Some of the best facilitators are NOT Subject Matter Experts within the topic and scope of the discussion. However, they cannot afford to be subject matter ignorant. They need to be subject matter conversant and understand the terms being used. They must understand the relationship of content to the deliverable, but they do NOT have to have an ‘answer.’

Subject Matter Experts

For example, we facilitated sessions in North America, Europe, and Asia with radiologists and directors of radiology. We supported a manufacturer to help them design their next generation of CT (Computerized Tomography) scanners. While NOT a physicist or radiologist we prepared by understanding the basic and essential principles of operation. We were also highly effective at facilitating discussions around pain points and possible solutions.

Neutrality, curiosity, and willingness to challenge assumptions are far more important facilitator skills than being an expert on the topic. Without the humility that encourages one to ‘seek to understand rather than being understood’, participants will drop out, go quiet, and disengage because they are thinking: “If this person (the leader or facilitator) already has the answer, then why are they seeking out my opinion?”

The better challenge or question may be, “What is the unit of measurement for distinguishing between ‘subject matter expertise’ and ‘subject matter conversant’?” For us, the answer is simple.

Context Preparation

Before the session begins, the facilitator and participants ought to be properly prepared. Optimal preparation includes writing down the meeting purpose, scope, deliverables, and simple agenda before the meeting begins. Make sense? Hopefully, you understand that the facilitator, at minimum, better know the reason for the meeting, WHY it is important (i.e., purpose), WHAT will be covered and NOT covered during the meeting (i.e., scope—that is necessary to prevent meeting scope creep, the number one killer of meetings), WHERE the group is headed (ie, the deliverable or what DONE looks like), and HOW they are going to get there (ie, the agenda or prepared structure).

Therefore the unit of measurement becomes the glossary or lexicon. How much does the facilitator understand the terms being used in the prepared meeting purpose, scope, deliverables, and simple agenda? To what extent does the facilitator’s understanding of those terms harmonize with the understanding of the participants, their culture, and the project team or work that must occur after the meeting concludes? To what extent do the participants share the same or identical meaning of the terms used?

We illustrate this importance by challenging you to explain the difference between a ‘goal’ and an ‘objective’. To us, they are NOT the same thing. We prefer an operational definition suggesting that ‘goals’ are directional and somewhat fuzzy. For example, a mountain climber may have a ‘goal’ of getting some good photographs when they reach the summit. An ‘objective’ however is truly SMART—i.e., Specific, Measurable, Adjustable (our preferred deviation from Deming’s original definition of Achievable), Realistic, and Time-based. For example, a mountain climber may need to be sheltered in a tent and sleeping bag at 3,000 meters by 17:00 before a storm blows in or they risk freezing to death.

Cultural Considerations

Some cultures define ‘goals’ and ‘objectives’ as the opposite of our preference, defining ‘objectives’ as fuzzy and goals as SMART. A good facilitator is agnostic and can use either set of definitions. They also know the importance of determining the optimal definitions BEFORE the meeting begins. They are responsible for controlling the context (i.e., contextual expertise) and not the content (i.e., subject matter expertise).

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Don’t ruin your career by hosting bad meetings. Sign up for a workshop or send this to someone who should. MGRUSH workshops focus on meeting design and practice. Each person practices tools, methods, and activities every day during the week. Therefore, while some call this immersion, we call it the road to building high-value facilitation skills.

Our workshops also provide a superb way to earn up to 40 SEUs from the Scrum Alliance, 40 CDUs from IIBA, 40 Continuous Learning Points (CLPs) based on Federal Acquisition Certification Continuous Professional Learning Requirements using Training and Education activities, 40 Professional Development Units (PDUs) from SAVE International, as well as 4.0 CEUs for other professions. (See workshop and Reference Manual descriptions for details.)

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Facilitation Expert

Terrence Metz, president of MG RUSH Facilitation Training, was just 22-years-old and working as a Sales Engineer at Honeywell when he recognized a widespread problem—most meetings were ineffective and poorly led, wasting both time and company resources. However, he also observed meetings that worked. What set them apart? A well-prepared leader who structured the session to ensure participants contributed meaningfully and achieved clear outcomes.

Throughout his career, Metz, who earned an MBA from Kellogg (Northwestern University) experienced and also trained in various facilitation techniques. In 2004, he purchased MG RUSH where he shifted his focus toward improving established meeting designs and building a curriculum that would teach others how to lead, facilitate, and structure meetings that drive results. His expertise in training world-class facilitators led to the 2020 publication of Meetings That Get Results: A Guide to Building Better Meetings, a comprehensive resource on effectively building consensus.

Grounded in the principle that “nobody is smarter than everybody,” the book details the why, what, and how of building consensus when making decisions, planning, and solving problems. Along with a Participant’s Guide and supplemental workshops, it supports learning from foundational awareness to professional certification.

Metz’s first book, Change or Die: A Business Process Improvement Manual, tackled the challenges of process optimization. His upcoming book, Catalyst: Facilitating Innovation, focuses on meetings and workshops that don’t simply end when time runs out but conclude with actionable next steps and clear assignments—ensuring progress beyond discussions and ideas.