Imagine you have been asked to facilitate a team workshop. There are many definitions for the word ‘facilitation’. In this case I refer to it as ‘helping to people to channel their strengths and energies towards achieving a specific goal’. Bearing this in mind, let’s explore how you can practise the art of facilitation with the team.

1) You can clarify the required philosophy of facilitation.

Whilst the principles of facilitation often remain similar, the practice can differ from case to case. So it is vital to check with the key ‘sponsors’ – the key people who are hiring you – to clarify the goals and guidelines achieving these during the session. As ever, you can ask the key questions: the ‘what, why, how, who and when’. Let’s consider how you might explore these with the sponsors.

* The ‘What’.

You may ask: “What is the goal of the session? What are the real results you want to achieve? What are the specific things you want people to be feeling, thinking and saying after the session? What for you will make it a successful session? What are we expected to ‘produce’ in the session, for example, a sense of motivation, common agreement, clear vision, road map, specific action plan or whatever? What will then happen as a result of the session? What is the longer term picture of success? Bearing these things in mind, let’s agree on the goals for the session.”

* The ‘Why’.

You may ask: “What will be the benefits of achieving the goals? What are the potential pluses – for the team, colleagues, customers and other groups? What are the potential minuses? Can you tell me a bit about the history of the team – and other factors – that have brought you to this point? What are the challenges facing the team? How will the team eventually be measured by its sponsors? What must it do to deliver success? Are there any other factors that I need to know about?”

* The ‘How’.

You may ask: “Bearing in mind the team’s characteristics – it’s strengths and weaknesses – and my style, are there are any key principles you want me to follow to ensure we reach the goals? Certainly I will use my expertise, but are there any particular ‘Dos and Don’ts’. As you know, it is good to build on what people have in common. So what do people already agree on? What might be the differences? Have you any views on: a) How people can build on what they have in common? b) How it may be possible to find solutions to any differences; c) What may be the specific topics where, despite attempts to find agreement, you or other key people may simply need to make a decision? Is there anything else you want to say about ‘how’ we conduct the session?”

* The ‘Who’.

You may ask: “Who are the different people in the team? What are their specific roles? What are the professional goals? What are they individual strengths? What are their weaknesses? What are their individual learning styles? What are their specific interests – business, sports, the arts or whatever? What are they likely to do during the session? Who is actually accountable for delivering what in the team? Who will make the key decisions regarding the strategies for delivering the team goals? I am sure we can reach the goals, for the sake or clarity, however, let’s reaffirm the roles that: a) You want to play in the session; b) You want me to play in the session. Who will then be following up the work that is done during the session? What will they need to deliver?”

* The ‘When’.

You may ask: “When will the actual session be held? What will be the time frame? What is the location like? Can we get all the materials required for the facilitation? When will people be informed about the session and it’s the goals? Will they be crystal-clear on the agenda? Will they have done any homework? Looking at our success criteria: What are the specific things that will be happening that will show we have achieved the goals for the session?”

You may then summarise the discussion by saying: “Looking at what you want to achieve, here is a potential framework for the day. Is there anything you would like to add or change? Bearing this in mind, I will send an email confirming the goals and timetable. Let me know if you have any further thoughts or want more information. Otherwise I will see you on the day. Is that okay?”

Collecting the information, you will clarify several things in your head. First, you will clarify the goals. Second, you will clarify the ‘controllables’. During the day you can only build on what you can control and manage what you can’t. Third, you will clarify the ‘Dos and Don’ts’ for running the session. Fourth, you will clarify your plan of action for running the session. This will include, for example, welcoming people; confirming the agreed goals; making clear contracts about your role and their roles; employing certain exercises; and being clear on how you can guide people to success.

Rehearsing the day in your head, you will anticipate the potential challenges and find solutions. Feeling you have done what you can, you will relax and look forward to the session.

2) You can practise the facilitation.

Before setting out for the day, rehearse again the shorthand versions of the ‘what, how and when’. Try completing the following sentences.

Getting to the venue, do everything possible to create the setting for success. After welcoming people, hand-over to the team leader – or other key sponsor – to set the scene for the day. Here is a brief overview of the steps you can then take to enable people to channel their talents toward achieving the goals. You may find it useful:

* To confirm the goals for the session.

People need to know what the session will and won’t cover. They also need to know what it is and isn’t about.

* To make clear contracts about everybody’s roles.

Explain your own and the participants’ roles and responsibilities for reaching the goals.

* To clarify the ‘rules for the session’.

For example, one person to speak at a time; respecting other’s views; seeking to understand what the person is saying before responding; clarifying the real results to achieve; brainstorming creative solutions; solving conflicts by saying things like: “How can we, as far as possible, get a ‘win-win’?”

* To be a good model as a facilitator by demonstrating these skills in your own behaviour.

* To focus on the first topic to explore.

People need context so, if appropriate, show how tackling this topic will help towards achieving the overall goals.

* To facilitate exercises, discussions and models that enable people to use their energies and talents to reach the goals.

For example, you can use approaches like the 5C model for creative problem-solving.

* To show respect for people’s strengths, styles and contributions.

As the facilitator, your role is to enable people to channel their energies and talents to achieve the goal. Certainly it is okay to provide stimulating input at certain points – such as summaries, models and tools. But your main role is to facilitate their efforts and help them to achieve ongoing success.

(You may also be working with the team in other roles – such as a mentor – but in this situation you are acting as a facilitator. If you want to step out of that role in the session, position this by saying something like: “I am now going to step out of my role as a facilitator for a moment and take the role of ____ then I will go back into the role.”)

* To encourage people to build on their areas of agreement.

For example, to say things like: “So let’s clarify the 80% or so that we agree on. We can then find solutions to the differences.”

* To build on solid ground and develop a sense of success in the session.

For example, by saying things like: “So what have we achieved so far? What have we agreed on?”

* To build on what people have achieved in the session and move the conversation forward.

For example, by saying: “What are the key topics we now need to explore? Which one do you want to tackle first?”

* To keep connecting with the key sponsors.

Ensure they are happy with how things are going and, where necessary, make alterations to ensure the session achieves its goals.

* To, within your role as facilitator, do whatever is necessary to guide the team to success.

* To conclude the session by handing over to the key sponsor to outline the next steps.

Facilitating the session also calls: a) For being fully present and ‘hands-on’ – listening carefully to what people are saying and building on their contributions; b) For being able to ‘helicopter’ above the group to see the patterns and ensure the process is on track towards reaching the goals. You will then do everything possible to help people to achieve their picture of success.

3) You can create a ‘product’ from the facilitation.

The session will probably result in some kind of ‘outcome’. This could be, for example, a clear vision; a strategic plan; a piece of written work, such as a brochure; an ongoing development programme; or whatever. If appropriate, as part of the facilitation service you can offer to write-up the session’s output or contribute in others ways to the required ‘product’. Creating something tangible after the session makes it more likely that people will also produce tangible results. Offering to help with this process may move you on from providing pure facilitation skills to delivering other services.

There are, of course, many ways to be a good facilitator. So try tackling the exercise on this theme. First, describe a specific situation where you want to be a facilitator. This could be working with a team or with an individual. (The example given in the article is that of a team, but you can adapt the principles to working with individuals.) Second, describe how you can enable the people – or the individual - to channel their energies and talents towards achieving their goals. Try completing the following sentences.

The specific situation where I
want to be a good facilitator is:

*

The specific things I can do to be a good facilitator and
help the people – or person – to reach their goals are:

*

*

*

There are many people who provide excellent facilitation services. David Pilbeam, co-founder of The Talent Network, is one of the best. You can reach David at the link below. Great facilitators enable people to strengths and energies to achieve ongoing success.

David Pilbeam

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