by Facilitation Expert | Jan 16, 2025 | Communication Skills, Facilitation Skills, Managing Conflict, Meeting Structure
From chaos to clarity, consensus mastery demands facilitators to fortify the quality of decisions, plans, and solutions. As the facilitator, review both the “human” and “technical” contributors of consensual decision-making.
During preparation, build a facilitator’s edge that combines empathy, data, and meeting design to improve decision quality. Carefully review the following factors when you lead meetings and workshops that rely on you to reinforce decision quality.
Consensus Mastery Embraces Human Dynamics that significantly influences your effort to facilitate collaboration, trust, and decision-making:
- Change management relies on conflict resolution, cultural competence, and facilitation to manage diverse teams effectively.
- Conflict resolution and cultural competence require facilitation to build trust and understanding, critical components of equitable decisions.
- Decision psychology impacts facilitation by identifying biases and emotional dynamics.
- Facilitation unites these elements by creating a structured environment that supports collaboration.
Human dynamics require a comprehensive framework to manage the complexities of building consensus in professional settings, ensuring that decisions are inclusive, actionable, and impactful.
Facilitating Consensus: From Chaos to Clarity
- Change Management skills will clear communication barriers, reduce resistance, enable swift adaptation, and help translate aspirations into tangible outcomes:
- Communicating decisions to stakeholders effectively ensures that everyone understands the rationale and implications of decisions while fostering trust.
- Securing buy-in to outcomes aligns diverse stakeholders around a shared vision, critical for sustaining long-term project success.
- Transitioning from agreement to action bridges the gap by ensuring execution, momentum, and accountability.
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- Conflict Resolution tools minimize disruption, preserve relationships, and generate solutions that satisfy the diverse needs of stakeholders:
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- Reaching integrative, win-win solutions without compromising fosters equitable outcomes and long-term collaboration.
- Turning conflict into opportunity transforms disputes into a productive space for innovation and creativity.
- Transforming productive conflict into constructive agreements helps accelerate collaboration while addressing differing perspectives.
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- Cultural Competence is evidenced by high-performance teams that are inclusive, ethical, and representative of varied perspectives:
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- Adapting decision methods across multicultural teams ensures inclusivity and relevance while respecting diverse cultural norms and values.
- Addressing diversity, equity, and inclusion helps promote fairness and prevent marginalization.
- Building psychological safety encourages full participation and enables team members to contribute openly, unlocking collective intelligence.
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- Decision Psychology and Behavioral Economics can improve the quality and equity of decisions by addressing subconscious influences and promoting rational, collective outcomes:
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- Leveraging a common purpose improves balance and mitigates the impact of dominant voices by encouraging a broader range of inputs.
- Managing groupthink and fostering diverse perspectives prevents decision-making pitfalls and promotes innovation.
- The role of emotions and trust in influencing group alignment recognizes the human factors underpinning collaboration.
- Understanding cognitive biases enables facilitators to counteract errors like anchoring or confirmation bias, leading to more robust decisions.
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- Facilitation Skills create an environment where collaboration flourishes, enabling groups to navigate complexity and arrive at high-quality, consensus-driven decisions:
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- Neutrality and managing facilitator bias safeguard the integrity of the decision-making process, ensuring all voices are respected.
- Structuring meetings for efficiency and effectiveness saves time and maintains focus, which is especially crucial in high-stakes environments.
- Techniques to promote active listening and shared ownership of decisions build trust and ensure that everyone feels heard and invested in outcomes.
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Consensus Mastery Relies on Technical and Analytical Components that influence decision-making in complex environments where precision, efficiency, and adaptability are paramount:
- Collaborative Technologies streamline communication and decision-making processes. Technology supports efficiency and analytical rigor by providing centralized platforms for data visualization, idea generation, and real-time feedback. These tools also enhance engagement and creativity, which are vital in tackling complex challenges.
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- Best practices for hybrid or remote collaboration ensure inclusivity and equal participation, reducing barriers for distributed teams.
- Digital tools for shared planning, virtual consensus, and real-time collaboration (e.g., Miro, MURAL, Trello) enable structured workflows, centralized information sharing, and synchronous/asynchronous decision-making.
- Gamification supports innovative methods that maintain focus, encourage participation, and foster creative problem-solving.
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- Data-driven and Evidence-based Decision-making approaches ensure decisions are backed by credible evidence and logical analysis, improving their reliability and acceptance. When combined with visualization, evidence-based methods make complex data more accessible and actionable, enabling teams to navigate uncertainty with confidence.
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- Balancing quantitative analysis with qualitative insights ensures that decisions use robust data while remaining adaptable to human factors.
- Gathering, analyzing, and visualizing data galvanizes consensus by making evidence accessible and comprehensible to all stakeholders.
- Using innovative options helps simplify complex scenarios by focusing on actionable insights that help prioritize evidence-based factors.
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- Structured Decision-making Frameworks use disciplined meeting designs that guide people through complex decision-making. By offering repeatable and transparent agenda steps and tools, professional facilitation enhances consistency, reduces biases, and ensures that decisions are aligned with organizational objectives and risks.
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- Facilitation Tools like Decision Matrices, Perceptual Mapping, and Weighted Criteria provide structured tools to compare options, prioritize objectives, and align decisions with strategic aims.
- Headsets or Frameworks like Agile, Lean, and Design Thinking provide iterative and flexible approaches that address dynamic and uncertain conditions surrounding complex decisions.
- Risk analysis and scenario planning anticipate potential challenges and consequences, reducing vulnerabilities and improving preparedness.
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Consensus Mastery Leverages Strategic and Long-term Thinking to ensure that complex decisions align with broader objectives, anticipate future challenges, and account for interconnected impacts. Here’s how:
- Shared Vision creates a foundation by defining what success looks like in the long run.
- Scenario and Contingency Planning operationalize the vision by preparing for uncertainties and aligning actions with sustainable outcomes.
- Systems Thinking ensures that decisions respect the complexity of ecosystems, enabling balanced and informed strategic choices.
By leveraging strategic input, facilitators can guide teams to make decisions that are visionary, resilient, and systemically sound, laying the groundwork for sustained success.
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- Building a Shared Vision provides a strategic compass, guiding decision-makers toward outcomes that support long-term success. Shared vision unifies stakeholders, mitigates conflicts, and ensures that short-term actions do not undermine future objectives.
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- Balancing short-term trade-offs with long-term impact enables stakeholders to weigh immediate needs against future opportunities, ensuring decisions are both pragmatic and forward-looking.
- Crafting compelling narratives to unite stakeholders unifies diverse perspectives around common goals, fostering alignment and sustained commitment.
- Establishing a common purpose and aligning decisions with organizational values ensures results that reinforce the mission and culture of the organization, creating consistency and coherence over time.
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- Scenario and Contingency Planning empower organizations to navigate uncertainty with agility. By facilitating open discussions about risks and opportunities, decision-makers can make informed, adaptable, and sustainable choices that account for a range of potential futures.
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- Assessing the implications of decisions on stakeholders and the organization ensures that long-term ripple effects are considered, reducing potential risks.
- Preparing for uncertainties through “what-if” scenarios enhances organizational resilience by exploring possible disruptions and developing proactive strategies.
- Prioritizing options with long-term sustainability in mind shifts the focus from reactive decision-making to proactive, value-driven choices.
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- Systems Thinking ensures decisions are holistic and adaptive, recognizing the complexity and interdependencies inherent in modern professional environments. It minimizes unintended consequences and maximizes positive impacts across the entire business ecosystem.
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- Addressing the interconnectedness of decisions across business ecosystems ensures that decisions are not made in isolation but consider the broader context of stakeholders, industries, and communities.
- Identifying unintended consequences of decisions reduces risks by surfacing hidden dependencies or vulnerabilities.
- Modeling feedback loops and leverage points enables decision-makers to identify small changes with outsized impacts, optimizing long-term outcomes.
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Consensus Mastery Creates Practical Application and Execution to ensure that decisions are executed effectively, ethically, and adaptively, balancing stakeholder alignment with moral responsibility.
- Consensus Metrics provide a real-time pulse on team alignment and progress.
- Ethical Decision-Making ensures that actions taken are effective, responsible, and sustainable.
- Iterative Decision-Making embeds flexibility and continuous improvement into the execution process.
Together, they:
- Enable responsive and transparent execution by tracking and resolving dissent.
- Foster responsibility and trust through ethical alignment among stakeholders and societal values.
- Build resilience and adaptability by incorporating feedback and iterative refinement.
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- Consensus Metrics enable decision-makers to maintain clarity and cohesion throughout implementation. By monitoring and resolving dissent in real time, metrics ensure that decisions stay on track, fostering trust and collaboration among stakeholders.
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- Identifying areas of dissent and resolving them efficiently ensures smoother execution by addressing misalignments before they escalate into significant issues.
- Tools for monitoring performance during execution (e.g., dashboards, surveys, OKRs) provide transparency and accountability, keeping teams aligned with agreed-upon goals.
- Tracking alignment and commitment reinforces stakeholder engagement and highlights areas needing recalibration, ensuring sustained momentum.
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- Ethical Decision-Making ensures that organizations navigate complex environments with integrity. By prioritizing fairness, inclusivity, and responsibility, ethical facilitation builds stakeholder loyalty, mitigates reputation risks, and aligns decisions with long-term organizational and societal goals.
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- Balancing profit motives with societal and ethical concerns safeguards organizational reputation and ensures decisions align with broader societal values.
- Building frameworks for ethical risk assessment identifies potential moral dilemmas, allowing proactive mitigation of ethical risks.
- Incorporating stakeholder analysis and corporate social responsibility ensures that decisions reflect the interests of diverse groups, fostering trust and long-term sustainability.
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- Iterative Decision-Making enhances organizational agility, allowing teams to refine strategies based on real-world outcomes. Iterative decision-making minimizes the risks of large-scale failures and ensures continuous alignment with evolving circumstances and goals.
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- Building iterative cycles enables adaptation and flexibility for organizations to respond to changing conditions without sacrificing long-term objectives.
- Emphasizing feedback loops and continuous learning fosters a culture of improvement, ensuring that each decision informs and enhances future ones.
- Using small-scale experiments or pilot programs minimizes risk by testing assumptions and refining solutions before full-scale implementation.
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Consensus Mastery and Facilitation require more than understanding the ‘what’—it’s about mastering the ‘how.’ Building consensus demands a unique blend of human-centric techniques and structured analytical tools to ensure inclusivity, rigor, and actionable outcomes. Take the first step toward transforming your facilitation skills: identify where your organization or team faces the greatest challenges by cross-referencing these factors as you plan your next meeting or workshop. Ready to elevate your impact? Join our Professional Workshop to gain hands-on insight, practice, and feedback, empowering you to lead with confidence and achieve lasting results. Click here to secure your spot today!
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Our workshops also provide a superb way to earn up to 40 SEUs from the Scrum Alliance. Also receive 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. Finally, receive 4.0 CEUs for other professions. (See workshop and Reference Manual descriptions for details.)
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With Bookmarks no longer a feature in WordPress, note the following for your benefit and reference.
Terrence Metz, MBA, CSM, CSPF, PSP01, HTTO1, is the Managing Director of MG RUSH Facilitation Leadership, Training, and Meeting Design, an acknowledged leader in structured facilitation training, and author of “Meetings That Get Results – A Facilitator’s Guide to Building Better Meetings.” His FAST Facilitation Best Practices blog features nearly 300 articles on facilitation skills and tools aimed at helping others lead meetings that produce clear and actionable results. 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 an 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.
by Facilitation Expert | Nov 4, 2024 | Communication Skills, Facilitation Skills, Leadership Skills, Managing Conflict, Meeting Structure
Imagine a Super Bowl without neutral referees or a courtroom without impartial judges. Similarly, envision a high-stakes meeting, aimed at driving strategic decisions and achieving consensus, without neutral facilitation led by a neutral facilitator. The parallels are clear—without neutrality, the entire process is at risk.
For business professionals leading complex, multi-stakeholder meetings, neutrality is the foundation of effective facilitation. In this article, we’ll explore the value of neutral facilitation, its core principles, and how it can transform your meetings. This isn’t just theory; these practices can be immediately applied to improve meeting dynamics, drive clarity, and lead to actionable results. Whether you’re a seasoned executive or a project lead, embracing neutral facilitation will enhance your ability to lead productive, purpose-driven discussions.
The Critical Role of Neutral Facilitation in Business Meetings
Neutral Facilitation = No Judgments
At its heart, neutral facilitation is about creating an environment where all participants feel heard, respected, and engaged. It converts subjective perspectives into objective facts, allowing teams to make decisions based on shared understanding rather than individual bias. Neutrality not only promotes trust but also increases participation, ensuring that the best ideas emerge from a balanced discussion.
In complex settings—where decisions affect multiple stakeholders, departments, or even entire markets—neutral facilitation becomes essential. By staying neutral, facilitators maintain focus on the process rather than the outcome, allowing participants to align around the best path forward collaboratively.
What Does Neutral Facilitation Look Like?
The essence of neutrality lies in non-judgment and non-partisanship. This means that as a facilitator, you should:
- Encourage All Viewpoints: Neutrality requires that you give equal weight to all perspectives, supporting an inclusive environment where diverse opinions drive richer discussions.
- Focus on Process, Not Content: Effective facilitators guide participants through the process without steering the content. This keeps the facilitator out of the debate, preserving their role as an unbiased leader.
- Avoid Offering Personal Opinions: Participants rely on the facilitator to maintain objectivity. Sharing your views, even subtly, can undermine trust and sway the conversation.
- Be Mindful of Non-Verbal Cues: Neutrality isn’t just verbal. Body language, tone, and even facial expressions can inadvertently reveal a bias. Aim for a balanced tone that conveys acceptance and openness.
Applying Neutrality Across Different Contexts
Neutrality as a principle spans various fields, each lending a unique perspective on its meaning. In business facilitation, neutrality parallels some of the following areas:
- Mediation and Arbitration: Like an arbitrator, facilitators serve as objective guides, ensuring all sides have a fair opportunity to express their views without influencing the decision.
- Balanced Chemistry (pH): Just as neutral substances maintain a pH of 7, facilitators maintain equilibrium, allowing the meeting to flow naturally without forcing outcomes.
- Conflict Zones and Nonpartisanship: In high-stakes settings, neutrality serves as a stabilizing force, ensuring no one perspective dominates over another.
The Risks of Non-Neutral Facilitation
Neutrality isn’t just a “nice-to-have”; it’s essential. For instance, federal mediators in the U.S. face strict standards of neutrality, and any bias can have serious repercussions. In a business context, a lack of neutrality risks polarizing participants, diminishing trust, and reducing engagement.
Consider the experience of an alumnus who facilitated sessions with the Joint Chiefs of Staff. Even the highest-ranking officials left rank and title at the door to engage freely in these sessions, trusting the facilitator’s neutrality as the anchor of productive dialogue.
How to Remain Neutral: Practical Techniques for Facilitators
- Keep Language Inclusive: Use “we” instead of “I” to reinforce collective ownership. This simple shift minimizes ego-driven conversations and encourages team alignment.
- Depersonalize Content: Frame ideas in terms of “their” or “your” work instead of claiming ownership. This maintains focus on the participants’ contributions and fosters a collaborative atmosphere.
- Use Questions to Guide: Instead of stating, “I think we should…,” reframe it as, “What if we…?” This subtle shift maintains the facilitator’s neutrality and empowers participants to respond or contribute.
- Actively Encourage Participation: Neutrality allows quieter voices to contribute without fear of judgment. Proactively invite input from all participants, and use our “tips” for securing input from ‘quiet people’.
- Signal Neutrality from the Start: At the beginning of the session, clearly state your role as a neutral facilitator and invite participants to help maintain this balance. This sets expectations and gives permission for participants to respectfully remind you if neutrality slips.
Managing Challenges to Neutrality
Avoid Prison with Neutral Facilitation
Even the most experienced facilitators may encounter moments where neutrality feels compromised. When this happens, pause the meeting, take a break, and recalibrate. Transparently communicating the commitment to neutrality reinforces trust. If necessary, empower the group to keep you accountable, signaling your dedication to impartiality and the process.
Neutral Facilitation for Project Managers and Product Owners
While managers or owners may ultimately need to render a decision, they can still facilitate neutrally up to that point. Neutral facilitation helps build consensus, empowers teams, and ensures decisions are grounded in collective insights. As a meeting leader, you can:
- Passionately Champion the Method, Not the Content: Stay invested in the process, driving enthusiasm around collaboration without aligning with a particular outcome.
- Engage Expertise in Advance: Share essential information before the session, enabling participants to form opinions based on knowledge, not influence.
- Present Ideas as Questions: Guide the conversation by asking for feedback on options rather than prescribing solutions.
Ultimately, neutrality is a discipline. It may require stepping back from personal convictions, but in return, it provides a foundation of trust, inclusivity, and high-quality decision-making.
Unlocking the Power of Neutral Facilitation
For any leader responsible for guiding teams, mastering neutral facilitation is transformative. When facilitators remain neutral, participants feel empowered to contribute, the group aligns around shared objectives, and the potential for innovative, collaborative solutions soars. Whether you’re facilitating a small team meeting or a large cross-functional session, neutral facilitation enhances your ability to lead with clarity and confidence.
Are you ready to elevate your facilitation skills and unlock the full potential of your meetings?
If you’re ready to take your meeting leadership skills to the next level, consider a structured training program in neutral facilitation. With targeted curriculum and practical techniques, you’ll gain the expertise to guide complex, multi-stakeholder conversations with ease, ensuring every meeting fulfills its purpose and drives actionable outcomes.
Transforming Meetings into Productive Powerhouses: Mastering Meeting Leadership, Facilitation, and Design
We get it. Few things are as frustrating as a meeting that drags on without clear outcomes, only to end with the promise of yet another meeting. That’s why we’re passionate about empowering professionals to lead meetings and workshops that deliver impactful, actionable results—sessions that people look forward to attending because they know their time will be used wisely and productively.
In the business world, where schedules are packed and demands are high, finding the right training to elevate meeting skills can be challenging. Yet, without this foundational instruction, people often feel less confident in both the purpose and effectiveness of their sessions. That’s why we’ve created a comprehensive curriculum based on proven best practices, meeting tools, and design criteria, all developed over more than 15,000 hours of training. Our approach has helped over 4,000 professionals worldwide become highly effective meeting leaders and facilitators, both in person and virtually.
Why Professional Facilitation Becomes More Compelling Every Day
- Essential Skill for Real-World Challenges: In nearly every facilitated session, unresolved conflicts or differing perspectives can arise, leading to slow decision-making or disengagement. Trainees recognize that skillfully handling these situations allows them to maintain momentum and prevent derailment.
- Foundational to Consensus-Driven Outcomes: Facilitators trained in consensus-building and conflict-resolution techniques are better equipped to create a *zero-distance* mindset between participants, fostering collaborative ownership of solutions. This speaks directly to achieving high-quality, collective decisions rather than compromises.
- Versatile Application Across Settings: The techniques learned in conflict resolution and consensus-building apply to various environments, from project management meetings to innovation workshops, planning sessions, and team alignment efforts. Candidates see immediate applicability across different facilitation settings.
Integrating Team Leadership, Facilitation, and Meeting Design Skills
Meetings are a significant investment of time and resources. When they’re unproductive, they drain morale, reduce efficiency, and miss opportunities for team growth and strategic advancement. And yet, despite how common meetings are, structured training on how to lead them effectively remains rare. Our curriculum focuses on three essential areas—WHY, WHAT, and HOW—to develop behavioral skills that transform meetings into highly productive and valuable experiences.
1. WHY — Leadership Training for a Clear Vision:
Meeting success starts with clarity of purpose. Effective meeting leadership ensures we begin with the end in mind: “Why are we meeting? What does “DONE” look like?” With this clear line of sight, facilitators guide the group confidently toward tangible results. Even the best facilitators can stumble without a well-defined goal, while a meeting leader with a clear objective can lead a productive session even in challenging circumstances.
2. WHAT — Facilitation Skills to Drive Effective Actions:
Once the purpose is clear, facilitation skills come into play. Facilitation isn’t just about guiding conversation; it’s about establishing the behaviors and interactions that make the session productive. Many of us have developed unproductive meeting habits over time. Changing these behaviors requires practice, immersion, and a structured approach that goes beyond passive learning. Our curriculum emphasizes active participation and practice, helping facilitators build effective habits and instill a collaborative mindset among participants.
3. HOW — Meeting Design to Chart a Path from Start to Finish:
With the purpose and facilitation skills in place, meeting leaders need a roadmap: “How will we achieve our goals?” Designing an agenda and guiding participants from the introduction to the final wrap-up demands preparation. While there’s often more than one ‘right’ way to design a meeting, there is one clear pitfall—a lack of planning. Our training emphasizes flexible but structured approaches to meeting design that enable leaders to navigate discussions smoothly and confidently, ensuring each session reaches its full potential.
Challenge for You
How can you foster a truly collaborative environment that makes each participant feel their voice matters, especially when stakes and emotions are high?
Build Immediate Results, Create Long-Lasting Impact
Our hands-on approach to meeting leadership, facilitation, and design offers immediate improvements in the productivity and effectiveness of your meetings. By focusing on purpose-driven agendas, engaging facilitation, and clear processes, we empower professionals to create meetings that yield results, enhance decision quality, and foster meaningful participation.
Are you ready to transform your meetings into opportunities for impactful decision-making and innovative problem-solving? Explore our curriculum and discover how structured training in meeting leadership and facilitation can elevate your team’s potential and enhance every session’s effectiveness.
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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 daily 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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With Bookmarks no longer a feature in WordPress, we need to add the following for your benefit and reference
Terrence Metz, MBA, CSM, CSPF, PSP01, HTTO1, is the Managing Director of MG RUSH Facilitation Leadership, Training, and Meeting Design, an acknowledged leader in structured facilitation training, and author of “Meetings That Get Results – A Facilitator’s Guide to Building Better Meetings.” His FAST Facilitation Best Practices blog features nearly 300 articles on facilitation skills and tools aimed at helping others lead meetings that produce clear and actionable results. 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 an 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.
by Facilitation Expert | Oct 2, 2024 | Communication Skills, Leadership Skills, Meeting Structure, Meeting Tools
For project managers and product owners overseeing multi-million-dollar projects, the ability to facilitate impactful meetings with rhetorical precision and clarity is critical.
The role of facilitators has evolved into meeting designers, responsible not only for guiding discussions but for crafting structured, creative, and effective experiences. By understanding the nuances of language, integrating inclusive rhetoric, and leveraging structured decision-making techniques such as the Bookend Method, facilitators can foster better collaboration, sharper decision-making, and ultimately, higher quality outcomes.
This article integrates three key insights—shifting from methodologist to meeting designer, the importance of pluralistic rhetoric, and the strategic application of the Bookend Method—to help strategists, directors, project leaders, and product owners improve their facilitation skills and outcomes.
Part 1: Methodologist or Meeting Designer? A Rhetorical Shift in Facilitation
As business leaders, the terminology we use to describe our role in meetings can significantly influence the perception and effectiveness of our facilitation. Traditionally seen as methodologists—experts in processes and techniques—we must now embrace the role of meeting designers, taking on responsibility for the architecture of the meeting and the creative tools used to engage participants.
The shift from methodologist to meeting designer reflects the need for facilitators to create experiences that inspire creativity, foster collaboration, and yield actionable outcomes. A methodologist may focus on processes, but a meeting designer crafts the entire experience, aligning the meeting’s objectives with participants’ abilities to achieve them.
The Role of a Meeting Designer
- Clarifying the Meeting’s Objective: Meeting designers focus on what needs to be achieved during the session. Whether it’s a decision, a problem solved, or consensus reached, the goal must be clear and relatable. Use accessible language, such as replacing “deliverable” with “goal,” to ensure everyone understands the meeting’s purpose.
- Designing Around Participants: A successful meeting design takes into account the expertise, personalities, and dynamics of the participants. Tools and activities should be selected to match the group’s needs, maximizing productivity and engagement.
- Creativity and Breakthroughs: Beyond routine tasks, a well-designed meeting allows room for creative problem-solving and innovation. Methods like TO-WS Analysis or Real-Win-Worth introduce a level of playfulness and human-centered design that pushes participants beyond conventional thought patterns.
- Tried and Proven Tools: Use tried and proven tools such as DQ Spider, Power Balls, and Perceptual Mapping. For extra reach, get out of your comfort zone and experiment with the Creativity tool, Coat of Arms method, and many more tools such as the ones found here, at Facilitation Best Practices.
Part 2: Rhetorical Precision—Moving from “I” to “We”
Rhetoric is a powerful tool in facilitation, often determining whether a meeting leads to consensus or confusion. A critical first step for facilitators seeking to improve their effectiveness is to eliminate the excessive use of the word “I.” Frequent use of “I” shifts the focus from the participants to the facilitator, hindering group ownership and making the facilitator the perceived sole contributor to meeting outcomes.
The goal of any effective facilitator is to guide participants toward shared ownership of the deliverable. When “I” dominates the language, the perception is that the facilitator owns the deliverable, and participants become disengaged. In contrast, replacing “I” with “we” or “us” transforms the conversation into a collective effort.
Key Examples of Shifting from “I” to “We”
- Facilitators often fall into the trap of making statements such as:
– “I believe…” should become “Do we believe…” to engage the entire group.
– “I need your input…” must shift to “We need everyone’s input…” to emphasize collaboration.
– “I see…” can transform into “Do we all see that…” ensuring collective understanding.
The Illness of “I” vs. the Wellness of “We” Which is preferred?
A simple analogy explains the danger of overusing “I”: think of it as creating “illness,” an isolation of focus on the facilitator. On the other hand, using “we” promotes “wellness,” a group-focused approach that encourages unity. The transformation from “I” to “we” nurtures an inclusive culture where participants feel responsible for the outcomes.
Additionally, facilitators should be mindful of overusing “Thank you.” While polite, repeatedly thanking participants can undermine the perception that the deliverable is a collective product. Excessive gratitude may signal that the facilitator feels as though the participants are doing the facilitator a favor, rather than contributing to a shared goal.
Part 3: Enhancing Flexibility with Creativity and Alternative Communication
While rhetorical precision is critical to guiding discussions, facilitators can also enhance meeting design by incorporating alternative forms of communication. Visuals, symbols, and non-verbal cues can often convey meaning more effectively than words alone.
Forms of Alternative Communication
- Icons and Symbols: Universal symbols (e.g., STOP signs) communicate meaning quickly and effectively across language barriers.
- Illustrations: Visuals such as sketches and diagrams can clarify complex ideas that might be difficult to express verbally.
- Non-verbal Cues: Body language—such as nodding, leaning in, or crossing arms—provides additional insight into participants’ engagement and agreement.
Using multiple forms of communication allows facilitators to reach a broader audience, ensuring that meaning is conveyed clearly and efficiently, regardless of participants’ backgrounds or linguistic capabilities.
Part 4: Structured Problem-Solving Techniques
Meetings focused on problem-solving require a structured approach, especially when addressing complex challenges such as burnout in an IT department or improving product features. The process starts by identifying the purpose and gradually breaking down the problem into solvable parts.
Framework for Problem-Solving
- Purpose: Define the purpose of the meeting clearly. For instance, if the goal is to address IT burnout, facilitators must first define the purpose of the IT service department.
- Current Situation: Understand and describe the current state. For burnout, this might include identifying symptoms such as reduced productivity, tardiness, or employee dissatisfaction.
- Optimal Situation: Envision the ideal state. How should the IT department function once the problem is resolved?
- Symptoms and Causes: Separate symptoms (like tardiness) from root causes (such as understaffing). This distinction ensures that the group focuses on solving the underlying issues rather than just treating symptoms.
Mitigation Strategies
Once causes are identified, facilitators use rhetorical precision to guide participants through developing solutions—one cause at a time. For instance, addressing fatigue might involve both personal actions (e.g., better sleep habits) and organizational changes (e.g., hiring more staff or improving ergonomics).
Part 5: The Bookend Method of Rhetorical Precision—A Framework for Effective Prioritization
In managing multi-million-dollar projects, facilitators must often guide groups through complex prioritization processes. Traditional methods, which tend to categorize priorities as high, medium, or low, often fall short because they get stuck on middle-ground discussions. This wastes time and leads to diluted decisions. The Bookend Method offers an effective alternative by concentrating on the extremes, simplifying decision-making, and fostering group consensus.
How the Bookend Method Works to Support Rhetorical Precision
1. Identify the Extremes: The facilitator first asks the group to identify the most important and least important items. These extremes become the “bookends” of the discussion.
2. Work Toward the Middle: Once the extremes are identified, the group alternates between selecting the next most important and least important items. This process continues until two-thirds of the list is categorized.
3. Address the Middle: For the remaining items, the facilitator asks whether categorizing them as moderate would cause any concerns. If no strong objections are raised, they are categorized as moderate, avoiding unnecessary debates.
This method effectively prevents discussions from getting bogged down in gray areas and ensures that the most critical items are given appropriate focus. Observe how many groups spend the most amount of time on the least important factors. The Power Ball tool helps to make the results visually compelling.
The Pitfalls of Traditional Prioritization
Traditional approaches to prioritization often involve creating lists and asking participants to rank items as high, medium, or low priority. However, this leads to most items being rated as “high,” diluting the overall value of the exercise. Rhetorical precision demanded by the Bookend Method starts with the extremes, prevents irrelevant arguments, and ensures clearer prioritization.
Additionally, the Bookend Method supports consistency and precision in language. For example, facilitators should ask “Which is the most important?” rather than “Which are the most important?” to keep discussions focused. Rhetorical precision in language helps ensure clarity and prevents the conversation from veering off track.
Part 6: Enhancing Decision-Making with Flexibility and Numeric Alternatives
Liminal facilitation using the Bookend Method encourages flexibility. In some cases, facilitators may need more granular distinctions between priorities. For these situations, a six-level ranking system may be more appropriate:
1. Low Importance
2. Moderately Low Importance
3. Moderate Importance
4. Moderately High Importance
5. High Importance
6. Null (Will not have)
This approach is especially useful in complex scenarios, such as when project stakeholders need to prioritize dozens of potential features for a new product release.
Use Cases and Applications
The Bookend Method is not limited to prioritizing tasks. It can be adapted to a variety of facilitation scenarios, such as:
- Comparing Scenarios: Ask, “Which scenario is most similar to our ideal outcome?” and “Which is least similar?” Repeat until only a few remain in the middle.
- Strengths and Weaknesses: In team-building discussions, ask, “What is your greatest strength?” and “What is your greatest weakness?” Apply the method until the middle ground is clear.
Your flexibility makes it suitable for a wide range of discussions, ensuring that decision-making is both efficient and effective.
Part 7: Conclusion—Using Rhetorical Precision to Lead
Rhetorical precision is a vital tool for executives, directors, project managers, and product owners who must guide teams through complex decisions in high-stakes environments. This liminal role transcends traditional facilitation, requiring a structured approach, rhetorical precision, and creative problem-solving tools. By shifting from “I” to “we,” structuring decision-making with proven frameworks, and employing alternative communication methods, facilitators can create impactful, efficient meetings.
The next time you plan a meeting, consider how your language, tools, and design influence the outcome. Are you empowering the group to own the results? Are you using the right structures to streamline decision-making? By adopting the mindset of a meeting designer, you can lead more effective, focused, and successful meetings and workshops, ensuring that you and your team stay focused on what truly matters.
In a world where everyone can engage in decisions that affect them
_____
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 and methods daily during the week. While some call this immersion, we call it the road that yields 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.)
Want a free 10-minute break timer? Sign up for our once-monthly newsletter HERE and receive a free timer along with four other of our favorite facilitation tools.
Go to the Facilitation Training Store to access proven, in-house resources, including full agendas, break timers, forms, and templates. Also, take a moment to SHARE this article with others.
To Help You Unlock Your Facilitation Potential: Experience Results-Driven Training for Maximum Impact
#facilitationtraining #meeting design
______
With Bookmarks no longer a feature in WordPress, we need to append the following for your benefit and reference
Terrence Metz, MBA, CSM, CSPF, PSP01, HTTO1, is the Managing Director of MG RUSH Facilitation Leadership, Training, and Meeting Design, an acknowledged leader in structured facilitation training, and author of “Meetings That Get Results – A Facilitator’s Guide to Building Better Meetings.” His FAST Facilitation Best Practices blog features nearly 300 articles on facilitation skills and tools aimed at helping others lead meetings that produce clear and actionable results. 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 an 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.
by Facilitation Expert | Apr 12, 2024 | Analysis Methods, Decision Making, Meeting Agendas, Meeting Structure, Planning Approach, Prioritizing, Problem Solving, Scrum Events
Even lousy movies and novels have three components: a beginning, a middle, and an end. A meeting participant (or ceremony, event, session, or workshop) should expect every session they attend to provide at least ten clear outputs. Seven clear results from the Introduction and three outputs from the Wrap.
Below is a checklist of the ten outputs a meeting participant should receive followed by detailed support for each.
Meeting Participant Checklist
1. Roles and Impact
- Facilitators should emphasize their own content neutrality and lack of bias.
- The facilitator should stress that participants are all equal (put on your sweaters to hide rank and leave your egos and titles in the hallway)
- The meeting impact should be quantified as to why the meeting is important, typically in currency (e.g., $,$$$,$$$.$$) and/or FTP (Full-time People)
2. Meeting Purpose
- An articulate statement of the Meeting Purpose (50 words or less).
- If the leader is unable to provide a clear statement of the meeting’s purpose, they are probably not ready to lead the meeting.
3. Situational Scope
- An articulate statement of the Meeting Scope.
- This may have been combined in the Purpose statement if the scope is rather simple or concrete such as geographical.
- However, if the scope is complex as with many IoT (Internet of Things) products and services, then it should be separate.
- Keep in mind that scope creep kills projects and products.
- And scope creep begins in meetings.
4. Meeting Deliverables (Objectives)
- A narrative statement, illustration, or sample that provides a clear understanding of the output from the session.
- Agilists refer to deliverables as DONE or what DONE looks like.
- Optimally, the leader provides an example from a surrogate product, project, or template.
5. Administrivia (Housekeeping)
- Covers contextual concerns, not related to the content of the deliverable.
- Examples include:
- Fire exits and safety evacuation procedures
- Bathroom locations and frequency of breaks
- Food and beverage provisions (if any)
- They might include icebreakers here, or insert as a step eight
6. Basic Agenda
- In the Launch or Introduction, the leader should explain each of the agenda steps, focusing on:
- What does the deliverable or DONE look like for each step?
- Why the steps are provided in the sequence shown?
- How each step relates to completing the deliverable and getting DONE.
- While explaining they should prepare you for the timing and duration of breaks, lunch, or other non-meeting issues that could affect timing.
- Optimally, the leader provides a metaphor or analogy explaining the relationship of the steps. You know that a picture is worth a thousand words. Well, a metaphor is worth a thousand pictures (and a story is worth a thousand metaphors).
7. Ground Rules
- Ground rules should be provided if you want to get more done, faster.
- “Be Here Now” because disabling electronic leashes reduces distractions.
- “Silence is Agreement” applies in for-profit situations. If you are being paid to attend the meeting, speaking up is not an opportunity, it is an obligation.
- “Make Your Thinking Visible” appropriately requests the cause behind the symptom, forcing all of us to provide evidence or objective proof of our claims.
- See “Ground Rules and Ideation Rules for Optimal Group Behavior in Meetings” for a list of others you may want to request as a participant.
- Unless icebreakers are inserted here, this step should conclude the Introduction.
8. (Wrap) Review and Confirmation of the Meeting Output (Deliverable)
- You are entitled to a complete review of the agreed-upon output from the meeting.
- During the review, take the following questions into account:
- What questions or issues of clarity do you have?
- What is missing that may be critical, important, or substantive?
- Even though the output (e.g., a decision) may not be your favorite, is the output robust enough that you will support it?
- If not, what needs to be removed or modified?
9. Open Issues (Parking Lot or Refrigerator)
- You are entitled to a complete review of the agreed-upon output from the session.
- Make sure you understand the Open Issue because frequently Open Issues are ‘thrown’ into the Parking Lot and may be somewhat cryptic.
- Be prepared to volunteer to take responsibility to report back to the group on the status of the Open Issue (you are not necessarily the ‘doer’).
10. Guardian of Change (Communications Plan)
- Make sure the leader takes a few minutes to build agreement around what the participants are going to tell others was accomplished during the session.
- Typically, the message to your superior might be different than the message to other stakeholders such as employees or contractors.
- Try to ensure that it sounds like all the participants were in the same meeting together.
Here’s a thumbnail of our approach to Structured Note Taking many find useful. Click HERE to download the full-size PDF.
Structured Note Taking
MIDDLE STEPS OF THE AGENDA
Here are the Basic Agendas for over 30 types of deliverables. Alumni can use their passwords to access the annotated versions in a .DOCX format, making them easy to modify. The annotated agendas include the following for EACH agenda step:
- Purpose of the agenda step
- Estimated time
- PROCEDURE or method including recommended tools and the questions to ask
- Visual or multi-media support suggested
- Output from the agenda step (Deliverable)
- Script for concluding the step, including the suggestion of a metaphor
PLANNING AGENDAS
Planning [From Strategic to Team]
- Launch
- Mission (WHY are we here?)
- Values (WHO are we?)
- Vision (WHERE are we going? How do we know if we got there or not?)
- Success Measures (WHAT are our measurements of progress?)
- Current Situation (WHERE are we now? Quantitative TO-WS Analysis)
- Actions (WHAT should we do?—from strategy through tasks)
- Alignment (Is this the right stuff to do?)
- Roles and Responsibilities (WHO does WHAT, by WHEN?)
- Guardian of Change (WHAT should we tell our stakeholders?)
- Review and Wrap
Project Planning
- INTRODUCTION
- CURRENT SITUATION
- MEASURES OF SUCCESS
- PROJECT STRATEGY
- PROJECT TASKS
- ROLES AND RESPONSIBILITIES
- DEPENDENCY DIAGRAM
- NEXT STEPS
- WRAP & DISMISS
Riffs and Variations
- ASSUMPTIONS, CONSTRAINTS, and DEPENDENCIES
- BUDGET, TIMELINE, AND RESOURCE ALIGNMENT
- BUSINESS CASE OR PURPOSE
- COMMUNICATIONS PLAN and TOUCH POINTS
- CORRECTIVE ACTIONS
- DETAILED WORK BREAKDOWN STRUCTURE
- FLEXIBILITY MATRIX
- FRAMING DIAGRAM (eg, IS NOT/ IS)
- ISSUE ESCALATION PROCEDURE
- OPEN ISSUES MANAGEMENT
- PHASE GATES REVIEWS, MILESTONES, OR DECISION POINTS
- RISK ASSESSMENT AND GUIDELINES
- STAKEHOLDERS DESCRIPTIONS
Sprint Planning
- Launch
- Potential Sprint Goal
- Product Backlog Sizing
- Capacity Planning
- Backlog Selection
- Backlog Tasking
- Final Sprint Goal
- Review and Wrap
Sprint Review
- Launch
- Sprint Goal Reflection
- Sprint Reflection Demonstration
- “DONE”
- Acceptance
- Revisions
- Next Steps
- Review and Wrap
Sprint Retrospective
- Launch
- WHAT (Facts, Learnings)
- SO WHAT (Implications, Insight)
- NOW WHAT (Recommendations, Kaizen Improvements)
- Testing
- Review and Wrap
Sprint Riffs and Variations
- Action Conversion
- Categorizing
- Context Diagram
- Framing
- Guardian of Change
- Prioritization Tools
- Purpose Tool
- Requirements Gathering
- Root Cause Analysis
- Speedboat
- Splitting Stories
- TO-WS Lite
- User Story and Acceptance Criteria
- Temporal Shift
Problem-solving
- Launch
- Definition of the Object or Situation (problem state)
- Purpose of the Object or Situation (ideal state)
- Symptoms (externally identifiable factors)
- Causes
- Actions (for each cause):
-
- Preventions
- Cures
- Us
- Them
Project Risk Assessment
- Launch
- External Risk
- Internal Risk
- Hybrid Risk
- Consensual Review
- Prioritization
- Review and Wrap
Scenario Planning
- Launch
- Sunny Skies
- Stormy Skies
- Partly Sunny Skies
- Partly Cloudy Skies
- Probably Skies
- Ranges of Probability
- Targets and Thresholds
- Review and Wrap
Strategy Mapping
- Launch
- Financial Perspective
- Customer Perspective
- Internal Perspective
- Growth Perspective
- Cultural Challenges
- Leadership Challenges
- Alignment
- Teamwork
- Review and Wrap
Reflective Thinking
- Introduction
- Define and Limit the Problem
- Analyze the Problem
- Criteria
- Optional Solutions
- Selection
- Implementation
- Wrap
Resource Life Cycle
- INTRODUCTION
- PRODUCT OR SERVICE RESOURCES
- LIFE CYCLE
- ENABLING RESOURCES
- LIFE CYCLE FOR EACH RESOURCE
- PRECEDENCE BETWEEN RESOURCES
- WRAP & DISMISS
Solution Generation
- Introduction
- Ventilation
- Clarification
- Analysis of Problem
- Set Criteria
- Suggest Solutions
- Evaluate Solutions
- Deselect Sub-Optimals
- Select Solution(s)
- Implement the Solution
- Roles & Responsibilities
- Guardian of Change
- Review & Wrap
ANALYSIS AGENDAS
Appreciative Inquiry
- Launch
- Discovery
- Dream
- Design
- Destiny
- Testing
- Review and Wrap
After Action Review (Hot Wash)
- Launch
- Success Objectives
- Goals and Considerations
- What Worked and Hampered
- Issues and Risks
- Review and Wrap
Context Diagram
- INTRODUCTION
- PURPOSE OF THE BUSINESS AREA
- WHO INTERACTS (Enablers)
- WHAT COMES IN (Inputs)
- WHAT GOES OUT (Outputs)
- MODEL AND VALIDATION (Walk-thru)
- REVIEW AND WRAP
Activity Flows [Requirements]
- Introduction
- Purpose of the Business Area
- Support Activities (verb-noun)
- Processes
- Purpose of Each Process
- Life cycle Activities
- Procedures (or, SIPOC or Requirements)
- Review and Wrap
Data Flow Diagram
- Introduction
- THE BASE (Display or build the context diagram)
- BUSINESS PROCESSES
- MATCHED INPUTS AND OUTPUTS WITH PROCESSES
- STORES OF INFORMATION
- EACH PROCESS
- NEEDED DATA
- GENERAL REQUIREMENTS
- Review and Wrap
Decision-making Approach
- Launch
- Purpose of the Object
- Options
- Decision Criteria
- Deselection and Decision
- Testing
- Review and Wrap
Decision Support
- Introduction
- WHAT QUESTIONS DO YOU NEED TO ANSWER
- WHAT INFORMATION IS NEEDED
- WHERE IS THE INFORMATION CURRENTLY STORED
- WHERE SHOULD THE INFORMATION BE STORED
- HOW WILL THE INFORMATION BE USED
- INTERACTION
- OPERATING CHANGES
- Review and Wrap
FMEA (Failure Mode & Effect Analysis)
- INTRODUCTION
- DEFINE FMEA SCOPE (CHARTER)
- IDENTIFY FAILURE MODES
- IDENTIFY EFFECTS OF FAILURE MODES
- VALUE EFFECTS BY: SEVERITY
- RATE EFFECTS BY: INCIDENCE
- RATE EFFECTS BY: DETECTION
- VALUE EFFECTS BY: CONFIDENCE
- CALCULATE COMPOSITE RISK RATING
- IDENTIFY CORRECTIVE ACTIONS
- PRIORITIZE CORRECTIVE ACTION
- CALCULATE REVISED COMPOSITE RISK RATING
- WRAP
Logical Modeling
- INTRODUCTION
- PURPOSE OF THE BUSINESS AREA
- “THINGS” THAT SUPPORT THE PURPOSE
- HOW THINGS RELATE
- DESCRIBING EACH “THING”
- BUSINESS RULES
- WALKTHROUGH
- WRAP
Mandate Compliance
- Introduction
- Mandate Review
- Requirements Modeling
- Model Integration
- Guardian of Change
- Wrap and dismiss
Peer Review Inspection
- INTRODUCTION
- PRI SCOPE (Peer Review Inspection)
- RESOURCES* & PRIORITIZED ARTIFACTS
- OVERVIEW
- DEFECTS
- CAUSE-EFFECT (Optional)
- CORRECTIVE ACTIONS (REWORK)
- DEFECT LOG AND REPORT
- WRAP
Real-Win-Worth
- Launch
- To What Extent Is the Opportunity Real?
- How Can We Win Compared to Competitive Options?
- To What Extent is the opportunity Worth Doing?
- Review and Wrap
DESIGN AGENDAS
Basic Design Agenda
- INTRODUCTION
- THE ACTIVITY
- REQUIRED INFORMATION
- SCREENS, REPORTS, OR SWIM LANES
- ENVIRONMENT
- OPERATING CHANGES
(repeat for each activity or process)
Transaction (JAD or Joint Application Development)
(for each activity linking to the Design Agenda above)
1 PLANNING
2 RECEIVING
3 ARRIVAL PROCESSING
4 ASSIGNING
5 PROCESSING
6 RECORDING
7 DISPOSITION
8 PERFORMANCE EVALUATION
Organizational Design
- INTRODUCTION
- THE VISION
- ORGANIZATION OBJECTIVES
- CRITERIA FOR DESIGN
- ORGANIZATIONAL STRATEGIES
- CRITERIA FOR STRATEGIES
- PROTOTYPICAL ORGANIZATION
- TEST DESIGN—RASI AND SCENARIOS
- LATERAL COORDINATION
- EVOLUTIONARY PATH
- WRAP
Object-Oriented Design
- INTRODUCTION
- OBJECTS
- ACTIONS
- MESSAGES BETWEEN OBJECTS
- SCREENS, REPORTS, SWIM-LANES
- WRAP
You have just viewed a few hundred thousand dollars of time it took to build the annotated support behind each. Let us know what questions you might have. We aim to serve.
_____
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 and methods daily during the week. While some call this immersion, we call it the road that yields 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.)
Want a free 10-minute break timer? Sign up for our once-monthly newsletter HERE and receive a free timer along with four other of our favorite facilitation tools.
Go to the Facilitation Training Store to access proven, in-house resources, including full agendas, break timers, forms, and templates. Also, take a moment to SHARE this article with others.
To Help You Unlock Your Facilitation Potential: Experience Results-Driven Training for Maximum Impact #facilitationtraining #meeting design
______
With Bookmarks no longer a feature in WordPress, we need to append the following for your benefit and reference
Terrence Metz, MBA, CSM, CSPF, PSP01, HTTO1, is the Managing Director of MG RUSH Facilitation Leadership, Training, and Meeting Design, an acknowledged leader in structured facilitation training, and author of “Meetings That Get Results – A Facilitator’s Guide to Building Better Meetings.” His FAST Facilitation Best Practices blog features nearly 300 articles on facilitation skills and tools aimed at helping others lead meetings that produce clear and actionable results. 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 an 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.
