 – Disagreement is based on personality, past history
with one another, or other factors that have nothing to do
with the alternatives being discussed
68
69. Level 3 Disagreements
A disagreement based on personality or past history can not be
resolved within the session – don’t attempt to resolve it
Recognition:
– Irrational, No commitment to finding a solution
Action:
– Take it to a higher source! -
69
70. Level 1: Delineate Alternatives
For each alternative, direct
specific questions to its supporters
Alternative #1 Alternative #2
How much? How much?
How long? How long?
Who is involved? Who is involved?
What is involved? What is involved?
Check to determine if consensus has been reached -
70
71. Level 2: Strengths and Weaknesses
Identify the Alternative #1 Alternative #2
strengths of each Italy Beach
alternative Strengths Strengths
— Varied locations — Rest
— Places we haven’t been — Sleep in same bed
— Lots to do — Water sports
Then, identify the Weaknesses Weaknesses
weaknesses of each — Hectic schedule — Same location
— Repack every day — Nothing different
— No water sports — Same activities
Check to determine if consensus has been reached -
71
72. Level 2: Merge Alternatives
Identify key
Alternative #1 Alternative #2
strengths of each
Italy Beach
Create a third
alternative which Strengths Strengths
incorporates the key — Varied locations * — Rest *
strengths — Places we haven’t been* — Sleep in same bed*
Delineate merged — Lots to do — Water sports
alternatives once
they are identified
After defining
-
merged alternatives,
take a consensus
check
72
73. Checkpoint THE FACILITATION CYCLE
4
The Power
of the Pen
1 2 3 9
Preparing Getting the Focusing Closing
for Success Session Started the Group the Session
5
Information
Gathering
GROUP DYNAMICS
6 7 8
Managing Consensus Keeping the
10
Dysfunction Building Energy High
Agenda
Setting
73
74. Level 1 Energy
For most of us, our
3
normal speaking voice has
Energy Level
2 just enough energy to
keep people awake.
1
Awake
0
Asleep
Time
Over the course of a meeting,
however, our voices tend to trail
off and we fall below the line.
75
75. Level 2 Energy
If you raise your energy to
3 level 2, you start out great.
Energy Level
2 But you still trail
off below the line.
1
Awake
0
Asleep
Time
76
76. Level 3 Energy
Start your energy
at level-3. When it trails off,
3 you will be at your
Energy Level
normal speaking
2 voice.
1
Awake
0
Asleep
Time
Make your first words Level 3! -
77
77. Level 3 Energy
Reset the energy level
following every break
3
Energy Level
2
1
Awake
0
Asleep
Time
78
78. Checkpoint THE FACILITATION CYCLE
4
The Power
of the Pen
1 2 3 9
Preparing Getting the Focusing Closing
for Success Session Started the Group the Session
5
Information
Gathering
GROUP DYNAMICS
6 7 8
Managing Consensus Keeping the
10
Dysfunction Building Energy High
Agenda
Setting
79
79. Poll #8: True or False?
Before a meeting ends, the meeting leader should always or
almost always review what was done, identify open issues, and
define next steps.
Answer: TRUE! -
80
80. Principle 9 – Closing the Session
Review, Evaluate, Close, Debrief
A. Request Time Extensions if Needed
B. Review the Activities Performed
C. Review Session Purpose
D. Review Personal Objectives
E. Review Parking Boards
F. Ask Participants to Evaluate
G. Close and Set the Stage
H. Use Partial Close as Needed
I. Debrief with Planning Team
J. Debrief with Sponsor
K. Document Session Results
81
81. Parking Boards (IDA)
ISSUES LIST
Items relevant to the
session that require a
decision but will be DECISIONS LIST
discussed later or
outside the session Decisions that are made
by the participants during
the session. ACTIONS LIST
Actions to be
performed sometime
after the completion
of the session.
82
82. Review Parking Boards – ISSUES LIST
Clear the Issues List
For each issue, ask:
– Have we covered it? Issues
– Do we need to cover it? xxxxxxxx
– Do we need to cover it now? xxxxxxx -
xxxxxxx
xxxxxxxx
xxxxxxxx
83
83. Checkpoint THE FACILITATION CYCLE
4
The Power
of the Pen
1 2 3 9
Preparing Getting the Focusing Closing
for Success Session Started the Group the Session
5
Information
Gathering
GROUP DYNAMICS
6 7 8
Managing Consensus Keeping the
10
Dysfunction Building Energy High
Agenda
Setting
84
84. Principle 10 – Agenda Setting
Adapt Your Agenda to Address the Need
A. Choose Agenda Based on Objectives
B. Tailor Agenda to Specific Need
C. Incorporate Consensus-Building Principles
D. Construct a New Agenda as Needed
E. Confirm Agenda with Project Team
F. Prepare a Detailed Agenda
G. Track Performance Against Agenda
H. Record Process Notes
I. Incorporate Recommendations
85
85. Agenda Models
1. Strategic Plan
2. Project Plan
3. Project Status
4. Issue Resolution
5. Basic Improvement Model
6. Process Re-engineering
7. Information Needs Analysis
8. Process Modeling
9. Data Modeling
10. Procedure Design
86
86. Construct New Agenda
1. Determine the critical question
2. Determine the preparation questions
3. Determine the logical order of the
preparation questions
4. Transform the questions into agenda items
-
Order of
Session Critical Preparation
Questions/
Objective Question Questions
Processes
87
87. Construct New Agenda
Session Purpose: Improve the Hiring Process
1. Determine the critical question
– What will the new hiring process be and what are the steps for
implementing it?
2. Determine the preparation questions
– What are the steps in the current process? -
– What’s good about the current process?
– What’s wrong with the current process?
– What can we do to improve it?
– What will the new process look like?
– What are the steps to create the new?
88
88. Construct New Agenda
Session Purpose: Improve the Hiring Process
3. Determine the logical order of the preparation questions
4. Transform the questions into agenda items
Purpose: Define the changes necessary to increase the
efficiency and effectiveness of the hiring process
Agenda: -
A. Introduction
B. How does it work today?
C. What are the problems and root causes?
D. What are the potential improvements?
E. Prioritize improvements
F. Develop an implementation plan
G. Review and close
89
89. DONE! Review Objectives
1. Outline a comprehensive methodology for facilitating
groups
2. Provide over a dozen techniques you can begin using
immediately
3. Provide next steps for those who would like to learn more -
90
90. Next Steps – Learn MORE!
If you would like to learn more:
Public Classes: The Effective Facilitator, The Facilitative Consultant
– Atlanta – DC – San Francisco
– Boston – Denver – Sydney, AU
– Chicago
– LA – Toronto, CA
– Dallas
– New York
Private Class: At your company
– Most cost-effective for 8 or more
Online Classes: Facilitating Virtual Meetings(1.5-day)
Book: The Secrets of Facilitation
Facilitator Guides: 15 step-by-step facilitation guides for meeting leaders
(ex. Strategic Planning, Project Planning, etc.)
91
91. 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
92