{"id":8119,"date":"2018-11-06T00:05:19","date_gmt":"2018-11-06T05:05:19","guid":{"rendered":"http:\/\/mgrush.com\/blog\/?p=8119"},"modified":"2026-04-21T13:16:32","modified_gmt":"2026-04-21T17:16:32","slug":"facilitation-dos-donts","status":"publish","type":"post","link":"https:\/\/mgrush.com\/blog\/facilitation-dos-donts\/","title":{"rendered":"12 Critical Facilitation Do\u2019s and Don\u2019ts to Lead Successful Meetings and Workshops"},"content":{"rendered":"

Our readers and students have clamored for a quick-reference checklist of the most important facilitation Do\u2019s and Don\u2019ts.<\/strong> Therefore, we bring you this brief, yet powerful, set of reminders below (alpha-sorted by the highlighted term or phrase).<\/h2>\n

Please note that the highlighted facilitation do’s and don’ts are linked to best practices articles that provide additional examples and evidence-based rationale.<\/em><\/span><\/p>\n

\"facilitation

Facilitation Do’s and Don’ts<\/span><\/strong><\/p><\/div>\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
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Facilitation<\/strong> Do\u2019s and Don’ts<\/span><\/strong><\/span><\/span><\/h3>\n<\/td>\n

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F<\/strong>acilitation<\/strong> Don\u2019ts<\/strong><\/span><\/span><\/h3>\n<\/td>\n<\/tr>\n

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Active listening:<\/strong><\/a><\/span><\/h3>\n

Make contact, absorb, reflect, and confirm; confirming WHY somebody said something or WHY the facilitator is doing something.<\/span><\/td>\n

Don\u2019t allow arguments<\/a><\/span> and discussions to go\u00a0around<\/strong><\/span> you, as facilitator. Make them go through you and provide frequent and thorough reflection so that everyone is driven to understand the same rationale or evidence.<\/span><\/td>\n<\/tr>\n
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Annotated agenda:<\/strong><\/span><\/a><\/span><\/h3>\n

Visualizing and documenting what needs to be done and said in advance, especially instructions for the methodology and tools you plan to use.<\/span><\/td>\n

Don\u2019t assume that everyone shares an understanding of the terms being used because filters and biases<\/strong><\/a> <\/span>cause misunderstanding. It’s better to assume that it’s unlikely you have a consensual understanding, even when participants claim to agree.<\/span><\/td>\n<\/tr>\n
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Decision-making:<\/strong><\/span><\/h3>\n

Teach your participants the components of high-quality decision-making<\/strong><\/a> <\/span>and illustrate using a decision matrix<\/a>:<\/span><\/p>\n

    \n
  1. Verify the purpose<\/a> of your objective<\/span><\/li>\n
  2. Detail your options<\/span><\/li>\n
  3. Delineate criteria<\/span><\/li>\n
  4. Prioritize the criteria<\/span><\/li>\n
  5. Apply prioritized criteria against the most qualified options<\/span><\/li>\n
  6. Test the decision quality to see how well it supports the original purpose<\/span><\/li>\n<\/ol>\n<\/td>\n

Stop cheerleading<\/strong><\/a> <\/span>with positive remarks such as \u201cgreat idea\u201d or \u201cI like that.\u201d Dr. Thomas Gordon (Harvard) proved that judgments or affirmations of the positive can be more injurious<\/em> to group participation than negative comments.<\/span><\/td>\n<\/tr>\n
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Definition Tool:<\/strong><\/span><\/h3>\n

Put the MGRUSH<\/span><\/em> Definition Tool<\/strong><\/a> <\/span>in your hip pocket and use it regularly, recalling the five activities a robust definition demands, namely:<\/span><\/p>\n

    \n
  1. What is it NOT<\/span><\/li>\n
  2. Describe it<\/span><\/li>\n
  3. Detail the attributes, characteristics, requirements, or specifications<\/span><\/li>\n
  4. Illustrate it<\/span><\/li>\n
  5. Get two examples from the business<\/span><\/li>\n<\/ol>\n<\/td>\n

Don\u2019t forget the MGRUSH<\/span><\/em> 3-step method for resolving conflict<\/strong><\/a>:<\/span><\/span><\/p>\n
    \n
  1. Active listening to prevent \u2018violent agreement\u2019<\/span><\/li>\n
  2. Appeal to objectives, from project through enterprise (see Holarchy<\/a><\/strong><\/span>)<\/span><\/li>\n
  3. Thoroughly document, then take off-line, typically to the executive sponsor<\/span><\/li>\n<\/ol>\n<\/td>\n<\/tr>\n
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Deliverable:<\/strong><\/span><\/h3>\n

Know what DONE<\/strong><\/a><\/span> looks like; nothing can save a leader when they don\u2019t know where they are going. Hence, codify your deliverable and share it, before the meeting begins. While others call it \u201cright-to-left thinking\u201d some say \u201cstart with the end in mind.\u201d<\/span><\/td>\n

Don\u2019t rely on \u201cone size fits all\u201d and overuse the same tool (e.g., PowerBalls). Decision-making<\/strong><\/a> <\/span>ranges from the simple to the complicated through the complex, and extends from the qualitative through the quantitative—so use the most appropriate tool in your specific situation.<\/span><\/td>\n<\/tr>\n
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Focus:<\/strong><\/span><\/h3>\n

Value the importance of focus<\/strong><\/a><\/span> and perspective. The hardest thing to do with a group of smart people is to get them to focus on the same thing at the same time. Consequently, remove distractions so that focus is all that remains.<\/span><\/td>\n

Avoid using the first person singular<\/strong><\/a>,<\/span> specifically the terms \u201cI\u201d and \u201cme.\u201d Additionally, avoid too many thank-you\u2019s and self-references such as \u201cI think\u201d, \u201cI want\u201d, and \u201cI believe.\u201d<\/span><\/td>\n<\/tr>\n
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Holarchy:<\/strong><\/span><\/h3>\n

Connect the dots; provide a holarchy<\/strong><\/a> <\/span>explanation that quantifies the importance and impact of your meeting, typically measured in terms of investment at risk (e.g., $$$) and\/ or FTP (full-time person).<\/span><\/td>\n

Don’t permit groupthink<\/strong><\/a><\/span> and reliance on habits and patterns of the past. \u201cWe\u2019ve always done it this way\u201d will not persist forever. Hence, incites participants to understand that change can be proactive or reactive.<\/span><\/td>\n<\/tr>\n
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Preparation:<\/strong><\/span><\/h3>\n

7:59 AM\u00a0preparation and interviews<\/strong><\/a>.<\/span> No facilitation class in the world will make you successful when you show up unprepared.<\/span><\/td>\n

Don\u2019t forget or skip the MGRUSH<\/span><\/em> professional 7-activity Introduction<\/a><\/strong> <\/span>and 4-activity Review and Wrap.<\/a> <\/span>Consider rehearsing the introduction so that the meeting begins smoothly, thus giving participants confidence. Participants remember the last five minutes so close with clear action steps.<\/span><\/td>\n<\/tr>\n
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Precision<\/strong><\/span>:<\/span><\/h3>\n

Rhetorical precision<\/strong><\/a> <\/span>or clarity of word choice increases its importance the more complicated the topic or scope of discussion. Hence, closely monitor and remain vigilant about your rhetoric.<\/span><\/td>\n

Don\u2019t permit discussion and comments when you are in a listing<\/strong><\/a><\/span> mode. Brainstorming demands that during ideation, there should be no discussion. The facilitator is normally the first person to violate this principle.<\/span><\/td>\n<\/tr>\n
\n

Roles<\/strong><\/span>:<\/span><\/h3>\n

Stress roles<\/strong><\/a> <\/span>in the meeting emphasized that all participants are equals, regardless of title or tenure in the hallway. Then treat everyone the same, and don\u2019t be deferential to \u201cexecutives.\u201d<\/span><\/td>\n

Don\u2019t lead a meeting without first sharing the purpose, scope, deliverables, and simple agenda<\/a><\/strong>,<\/span> preferably in writing and preferably shared with participants before the meeting or workshop begins.<\/span><\/td>\n<\/tr>\n
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Structure:<\/strong><\/span><\/h3>\n

Structure<\/strong><\/a> <\/span>your discussion to avoid asking for the deliverable; rather ask for parts of the deliverable that aggregate to the final deliverable. Remember the mathematical expression: Y = f(X) +(x) + (x) and ask about the little \u201cx\u2019s\u201d, not the \u201cY\u201d or even the large \u201cX\u2019s\u201d.<\/span><\/td>\n

Don\u2019t string on virtual participants<\/strong><\/a> <\/span>at the end. Put them in a virtual seating arrangement up front, and call on them first, not last. Next, enforce a protocol even among the live people so that virtual participants know who is speaking.<\/span><\/td>\n<\/tr>\n
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WHY First:<\/strong><\/span><\/h3>\n

WHY<\/span><\/strong> before WHAT<\/span><\/a> before HOW; Always build consensus around the purpose of something before beginning your analysis and solution development.<\/span><\/td>\n

Don\u2019t discount the value of visual feedback<\/strong><\/a>.<\/span> Remember that more is better and it is easier to edit stuff \u2018out\u2019 of your final documentation than it is to fully remember what was said. Therefore, capture verbatims and edit later.<\/span><\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n

 <\/p>\n

In a world where everyone can engage in decisions that affect them<\/span><\/strong><\/span><\/p>\n

______<\/b><\/span><\/p>\n

Lead the Change\u2014One Meeting at a Time<\/b><\/b><\/span><\/h3>\n

Are you ready to transform how decisions are made, problems are solved, and alignment is built in your organization?<\/span><\/p>\n

True meeting leadership goes beyond setting an agenda.<\/b> It requires a facilitator who can navigate complexity, balance voices, and drive toward outcomes with clarity and consensus. Our Professional Meeting Leadership Workshop<\/b><\/a> and facilitation training equips you to do just that\u2014blending human-centric methods<\/b> with structured analytical tools<\/b> to foster rigor, inclusivity, and results that stick.<\/span><\/p>\n