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How to Facilitate Precise, Productive, Powerful Meetings
The document discusses effective facilitation techniques for productive meetings. It defines the role of a facilitator as guiding group discussions and decision making. Key parts include identifying communication tools, evaluating meetings, defining roles for note takers and timekeepers, using activities to encourage participation, and decision methods like consensus building that foster commitment. The goal is for facilitators to lead precise, productive, and powerful meetings.
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How to Facilitate Precise, Productive, Powerful Meetings
- 1. Accentuating Performance Broadening Solutions Charting Success © 2014 VCLConsulting Group, Inc. All Rights Reserved How To Facilitate Precise, Productive, Powerful MeetingsHow to Facilitate Precise, Productive, Powerful Meetings
- 2. Accentuating Performance Broadening Solutions Charting Success © 2014 VCLConsulting Group, Inc. All Rights Reserved Learning Objectives Understand the role of a facilitator Indentify communication tools and techniques Learn the value of various decision options Learn how to evaluate meetings to ensure maximum results
- 3. Accentuating Performance Broadening Solutions Charting Success © 2014 VCLConsulting Group, Inc. All Rights Reserved True or False Part 1: Introduction
- 4. Accentuating Performance Broadening Solutions Charting Success © 2014 VCLConsulting Group, Inc. All Rights Reserved What is Facilitation Facilitation is the art of leadership in group communication Facilitation largely focuses on the “how” as opposed to the “what” of the meeting Facilitation is the method of guiding groups in timely decision making while ensuring all voices are heard Part 1: Introduction
- 5. Accentuating Performance Broadening Solutions Charting Success © 2014 VCLConsulting Group, Inc. All Rights Reserved What is Facilitation Part 1: Introduction Facilitator = CONDUCTOR
- 6. Accentuating Performance Broadening Solutions Charting Success © 2014 VCLConsulting Group, Inc. All Rights Reserved What Does a Facilitator Believe Part 1: Introduction Beliefs The Intellect Of People The Power Of Groups Opinions hold Equal Value Creation Fosters Commitment Conflict Is Manageable Members Are Greatest Assets
- 7. Accentuating Performance Broadening Solutions Charting Success © 2014 VCLConsulting Group, Inc. All Rights Reserved Definition of Roles The methods and procedures How relations are maintained The tools being used The group dynamics The climate The subjects for discussion The problems being solved The decisions made The agenda items The goals Facilitator (Process) Member (Content) Part 2: Conducting Precise Meetings
- 8. Accentuating Performance Broadening Solutions Charting Success © 2014 VCLConsulting Group, Inc. All Rights Reserved Additional Roles Note Taker Takes notes of discussions and decisions Incorporate flip chart notes Minimal participation Role can be rotated Part 2: Conducting Precise Meetings
- 9. Accentuating Performance Broadening Solutions Charting Success © 2014 VCLConsulting Group, Inc. All Rights Reserved Additional Roles Time Keeper Monitors time Reminds group of time Participative in discussion Role can be rotated Part 2: Conducting Precise Meetings
- 10. Accentuating Performance Broadening Solutions Charting Success © 2014 VCLConsulting Group, Inc. All Rights Reserved Additional Roles Recorder Manages flip chart Coordinated with facilitator Removed from discussion Role can be rotated Part 2: Conducting Precise Meetings
- 11. Accentuating Performance Broadening Solutions Charting Success © 2014 VCLConsulting Group, Inc. All Rights Reserved Activity
- 12. Accentuating Performance Broadening Solutions Charting Success © 2014 VCLConsulting Group, Inc. All Rights Reserved Evaluation Methods Method Description Force-field Analysis Strengths, weaknesses and corrections Exit Survey Briefly measures output, use of time, participation, decision making, action plans & organization. 10 questions max Formal Survey Measure same items in exit survey, but in greater detail. 20-35 questions. Part 2: Conducting Precise Meetings
- 13. Accentuating Performance Broadening Solutions Charting Success © 2014 VCLConsulting Group, Inc. All Rights Reserved Sample Agenda Part 2: Conducting Precise Meetings
- 14. Accentuating Performance Broadening Solutions Charting Success © 2014 VCLConsulting Group, Inc. All Rights Reserved High Participation Techniques Part 3: Conducting Productive Meetings
- 15. Accentuating Performance Broadening Solutions Charting Success © 2014 VCLConsulting Group, Inc. All Rights Reserved HPT Through Activities Part 3: Conducting Productive Meetings One-on-One Think Inside the Box MVP Award
- 16. Accentuating Performance Broadening Solutions Charting Success © 2014 VCLConsulting Group, Inc. All Rights Reserved HPT Through Empathetic Responses Part 3: Conducting Productive Meetings Paraphrasing “It sounds like you’re saying . . . “ “I hear you saying . . . “ “Let me see if I understand you . . . “ Explore Further “I understand so far, now tell us more” “What do you mean by . . . “ “How so?” “You said . . . , because . . . ?” Mirroring Speaker: “I like giving two book awards” Facilitator: “Tell us why you like . . .” Stacking “WOW! This topic is stirring a lot of interest. Barry, I saw your hand first, Susan second, and Michael you are third.
- 17. Accentuating Performance Broadening Solutions Charting Success © 2014 VCLConsulting Group, Inc. All Rights Reserved HPT Through Empathetic Responses (cont’d) Part 3: Conducting Productive Meetings Encouraging “Who else has an idea?” “The women (men) have been quiet. Do you have any comments?” “Let’s hear from someone who hasn’t spoken for awhile.” Balancing “Okay, we have heard one position, does anyone have a different position?” “Is there another way to look at this” Making Space “Would you like to speak to this?” “What are your ideas?” “You looked like you wanted to say something.” Magic Wand “If time and money were no obstacle, how could we solve this problem.”
- 18. Accentuating Performance Broadening Solutions Charting Success © 2014 VCLConsulting Group, Inc. All Rights Reserved HPT Through Effective Questioning Part 3: Conducting Productive Meetings IF YOU WANT TO . . . THEN . . . Stimulate everyone’s thinking Direct the question to the group Allow people to respond voluntarily or avoid putting an individual on the spot Ask a question such as “What experiences have any of you had with this issue?” Stimulate one person to think and respond Direct the question to that individual. “How should we handle this, Allen.” Tap the resources of an “expert” in the group Direct the question to that person. “Laura, you have had a lot of experience with this. What would you do in this instance?”
- 19. Accentuating Performance Broadening Solutions Charting Success © 2014 VCLConsulting Group, Inc. All Rights Reserved Redirecting Negative Behavior Four Behavioral Choices: 1. Direct aggression 2. Indirect aggression 3. Submissive 4. Assertive Part 3: Conducting Productive Meetings
- 20. Accentuating Performance Broadening Solutions Charting Success © 2014 VCLConsulting Group, Inc. All Rights Reserved Defining Empowerment Zones Part 4: Conducting Powerful Meetings Zone 1 Management Controlled Team Controlled Management decides then informs staff Zone 2 Management gets team input before deciding Zone 3 Team decides and recommends Zone 4 Team decides and acts
- 21. Accentuating Performance Broadening Solutions Charting Success © 2014 VCLConsulting Group, Inc. All Rights Reserved Decision Options Part 4: Conducting Powerful Meetings Spontaneous Agreement One Person Compromise Multi-voting Voting Consensus Building
- 22. Accentuating Performance Broadening Solutions Charting Success © 2014 VCLConsulting Group, Inc. All Rights Reserved Spontaneous Agreement Part 4: Conducting Powerful Meetings Spontan eous Agreem ent One Person Compro mise Multi- voting Voting Consensu s Building Pros • Fast • Easy • Unites Cons • Too fast • Lack of discussion Uses • When full discussion is not critical • Trivial issues
- 23. Accentuating Performance Broadening Solutions Charting Success © 2014 VCLConsulting Group, Inc. All Rights Reserved One Person Part 4: Conducting Powerful Meetings Spontan eous Agreem ent One Person Compro mise Multi- voting Voting Consensu s Building Pros • Can be fast • Clear account- ability Cons • Lack of input • Low buy-in • No synergy Uses • When one person is the expert • Individual willing to take sole responsibility
- 24. Accentuating Performance Broadening Solutions Charting Success © 2014 VCLConsulting Group, Inc. All Rights Reserved Compromise Part 4: Conducting Powerful Meetings Spontan eous Agreem ent One Person Compro mise Multi- voting Voting Consensu s Building Pros • Discussion • Creates a solution Cons • Adversarial • Win/Lose • Divides the group Uses • When positions are polarized; consensus improbable
- 25. Accentuating Performance Broadening Solutions Charting Success © 2014 VCLConsulting Group, Inc. All Rights Reserved Multi-Voting Part 4: Conducting Powerful Meetings Spontan eous Agreem ent One Person Compro mise Multi- voting Voting Consensu s Building Pros • Systematic • Objective • Participative • Feels like a win Cons • Limits dialogue • Influenced choices • Real priorities may not surface Uses • To sort or prioritize a long list of options
- 26. Accentuating Performance Broadening Solutions Charting Success © 2014 VCLConsulting Group, Inc. All Rights Reserved Voting Part 4: Conducting Powerful Meetings Spontan eous Agreem ent One Person Compro mise Multi- voting Voting Consensu s Building Pros • Fast • High quality with dialogue • Clear outcome Cons • May be too fast • Winners and losers • No dialogue • Influenced by choices Uses • Trivial matter • When there are clear options • If division in group is okay
- 27. Accentuating Performance Broadening Solutions Charting Success © 2014 VCLConsulting Group, Inc. All Rights Reserved Consensus Building Part 4: Conducting Powerful Meetings Spontan eous Agreem ent One Person Compro mise Multi- voting Voting Consensu s Building Pros • Collaborative • Systematic • Participative • Discussion- orientated • Encourages commitment Cons • Takes time • Requires data and member skills Uses • Important issues • When total buy-in matters
- 28. Results achieved :Work completed : Work outstanding : Next steps That was a great meeting. I’m sure I’ll get to my part one of these days! Follow-up Report Essentials
- 29. Accentuating Performance Broadening Solutions Charting Success © 2014 VCLConsulting Group, Inc. All Rights Reserved facebook.com/VCLinc twitter.com/VCLinc www.VCLinc.com (855) 800-0825
Editor's Notes
- #4 Question: Facilitators are involved in the decision making process
- #11 Have a “Park It” Sheet and use a spell check button
- #16 One-on-One: Present topic to entire group. Then ask group to find one partner. One partner should discuss the pros of the topic, while the other partner discusses the cons. After 5 – 7 minutes, ask each group to present information shared. Think Inside the Box: Present a problem to the entire group. Place a small box in the middle of the room. Have each participant write his or her idea on an index card and place it into the box. Once everyone has his or her idea in the box, have each participant draw out a card (hopefully not their own) and share the idea with the group.MVP Award: At the end of the meeting, have group nominate the “Most Valuable Participator” by voting through paper ballot. The MVP is then presented with a small gift (prime parking space, extended lunch hour, MVP trophy).
- #20 Direct aggression: bossy, arrogant, bulldozing, intolerant, opinionated, and overbearingIndirect aggression: sarcastic, deceiving, ambiguous, insinuating, manipulative, and guilt-inducingSubmissive: wailing, moaning, helpless, passive, indecisive, and apologeticAssertive: direct, honest, accepting, responsible, and spontaneous