Great meetings include some repetitive characteristics.  A high level of participation frequently indicates the opportunity for a great meeting.  What encourages participation?

We share meeting participation tips with you through the sequence they would occur in a well-conducted meeting; namely the beginning, the middle, and the end (ie, The Wrap).  The following is not meant to be exhaustive, as substantial detail is also found in other blogs.  However, we find the following to rank among the most important items for inciting high levels of meeting participation, collaboration, and today’s focus—ownership.

Ending (aka Review and Wrap) Agenda Step

While meeting participation concludes with the wrap-up or close of each meeting, participation and ownership need to extend back to the project or the other reasons for holding the meeting in the first place.  For example, the term ‘plan’ can minimally be defined with four words—who does what, when.  Ownership of results is clearly important to truly call a meeting, successful.

Review Results

Encouraging Participation — The Wrap

As session leader (ie, frequently referred to as facilitator), conduct a thorough review of the agreed upon outputs.  Do not relive the meeting nor provide a transcription.  Simply focus on the final items of agreement, and not necessarily the rationale behind them.  Ensure that everyone supports the outputs since this is their last chance to speak up. They need to now agree to support the outputs, even if not their favorite, in the hallways and meeting rooms after they leave.  As professionals, you have every reason to expect them to either walk the talk or speak up.  It’s not your responsibility to reach down their throat and pull it out of them.  Ensure that they will both support the output, and not lose any sleep over it.


Based on the expectations and culture of the participants, modify your roles and responsibilities tool to ensure accountability, responsibility, and support for action items that need to be assigned.  Demand that one and only one role accept responsibility since you do not want to allow for the pointing of fingers at the ‘other person.’  If you have followed the suggestions of the first two blogs in this series, assignments comes as no surprise and your participants have already considered whom they feel would be optimal for each of the action items. If necessary, remind them of the holarchial value of their assignments and how completion of the action items will impact their quality of life, income, workload, etc.  If no one steps up, assign it as on ‘open issue’.  Then escalate it back to the executive sponsor or his or her equivalent.


Relevant items captured, typically beyond stop of the meeting, may also be assigned.  North Americans frequently refer to this category as the ‘Parking Lot.’  We prefer the term ‘Refrigerator’ to connote a sense of value, something that can be cooked up into a new meal, rather than a place where stuff goes to rust.  While covered in created detail in BLOG, do NOT ask, “Who will be responsible for this (ie, open item)?”  Rather, ask “Who will take the point of communications and report back to this group on the status of this (ie, open item)?” Again, if no one steps up, assign it as on ‘open issue’ and escalate it back to the executive sponsor or their equivalent.

Communications Plan

Ensure that your participants now sensibly and similarly communicate with others the results of the meeting.  Make sure it sounds like they were in the same meeting together.  Build consensus around “If you encounter your superior at lunch, and they ask you for an update, what will you tell them we accomplished in this meeting?”  Secondarily consider other stakeholders that may be affected by the meeting outputs, “If you encounter a stakeholder in the hallway, and they ask you for an update, what will you tell them we accomplished in this meeting?”  Do not underestimate the value of this activity.  Groups that claim to have consensus may discover based on their interpretation that significant difference remain.  The best time to resolve these differences is right now, before the meeting adjourns.


Ask them how you did and obtain their ownership over the fact that their input can help make you a better session leader.  To allow for anonymity, ask them to jot down on separate Post-it Notes, at least one aspect they liked and one aspect they would have changed for the meeting.  Have them mount their notes using Plus/ Delta as they exit the meeting, either using easel(s) or white board to label your titles.


Finally, MG RUSH professional facilitation curriculum focuses on providing methodology. Each student thoroughly practices methodology and tools before class concludes. Some call this immersion. We call it the road to building impactful facilitation skills.

Become Part of the Solution While You Improve Your Facilitation, Leadership, and Methodology Skills

Take a class or forward this to someone who should. MG RUSH Professional Facilitation Training provides an excellent way to earn up to 40 SEUs from the Scrum Alliance, 40 PDUs from PMI, 40 CDUs from IIBA, and 3.2 CEUs. As a member of the International Association of Facilitators (IAF), our Professional Facilitation Training aligns with IAF Certification Principles and fully prepares alumni for their Certified Professional Facilitator designation.

Furthermore, our Professional Facilitation curriculum immerses students in the responsibilities and dynamics of an effective facilitator and methodologist. Because nobody is smarter than everybody, attend an MG RUSH Professional Facilitation, Leadership, and Methodology workshop offered around the world, see MG RUSH for a current schedule.

Go to the Facilitation Training Store to access our in-house resources. You will discover numerous annotated agendas, break timers, and templates. Finally, take a few seconds to buy us a cup of coffee and please SHARE.

In conclusion, we dare you to embrace the will, wisdom, and activities that amplify a facilitative leader.

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Facilitation Expert

Terrence Metz, CSM, PSPO, CSPF, is the Managing Director of MG RUSH Facilitation Training and Coaching, the acknowledged leader in structured facilitation training. His FAST Monthly Facilitation blog features over 300 articles on facilitation skills and tools aimed at helping others lead faster, more productive meetings and workshops that yield higher quality decisions. His clients include Agilists, Scrum teams, program and project managers, senior officers, and the business analyst community among numerous private and public companies and global corporations. As an undergraduate of Northwestern University (Evanston, IL) and MBA graduate from NWU’s Kellogg School of Management, his professional experience has focused on process improvement and product development. He continually aspires to make it easier for others to succeed.

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  1. Thanks Terrence. The wrap up for me is the most challenging part of a workshop. Mainly because I am by then impatient for the end. My strategic planning workshop is next week so I will use the steps outlined to slow down the wrap up and have an effective end to the workshop.

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