5 Tips on How to Facilitate Board Meetings (or Committees)

5 Tips on How to Facilitate Board Meetings (or Committees)

by | Sep 29, 2016 | Leadership Skills, Meeting Agendas, Meeting Support

You may effectively facilitate Board Meetings by relying on Robert’s Rules of Order, however, blend in facilitative leadership skills to improve your decision quality.

In 1876 General Henry M. Robert wrote the rules of American Congress (Parliamentary Procedure) for all citizens and societal groups with his publication of Pocket Manual of Rules of Order. Nearly 150 years later, his grandson, Henry M. Robert III, was living with a FAST alumnus (a priest and rector) in the rectory at St Mary’s parish, Annapolis. They frequently argued at dinner time over the value of “voting” compared to “building consensus.”  There is a time and place for both methods of decision-making. Never forget, however, that voting may not yield a better decision, only a bigger number.

With traditional Board Meetings, Parliamentary Procedure expedites the meeting and provides enough structure to ensure that the entire scope is covered properly. Specifically, embrace the following facilitative tips:

  1. When You Facilitate Board Meetings, Include Ground Rules

Start every Board or Committee Meeting with a solid, well-prepared introduction. Get your meeting off to a solid start. Cover the seven required activities quickly, but thoroughly.  In sequence, the Introductory activities ought to:

5 Tips on How to Facilitate Board Meetings (or Committees)

How to Facilitate Board Meetings

– Reinforce your role as facilitator and tiebreaker and their roles as equal voices

– Provide one statement that covers the purpose of the meeting

– Stipulate the scope of the meeting

– Codify one statement that distills the meeting deliverable

– Cover any administrative or non-content issues

– Quickly review the Agenda

– Provide Ground Rules to ensure the group gets more done, faster

2. When You Facilitate Board Meetings, Sustain an Upbeat Tempo

Your best meetings will conclude ahead of schedule. Do not over-invest in early topics and shortchange the value of later topics. New Business often follows Department Reports, and arguably remains the most important topic of the meeting. Get to it.

3. When You Facilitate Board Meetings, Do NOT Allow Scope Creep

Do not allow your participants to wander, ramble, and extemporaneously talk too much. Keep them on point. Focus on WHAT has transpired, NOT HOW they are accomplishing stuff.  Most importantly, do not deviate from the agenda by jumping around to the topic of the moment. Cut people off if necessary with the caveat that their content will be covered in a later agenda step.

4. When You Facilitate Board Meetings, Focus on Output NOT Outcome

Satisfying the legality of required meetings should never be the deliverable. Focus on change and what actions transpire as a result of shared learnings, experience, and suggestions.  Carefully record and separately document decisions, actions, and other inflection points. Visualize your deliverable for every step in the agenda. What should we do now? What should we do differently? If nothing changes, we probably waste our time.

5. When You Facilitate Board Meetings, Manage Open Issues and Next Steps

Make yourself comfortable with some method or tool for managing your Parking Lot and making follow-up assignments. If learnings need to be analyzed further, make your output clear so that your written statements remain as clear input when the issue is brought up again in a different forum. Conclude with any reminders that help participants show up better prepared for the next meeting. And remember, strive for consensus, rather than relying on voting as a simple way out. Likely a more sophisticated ‘way out’ will generate higher returns on the investment of your money and time.

______

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.)

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.

Tips on How to Back up Meeting Output from Whiteboards/ Easels

Tips on How to Back up Meeting Output from Whiteboards/ Easels

by | Sep 8, 2016 | Meeting Support

Using your telephone or a separate camera to record and back up meeting output will help you avoid losing valuable information.

You will capture various benefits with very little time or resources required. Back up with a digital camera to provide a feeling of security from the potential loss of information created during your meetings and workshops.

Back up Meeting Output from a Whiteboard or Easel for Later Transcription

When you back up meeting output from easel paper and whiteboards, you have made the information portable. Photographic or video recordings also free up the whiteboard space for additional writing. Recordings allow you to complete your transcriptions and meeting notes “offline.”

Tips on How to Backup Meeting Output from Whiteboards/ Easels

Backup Meeting Output

Photographic recording is particularly useful when meetings are impromptu and the whiteboard is the only practical tool for capturing notes. Typically we always take digital pictures or video at the end of every session and the end of each day during a multi-day workshop, regardless if we still have the paper rolled up or not.

Tips and Tricks

  • Download the photos quickly to your PC so that the information is fresh, should any portion of the photos be illegible.
  • Work in a room that is lit well enough to help you avoid the need for a camera flash. If you have the option of disabling the flash and have sufficient natural lighting, turn the flash off to avoid the problem mentioned in the next point. .
  • Be careful to avoid the distortion of an electronic flash. Take the photo at a slight angle. If you are using a flash (or it operates automatically), do not shoot your photo straight at a perfect, perpendicular angle. Rather, skew your angle a few degrees to avoid the bounce of the flash back into the lens.
  • Be sure that the entire span of the whiteboard or easel paper is captured in the photo(s). Even if you intend to capture the board/easel in sections, the big view provides a valuable reference later. Alternatively, use the panoramic setting or take a video of the entire room as well.
  • Having advised you to capture all of the writing in the room, zoom in on narrative sections so that you can record text that has legibility challenges. Capture photos of the board in sections—just in case—to ensure legible images for later transcription.
  • Preview the digital photos that you’ve just taken to assure yourself of:
    • the field of view that you intended,
    • the legibility of the sections of the board/easel that you’ve captured, and
    • that you’ve captured ALL the information you intended.

Please note that some cell phone cameras are insufficient for the task due to low picture resolution and lower quality lenses, but they are improving with each new generation of handheld devices.

______

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.)

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.

 

Lead and Facilitate Root Cause Analysis that Leads Directly to Innovation

Lead and Facilitate Root Cause Analysis that Leads Directly to Innovation

by | Sep 1, 2016 | Decision Making, Prioritizing, Problem Solving

By using root cause analysis, you can develop Critical to Quality (CTQ), Key Performance Indicators (KPIs), and Objectives/ Key Results (OKRs). Sometimes referred to as Ishikawa or “Fishbone” diagrams, the procedure builds a visual mind map that identifies possible causes. By applying various perspectives and asking sharper questions, you can lead a team to innovation.

Named after Professor Kaoru Ishikawa (University of Tokyo), he developed the root cause analysis method in 1945 to resolve steel production problems. Also known as “Fishbone” diagrams, they support analysis, identify gaps, and provide insight into possible SMART criteria (i.e., Specific, Measurable, Adjustable, Relevant, and Time-Based). Consequently, clear and simple output makes it easier to assign follow-up activities that lead to innovation and proactive changes.

Jack Welsh, CEO Emeritus for the General Electric Company, instilled his organization with an understanding that “If you can’t measure it, you can’t manage it.”  You can certainly facilitate KPI or almost any “fuzzy factor” and then convert them to SMART criteria by asking the right questions. Prioritized criteria form the foundation for major initiatives around Balanced Scorecard, dashboard techniques, portfolio decisions, and other essential organizational processes such as idea management and project or product prioritization.

How to Facilitate Root Cause Analysis

Also referred to as a Cause and Effect Diagram, here is how to facilitate root cause analysis. As you begin to facilitate root cause analysis, the illustration will resemble the skeleton of a fish with large bones (i.e., perspectives) and small bones (i.e., specific causes within each perspective).

How to Facilitate KPIs or Root Cause Analysis --- an Ishikawa Diagram

Facilitate KPI or Root Cause Analysis Through an Illustrative Fishbone Diagram

The Fishbone Diagram

The fishbone diagram helps categorize the potential causes of problems using a structured manner so that the team can identify and focus on root cause analysis. Therefore, the workshop steps to facilitate root cause analysis (or KPIs) and build a simple cause and effect diagram include the following:

  1. In advance, prepare a blank fishbone drawing (devoid of content) using either multiple sheets of paper or some professional drawing tool.
  2. Use the objectives of the project to identify the “primary effect” or result that needs to be changed or accomplished. Decide on a phrase or a one-word label that captures the meaning of the end state. For example, the term “CHANGE” captures the ‘effect’ being analyzed in the drawing above.
  3. Based on importance and time limitations, constrain the total number of primary “causes,” between eight and twelve total. However, as a practical activity, you may also focus on fewer, even one or two primary perspectives, or four as illustrated above.
  4. Alternatively, you may launch a brainstorming activity of all possible causes, and then utilize a common purpose to help the team categorize them. Considering the Pareto Principle, many leaders approach their cause-and-effect diagrams with four high-impact perspectives. Therefore, study the perspectives below to isolate the ones most likely to have an impact. Four perspectives in the illustration include:
    • Tools: Traditionally seen as the technology or equipment that leads to error, but could also reflect tangible resources that provide possible causes
    • Method: Isolates the activities or tasks that might be the source of concern or the opportunity for improvement
    • People: Intends to capture the group relationships and quality of decisions made
    • Data: Traditionally seen as the information required by the causal element to create the desired effect

Use Breakout Teams for Root Cause Analysis

You might consider using breakout teams and assigning one or more primary perspectives or potential causes to each team. Strive to confirm the most likely cause as a large group before breaking out. Then assign different causes or perspectives to each team, or have them work offline for detailed development.

  • During a break, lunchtime, or evening, create an illustration of your diagram. Additionally, provide your workshop participants with full narrative definitions for each of the perspectives used in your fishbone diagram.
  • Depending on time constraints, lead your root cause analysis activity either by beginning with the most important perspective, taking the likely causes within a perspective, or perhaps grabbing the easiest to manage, the “low-hanging” fruit. Determine clear and simple questions in advance and know what you intend to do with the results. Understand the type of documentation required to satisfy your deliverables. For example, if you are leading up to a RACI (i.e., roles and responsibilities) chart, then articulate the next steps or activities that need to be assigned.

Building a fishbone diagram generates consensus around the assumptions. Once your participants fully understand the question, agree on the causes associated with each perspective. Their consensual understanding makes it easier to build consensus around priorities and next steps. Carefully identify WHO does WHAT by WHEN to design your next steps.

Changing Perspectives for Root-Cause Analysis

NOTE: Use any of the perspectives suggested below and combine perspectives from different categories, or make up your own perspective to help your group focus their input from a specific point of view. Identify potential root causes within each primary area or perspective. Borrow liberally from the five perspectives below listing 30 potential causes:

The 6 M’s Category

    • Machines, Manpower. Materials, Measurements, Methods, Mother Nature

The 7 P’s Category

    • Packaging, People, Place, Policies, Positioning, Price, Procedure, Product/ Service, Promotion

The 5 S’s Category

    • Safety, Skills, Suppliers, Surroundings, Systems

Six Trends from the World Future Society

    • Demographic—covers specific population groups, family composition, public health issues, etc.
    • Economic—includes finance, business, work and careers, and management
    • Environmental—includes resources, ecosystems, species, 
and habitats
    • Governmental—includes world affairs, politics, laws, and public policy
    • Societal—covers lifestyles, values, religion, leisure, culture, and education
    • Technological—includes innovations, scientific discoveries, and their effects

Six Purchasing Value/ Utility Levers and Potential Bottlenecks

    • Customer productivity
    • Simplicity
    • Convenience
    • Risk
    • Fun and image
    • Environmental friendliness

Digging Deep

Use an idea-generating technique to identify factors within each perspective that could cause the problem being analyzed. For example, ask… “What are the possible machine issues affecting/ causing…?”

  • Repeat this procedure with each perspective to produce potential causes. Continue asking, “Why is this happening?” and put additional causes against each perspective.
  • Exhaust each perspective until you no longer get useful information as you ask, “Why is that happening?”
  • Analyze the results of the fishbone after team members agree that an adequate amount of detail has been provided under each major perspective. Look for those items that appear in more than one perspective. These repetitive factors become highly likely as frequent causes that will demand more time and generate longer discussions.
  • For those factors identified as the “most likely causes,” use a prioritization method to lead the team to a consensus about listing those factors in sequential priority, with the first factor being the “most probable” or “most impactful” cause. For a simple and highly effective prioritization method:
    • Build the criteria for evaluation.
    • Separate the SMART from the fuzzy (where SMART discussed elsewhere equates to Specific, Measurable, Adjustable, Relevant, and Time-Based as compared to DUMB which equates to Dull, Ubiquitous, Myopic, and Broad).
    • Prioritize or rank the criteria using PowerBalls and Bookends.
    • Appealing to the criteria, helps the group identify the most impactful of the “most likely causes.”
    • Where the group remains uncertain, challenge any fuzzy factors to create understanding, but only let them use the fuzzy factors when discussing critical causes. Do not let them waste time with the least important causes (unless full diligence is required across every potential cause).
    • Optionally, repeat this process when you prioritize solutions by focusing on decision criteria.

For More Root Cause Analysis Tools

For additional visual support and tool instructions on facilitating root cause analysis, see the article by Amanda Athuraliya, The Easy Guide to Root Cause Analysis for Efficient Business Problem-Solving.

______

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.)

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.

How to Conduct Better Staff Meetings That People Want to Attend

How to Conduct Better Staff Meetings That People Want to Attend

by | Aug 25, 2016 | Leadership Skills, Meeting Support

Your regularly scheduled staff meeting may not be an event that your staff anticipates. Some employees might prefer having a root canal. At least with a root canal, pain medication is provided. You can lead better staff meetings, and quicker too, and here’s how.

There are good meetings, and there are long meetings, but there aren’t many good, long meetings. Why are many staff meetings hated and what can you do about yours? Based on Agile’s Daily Scrum, this procedure encourages self-advancing teams to meet briefly. Time-boxed to 15 minutes in duration, you may also call it a daily stand-up, a weekly roll call, or a monthly huddle. This approach assuredly provides better staff meetings.

Have a Clear Purpose and Scope for Your Staff Meeting

People complain that they remain uncertain about the purpose of their staff meeting, even when it has concluded. Many managers assume that staff value developing an understanding of WHAT other staff members are doing. Many managers assume that staff will support one another when someone needs assistance. You know what happens when you assume.

How to Make Your Staff Meeting More Effective

Does Your Staff Meeting Leave You Going in Different Directions?

Since the purpose of the normal staff meeting rotates around sharing, emphasize WHY sharing is important. It’s not that we want bright and informed employees, so much as we want employees making more informed decisions. We seek decisions that support one another to help us reach our goals and objectives.  We seek to change behavior when the meeting has concluded, to further enhance our efforts to excel. Be clear that you are seeking change, NOT simply information exchange.

If nothing has changed, then your staff meeting could be a waste of time. If something has changed, let’s ensure we understand WHAT has changed, and more importantly, WHY. Build consensus around the rationale supporting the change, not only the change action itself. If something needs to change, it may be optimal to have it change much sooner than when you schedule your regular staff meeting.

The 3-Question Approach

Use the trivium formula of “yesterday, today, and tomorrow” (past, present, future) to modify the questions listed here for your needs.

The classic three questions (with alternatives) are as follows:
1. What did you complete yesterday? (What did I accomplish yesterday?)
2. What are you focused on today? (What will I do today?)
3. What impediments are you facing that we might help you with? (What obstacles are impeding my progress?)

Here’s a motivational version:
1. What did you do to change the world yesterday? (What did you accomplish since we last met?)
2. What are you going to crush today? (What are you working on until our next meeting?)
3. What obstacles are you going to blast through that may be unfortunate enough to be standing in your way? (What is getting in your way or keeping you from doing your job?)

Convert Your Staff Meeting into a Standing Meeting

The original idea of a meeting that repeats itself the same date and time weekly, monthly, or quarterly, made that type of meeting to be called a “standing meeting.” The term originally does not only imply that it stands at the same time on the calendar, it also implies that there is no need to sit down.

People should stand at most staff meetings, and get done faster. The depth of information sharing requires that we all understand WHAT each other is doing. However, we probably don’t need to know HOW it’s going to be done. When someone goes ”deep into the weeds” they are probably talking about HOW, not WHAT they plan to do.

We need to know for example that you “are going to pay the bills” but we don’t need to know that you are writing cheques or sending electronic funds transfers. We rely on you to execute the best way to get it done. Keep in mind the difference between WHAT and HOW is relatively simple. What you do (e.g., “pay bills”) remains abstract while HOW you do it (“write cheques”) becomes concrete.

When you impose the standing (rather than sitting) rule for your staff meetings, more people will stop talking when they have covered WHAT they are doing. They will spare us the gory details and time wasted about HOW they are going to do it. For the rare circumstance when sharing the HOW is important, participants may freely ask (“How are you going to do that?”). But as long as participants remain standing, people will stay focused, and your staff meeting will provide the change you seek, only much faster than you currently realize.

Develop Consensually Agreed Upon Output from Your Staff Meeting

Did you ever leave a staff meeting and ask “What did we agree on in there?” Worse yet, have you experienced more than one answer to that question? Perhaps contradictory answers?

Do not assume that your staff has extracted the same learnings and takeaways. Do something to facilitate and confirm that we are all agreeing on the same change and a similar course of action. All too often people leave a staff meeting and begin acting in ways that contradict one another. WHY? Because we have done nothing to facilitate and ensure common understanding.

Build an agreement at the end of your staff meeting that reflects new actions learned as a result of the staff meeting. Again, if the new actions are thin and far between, perhaps we need fewer or quicker staff meetings. That brings us to our final point . . .

Final Comments

Use the same technique for your weekly, biweekly, or monthly staff meetings. Although not exhaustive, scope creep is prevented when progress reports are restricted to yesterday (past), today (present), and obstacles (future). Additionally, standing rather than sitting ensures that staff meetings remain brief, discourages wasted time, and keeps participants in scope.

NOTE: This approach does not provide the time and place to solve problems. Rather, the Staff Meeting makes the team aware of what people are working on. If detailed support is required, a separate meeting with appropriate participants is arranged after the meeting. Topics that require additional attention should always be deferred until every team member has reported.

______

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.)

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.

Ensuring Meeting Inclusiveness — How to Value Diversity & Plurality

Ensuring Meeting Inclusiveness — How to Value Diversity & Plurality

by | Aug 18, 2016 | Meeting Support, Problem Solving

The primary responsibility of a facilitator is to protect the participants. Furthermore, the facilitator helps drive the group toward its desired deliverable. Since the deliverable is built to serve the participants, people should take priority over the issues. To some extent, both people and issues are managed by creating an environment that is conducive to productivity. Easier said, than done, to ensure meeting inclusiveness.

The International Association of Facilitators (IAF) aspires for you to:

  • Encourage positive regard for the experience and perception of all participantsHow to Recognize Diversity, Ensuring Meeting Inclusiveness
  • Create a climate of safety and trust
  • Create opportunities for participants to benefit from the diversity of the group
  • Cultivate cultural awareness and sensitivity

Value of Meeting Inclusiveness

Dr. Edward de Bono provides expert insight into parallel thinking; i.e., there can be more than one correct answer. Listening to others, their perspectives, and rationale creates more robust products. Because of selective perception, the aggregation of all points of view provides stronger insight than any single point of view. When facilitating a group of nine people, for example, look for the tenth answer. Our technique refers to this concept as N+1, where N equals the number of participants, always seeking the +1 perspective, thus encouraging meeting inclusiveness.

Use of Meeting Ground Rules

Remember to embrace and enforce meeting and workshop Ground Rules to create a climate of safety and trust. See our discussion on Ground Rules for additional comments and suggestions.

Key to Innovation

Diversity, or plurality as we prefer to call it (suggesting the beauty of a mosaic rather than the fracturing of something), is undoubtedly the key to innovation. See de Bono’s Six Thinking Hats (modified to Seven Thinking Hats with the MGRUSH FAST technique to also include the “Process” or royal purple view) or other means of facilitating perspective found in your MGRUSH manual or other expert sources such as Roger von Oech’s Creative Whack Pack. Consider special Icebreakers, break-out sessions, or team-building exercises that emphasize the value of plurality because meeting inclusiveness follows integrative exercises. As a result, Scannell and Newstrom offer hundreds of options among other expert tools. Take this opportunity to leverage the tactile sense, and consider some of the professional Legos® activities or others designed to prove the value of plurality and its positive impact on the quality of deliverables.

______

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.)

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.