Facilitation Skills

1. Facilitation Skills

2. What are the key reasons engagements stall and/or fall?

3. How do you get the client to follow through on what they commit to?

4. Action planning does not equal action Reality Check #1

5. Ownership and buy-in drive change Reality Check #2 You cannot drive it for them

6. Good facilitation does not always equal good follow-through Reality Check #3 But it sure increases the chance of success!

7. Conflict and resistance are a normal part of the change process Reality Check #4

8. Phases of Change External Environs Past Future Internal Self

9. Phases of Change External Environs Future Past Internal/Self

10. Your facilitation process has to address conflicting change styles Reality Check #5

11. Conflicting Approaches to Change Deductive people see the big picture and are comfortable moving in the desired direction, trusting the detail will be addressed as needed. Inductive people need a detailed, linear bridge to get from here to there before they will trust enough to take the first step.

12. Inductive vs. Deductive Follow (trust) me! What are you waiting for? Follow you where, how, with whom, why, and when? ?

13. What are the implications of facilitating Inductives? Deductives?

14. Teams are not built. They develop, grow, and improve. Reality Check #6

15. Facilitation Turbo Boost Today’s Objective

16. Blending TOP* with Graphic Facilitation** Techniques *Technology of Participation (TOP) from Institute of Cultural Affairs – www.ica-usa.org **Graphic Facilitation – www.grove.com

17. Tools of Facilitation • Walls • Paper • Sticky notes • Sticky wall • Markers • Whiteboards • Flipcharts • Tape, scissors, etc.

18. Characteristics of Facilitation • Verbal • Non-Verbal • Body Language • Empathy • Patience • Persistence • Focused • Unbiased • You’re not the expert • Safe Environment • Appearance • Flexibility • Plan – be prepared to be flexible

19. Technology of Participation • Group Facilitation Skills • Focused Conversation • Consensus Workshop • Action Planning • Participatory Strategic Planning • Vision • Contradictions • Strategic Decisions • Implementation

20. Graphic Facilitation Models • A picture is worth a thousand words • Visual imprinting enhances memory • Individual contributions create the visual • Sum of parts greater than the whole • “Show and Tell” drives future action

21. Team Performance Model 7 Steps to Success

22. Team Performance Model Orientation Renewal Trust Building High Performance Goal/Role Clarification Implementation Commitment

23. Seven Steps to Team Success • Orientation • Trust Building • Goal/Role Clarification • Commitment • Implementation • High Performance • Renewal

24. Orientation • Mandala • Extra, Extra • Experiential and Rational Aim

25. Identifying the talents of the team Orientation What does this person bring to the team? Peter What does this person bring to the team? What does this person bring to the team? Scott Sue Paul Mark What does this person bring to the team? What does this person bring to the team? Jean Bill What does this person bring to the team? What does this person bring to the team? Have the group contribute something for each person on the team, then discuss.

26. Extra, Extra! Read all about it . . . Orientation Lead Headline Date Published Primary accomplishment Who benefited and why? Implications of success in other areas Stretch targets beyond current success

27. Experiential vs. Rational Aim Orientation As a team, what are we aiming for? Experiential Aim Rational Aim

28. Trust Building • “Needs” List • Diversity University • Group Gift Exchange • Consensus Workshop

29. Needs List Trust Building To feel safe in a group process, I need . . . OR What do people need to feel safe in a group process? Have each person write down their responses to this statement, then share and discuss.

30. Diversity University Trust Building • Behavioral Styles • Drive • Influence • Stability • Compliance Conduct a DISC Success Discovery Process to help the group learn to manage their own behavioral styles and appreciate those of their teammates.

31. Group Gift Exchange Trust Building • Have each person make a list (privately) of the qualities they have that will add to this team. • Collect contributions, place on sticky wall, and read them to the group. • Lead an exchange where gifts are discussed. Refer back to this list when assigning roles and responsibilities.

32. Consensus Workshop Trust Building What are the ideal characteristics of a high performing team? Get the group to identify 3-5 key characteristics that are critical to their success. Use this list when evaluating any future plans.

33. Goal/Role Clarification • Target Framework • Fishbone Variations • Goal Assessment Reality Check • Graphic Game Plan Variations

34. Target Framework Goal/Role Clarification Scott Peter Sue Paul Mark Mission Objectives Jean Bill Individual Goals and Roles

35. Fishbone Diagram Goal/Role Clarification Management Methods Problem or Goal Materials Money

36. Fishbone Diagram Goal/Role Clarification Purpose Plan Problem or Goal People Process

37. Fishbone Diagram Goal/Role Clarification Internal – Team Issues Internal – Company Issues Problem or Goal External – Beyond Control External – Within Control

38. Fishbone Diagram Goal/Role Clarification Labor Materials Problem or Goal Purchasing Inventory

39. Goals AssessmentReality Check Goal/Role Clarification

40. Variables Goal/Role Clarification Review primary objectives/goals to make important vs. essential distinctions. Needed = Essential Wanted = Important Establish clear priorities so that essential items are not compromised. Evaluate if outside resources are an option. Doable = team is capable

41. Strengths & Weaknesses Strengths & Weaknesses • CUSTOMERS $F I NANC I AL End in Mind • Strengths & Weaknesses Strengths & Weaknesses • PEOPLE OPERAT I ONS Opportunities Threats

42. Brainstorming Process Idea/Theme Title Criteria Criteria Criteria Initiatives for CSF #3 Initiatives for CSF #1 Initiatives for CSF #2 Resources Required Ideal outcome derived from this idea Champion Champion Champion Constituents: Who has an impact on this idea or will be impacted by it? Underlying Challenges #’s 1, 2, 3

43. Brainstorming Process Follow-Up Key Question: How can we improve employee satisfaction? Team Building Activities Criteria: Strategically aligned Criteria: Passion Criteria: Easy to implement Resources Required Evaluation Process Revisit strategic plan and look for ways to integrate team building activities into each performance area of the organization Evaluation Process Research team building programs Evaluation Process Survey team members for their ideas on what would improve teamwork Ideal outcome derived from this idea Champion Champion Champion Constituents: Who has an impact on this idea or will be impacted by it? Resources needed for each process

44. Goal/Role Clarification Strategic Plan Title Champion: Champion: Champion: Initiatives for CSF #3 Initiatives for CSF #1 Initiatives for CSF #2 Key Question Benefits CSF #1 CSF #2 CSF #3 Supporting Team Members Underlying Challenges #’s 1, 2, 3

45. Goal/Role Clarification Plan Title Champion: Champion: Champion: Initiatives for CSF #3 Initiatives for CSF #1 Initiatives for CSF #2 Primary Objective Secondary Objective CSF #1 CSF #2 CSF #3 Future Consideration Supporting Team Members 1, 2, 3

46. Goal/Role Clarification Action Plan Title Major Initiatives Target SMART Benefits to us Timing Timing Timing Critical Elements Supporting Team Members

47. Dot Marks the Spot Goal/Role Clarification • Group Interest • Option cat • Option bird • Option alligator • Option eagle • Option dog Gauging interest can help eliminate wasted effort.

48. Sorting a large number of options • Have the group brainstorm ideas. Number them. • Have the group come up with “filters” such as • Easy to implement • Cost savings • Within budget • Helps the customer • Drives process improvement

49. Sample sorting filters:

50. Matrix of Options and Filters Assign a value to each option based on the filter. 10 points is excellent; 1 is not good at all.