Our students have clamored for a quick-reference checklist of the most important facilitation Do’s and Don’ts. In response, we bring you the brief, yet powerful, list below (alpha-sorted by the highlighted term or phrase).
Please note that the highlighted facilitation do’s and don’ts are linked to articles that provide additional examples, evidence, and supporting rationale.
|Active listening; especially learning to repeatedly reflect WHY somebody said something or WHY the facilitator is doing something.||Don’t allow arguments and discussions to go around you, as facilitator. Make them go through you and provide frequent and thorough reflection so that everyone is driven to understand the same evidence.|
|Annotated agenda; both visualizing and documenting what needs to be done and said in advance, especially instructions for the methodology and tools you plan to use.||Don’t assume that everyone understands the same thing based on the terms being used. Filters and biases cause twisting and you are better off to assume that rarely do you have consensual understanding, even when participants claim to agree.|
|Teach your participants the components of high-quality decision-making and illustrate using a decision-matrix:
||Stop cheerleading and judging content to the positive such as “great idea” or “I like that.” Dr. Thomas Gordon (Harvard) proved that judgments or affirmation to the positive can actually be more injurious to group participation than critical or negative comments.|
|Put the MG RUSH Definition Tool in your hip pocket and use it regularly, recalling the five activities it demands, namely:
||Don’t forget the MG RUSH 3-step method for resolving conflict:
|Know what DONE looks like; nothing can save a leader when they don’t know where they are going. Codify your deliverable and share it, before the meeting begins. Others may call it “right-to-left thinking” or “start with the end in mind.”||Don’t rely on “one size fits all” and overuse the same tool (e.g., PowerBalls). Decision-making ranges from the simple to the complicated through the complex, and extends from the qualitative through the quantitative—so use the most appropriate tool in your specific situation.|
|Value the importance of focus and perspective. The hardest thing to do with a group of smart people is to get them to focus on the same thing at the same time. Remove all distractions so that focus is all that remains.||Avoid using the first person singular, specifically the terms “I” and “me.” Avoid too many thank-you’s and self-references such as “I think”, “I want”, and “I believe.”|
|Connect the dots; provide a holarchial explanation that quantifies the importance and impact of your meeting, typically measured in terms of investment at risk (e.g., $$$) and/ or FTP (full-time person).||Don’t permit groupthink and reliance on habits and patterns of the past. “We’ve always done it this way” will not persist forever. Incite them to understand that change can be proactive or reactive.|
|7:59AM preparation and interviews. No facilitation class in the world will make you successful when you show up unprepared.||Don’t forget or skip the MG RUSH professional 7-activity Introduction and 4-activity Review and Wrap. Consider rehearsing the introduction so that the meeting begins smoothly, thus giving participants confidence.|
|Rhetorical precision becomes increasingly important, the more complicated the topic or scope of discussion. Monitor your rhetoric.||Don’t permit discussion and comments when you are in a listing mode. Brainstorming demands that during ideation, there should be no discussion. The facilitator is normally the first person to violate this principle.|
|Stress roles in the meeting that all participants are equals, regardless of title or tenure in the hallway. Then treat everyone the same, and don’t be deferential to “executives.”||Don’t lead a meeting without first sharing the purpose, scope, deliverables, and simple agenda, preferably in writing and preferably shared with participants before the meeting or workshop begins.|
|Structure your discussion to avoid asking for the deliverable; rather asking for parts of the deliverable that aggregate to the meeting or workshop deliverable. Remember the mathematical expression: Y = f(X) +(x) + (x) and ask about the little “x’s” , not the “Y” or even the large “X’s”.||Don’t string on virtual participants at the end. Put them in a virtual seating arrangement up front, and call on them first, not last. Also, enforce a protocol even among the live people so that virtual participants know who is speaking.|
|WHY before WHAT before HOW; always build consensus around the purpose of something before beginning your analysis and solution development.||Don’t discount the value of visual feedback. Remember that more is better and it is easier to edit stuff ‘out’ of your final documentation than it is to fully remember what was said. Capture verbatims and edit later.|
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.
Use the magnifying lense in the upper right to quickly search other content relative to leadership, facilitation, and methodology (tools). Go to the Facilitation Training Store to access additional resources. You will discover numerous annotated agendas, break timers, and helpful 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.