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Marsha Acker

How to Facilitate Meetings Like A Pro – and Get Results (Part 1)

Are you ready to lay the foundation for leading engaging and productive meetings with purpose, clarity and confidence so that you can support agility within your teams?

The skills of facilitation and coaching are needed in our world. Over the past year and a half, we have adapted and found ways to be separate but connected.

In this two-part series, I want to share some strategies for facilitation that 100% still apply even if you are leading virtually. 

As facilitators, we convene and host. Our primary focus is to identify the desired outcomes and then create a space that fosters connection, authenticity, trust, and sharing. We can do this remotely, just like we do in the room. I’ll be sharing principles for how to do just that!

Improving How You Facilitate: What That Looks Like

Whether you are a scrum master, agile coach, project manager or team lead, if you are charged with launching a new agile team or helping an existing team move toward higher performance, chances are you would like to improve the way you meet in some way.  

Maybe…

  • You’re wanting to lead meetings that are valuable, that get people engaged, are productive, outcome oriented and are seen as a good use of people’s time
  • You know the agile practices really well but you are struggling with the effectiveness of your meetings 
  • You want your meetings to be engaging and productive, and not a waste of time where people don’t want to participate
  • You are looking for a structured process for planning and designing your facilitated meetings, something that helps you add order to your planning rather than just ‘flying by the seat of your pants’ when you’re leading a meeting.
  • You want to lead highly effective, collaborative meetings with ease and confidence, which is something we teach in all of our programs at TeamCatapult  

Mistakes You Might Be Making as You Facilitate

One of the challenges to facilitation is that when it’s done well you hardly know it’s happening and if the facilitator is really good you might not even notice them much at all. As a participant, you will likely be caught in the topic of conversation with the other participants. 

This type of scenario can create one of the greatest mistakes in facilitation…

1 Believing that you can just do facilitation after having seen others make it look so easy. 

Facilitation is a professional discipline and it’s both art and science. Good facilitators make it look easy, like all you need to do is grab a marker and head to a flip chart. Or open up a Zoom line and invite people to start collaborating.  In reality there is ALOT going on for a facilitator. It takes formal training and practice! Just like playing the piano or flying a plane.

2 Are you participating rather than facilitating?

These are two different roles and depending on what’s at stake for you or your team, it’s SUPER easy to blur these lines. We’re going to talk today about ways to become more aware of this. 

3 Not having a clearly designed purpose and agenda before the meeting starts. 

You need to define these before you get to the meeting. Cutting short the planning and design phase or not doing any planning at all. Typically, a skilled facilitator will spend 2.5 times the meeting time just planning and designing a session. (And if you’re facilitating virtually or hybrid it’s more!) 

Do you treat every decision in a collaborative meeting the same way? Or seek ‘agreement’ from the group on the decision? This is another common mistake!

4 Lack of clarity, for yourself and your team, about the role of a facilitator. 

Believing that your role in the meeting is helping the group reach a decision that has already been made. 

You’ve learned the agile practices, but a few months into implementation the excitement is wearing off and you are not seeing the results you had hoped for. Understanding the agile practices is not enough, agile is first and foremost about communication, collaboration, trust, and learning to see and navigate the human systems. 

Mistakes I Made When I First Started Facilitating

Can I be frank? I made mistakes when I first started facilitating. Here are a few of my mistakes.

I overly controlled the meetings. I would ask a  question of the group and then ask them to write their answers on a sticky note. I was very careful to let people speak, but only when I called on them. I never would ask an open ended question to the group. I was AFRAID that I would either get crickets or that the group would go completely off topic and I would look like I could not control the meeting. I’m sure some of those participants in my early meetings might tell you that they felt ‘overly managed’ during the meetings. 

I drove my own agenda. I was ensuring that people just went through the motions of what they were asked to do. But we left all sorts of other topics on the table that were never really addressed.  

I only got input from the leader or meeting sponsor – not the team on what the meeting should be about. That led to multiple sessions where I got blindsided by issues that were surfaced during a meeting and I really had no idea how to handle them or what to do when they were surfaced. I was a consultant and feared looking stupid or not being seen as valuable if I had to get a group to come up with a solution. I needed to prove my value in some way.  

Facilitation Done Right!

It wasn’t until many years later that I learned how to 

  • really connect a group
  • have greater awareness of my own beliefs about the group and understand what a profound impact my beliefs had on my ability to work with a group
  • to let go of control, to turn it over to the group, 
  • to really listen to what people needed or were trying to say. 

These were profound shifts in my mindset which allowed me to move from just instructing people to write on sticky notes but never really get at the heart of the real issue, to leading meetings that really got at the heart of what was blocking the team, not just to support the team in continuing their same patterns. 

You can learn this advanced facilitation process as well. 

In the meantime, read Part 2 of this series: 

‘How to Lead Engaging and Productive Meetings’ and download this free Facilitation Planning Toolkit! 

How Leadership and Management Differ and Why That Matters to Organizations

Leadership and Management

Leadership and management. What, if anything, do they have in common and how can differences be explained?

Sometimes the terms “leadership” and “management” are used interchangeably. While they have several similar characteristics, leadership and management as a function produce vastly different results.

What Defines Leadership?

Leadership, according to Merriam-Webster, can be defined with the following three meanings. 

The definition of leadership includes:

  1. the office or position of a leader
  2. capacity to lead 
  3. the act or an instance of leading

In theory, the role of leadership surfaces when a person is placed into a leadership position and then has, not only the capacity to lead, but often acts accordingly.

In practice, a leader is someone who has the vision to see how things can be improved. A leader compels others to embrace that vision and then inspires others to focus their efforts in making this vision a reality. In addition to motivating others, leaders excell when they are empathetic and connect with people.

In simplistic terms, leaders focus on vision and inspiring those they lead. 

What Defines Management?

Management is defined as

  1. the act or art of managing : the conducting or supervising of something (such as a business)
  2. the process of dealing with or controlling things or people.
  3. the collective body of those who manage or direct an enterprise

 

Theoretically, management is the coordination and administration of tasks to achieve a goal and objectives through the application of available resources.

In practice, a manager is someone who gives direction and guidance. Managers are accountable for the employees and the facilities they work for on a day to day basis. Managers plan and promote the schedule and tasks of employees and coordinate with and report to senior management in the company.

In simplistic terms, managers focus on managing people and managing work. 

3 Key Differences Between Leadership and Management

Both leaders and managers are accountable and responsible for people, teams or brands. 

There are several notable differences between leadership and management.

  1. Managers count the value of what or whom they manage, while leaders add value to those they lead.  
  2. Managers are topic experts and hold a certain amount of power over those they manage, while leaders are influencers and inspire those they lead.
  3. Managers manage work, while leaders lead people.

 

Management skills, by default, come first before leadership skills, and can be learned in business school. 

Most often a leader’s development happens as they are put into leadership positions and at the same time are willing to learn, adapt, listen, communicate, work hard, plan, organize and work on developing their leadership skills. 

In other words, great leaders never stop learning and are always evolving.

The Difference Between Leadership and Management and Why it Should Matter to Your Organization

Organizations need to be led by visionaries if they are to blossom and grow. A well-managed organization includes quality leaders with a vision that others will work towards.

Your organization needs leadership not only to survive, but to thrive in an ever-changing world. 

The good news is that leadership is something that current managers in your organization can learn! Few are born to lead; leaders come from any background, choosing to pursue a leadership role. Whatever path a person takes, the key to a successful leader is having a purpose as well as a desire to serve. 

“While only a handful of people are born with natural leadership ability, leadership is something that can be learned.” ~ Villanova University

A Shift in Mindset

Organizational success is directly correlated to great leadership. 

Managers are in charge of, and handle, the status quo. They have objectives to set, 

quotas to fill and goals to reach. Leaders on the other hand, take charge of the future by having a vision and getting a buy-in to that vision from everyone in the company.

This shift in thinking and organizational structure, going from management to leadership will transform any business – and the exciting thing is that it starts with people!

At TeamCatapult we have seen this exciting shift in mindset through our workshop attendees and the clients we work with. We’ve witnessed emerging leaders step up to lead and transform their teams, with positive outcomes.

Leadership is a craft that requires investment and growth. Then where and how can leaders gain the skills needed to lead and succeed?

Gaining Leadership Skills – Where to Start

We at TeamCatapult believe that leadership development should not be reserved for only the cream of the crop within your organization.

Our approach is different. We are passionate about helping leaders be more effective, collaborative, and adaptive as they grow their teams, lead change and achieve their desired results. 

We want to help co-create the future. We’ll help leaders build a shared vision, develop the language and use the communication that may challenge current beliefs and assumptions, but will  help to break through the limits that are impeding progress.

“When you stop discussing the tasks at hand — and talk about vision, purpose, and aspirations instead, that’s when you will know you have become a leader.” ~ HBR

Are you ready to get to work? Does your organization need a leader? 

Start here.

How To Take Your Agile Team Coaching Skills To The Next Level

If you are a team facilitator, and you are looking to grow your leadership skills, this is the place to be! In “7 Tips To Improve Your Team facilitation Skills” we learn that team facilitation starts with developing the right mindset and meeting preparation process. 

It’s informed by the things you believe as a facilitator, such as believing the group has the collective wisdom to solve the challenge at hand. Being aware of your bias means understanding how you can intentionally or unintentionally influence the group process.  

No matter the kind of meeting you walk into, your job is to help the group get over the hurdles of face-to-face communication. We’ve put together a checklist of what ‘Basic Agile Facilitation’ feels and looks like. 

Step 1: Basic Agile Facilitation

Purpose: Lead the process of a meeting

Personal: 

  • Process for tasks and outcomes 
  • Focus is on making meeting run better and more collaboratively

Symptoms: Team needs help with meetings

Sounds like: “Help us get better at running our release planning meetings”

Leadership: Active leadership from the facilitator who takes the process lead and designs a process to help the group achieve their desired outcomes.
Outcomes: Achievement of a specific goal or deliverable (i.i team charter, decision on work priorities, release plan etc.)

As well as:

What are you doing? 

  • Creating a clear meeting purpose, agenda, working agreement and a process that engages the whole group. 
  • Helping the team learn the agile practices – stand-up, team chartering, iteration planning, release planning, retrospective. 

How might you be using Structural Dynamics with the team? 

  • Notice the four action stances and how to bring or call for another action in the moment.

How are difficult problems handled? 

  • Mostly off-line or 1:1 with feedback about impact. 

What level of self-mastery might be needed here? 

  • Awareness of your own behavioral profile and how it might impact how you work teams.

Leveling Up Your Facilitation Skills

Once you have these skills and understand this framework, you will be able to move on to Advanced Team Facilitation. 

The five cornerstones of the Agile Team Facilitation Stance include:

  • Honoring the wisdom of the group
  • Maintaining Neutrality
  • Upholding the Agile Mindset and Practices
  • Standing in the Storm
  • Holding the Group’s Agenda

Read the following checklist about what Advanced Team Facilitation feels and looks like. 

Step 2: Advanced Team Facilitation

Purpose: Empower the team to facilitate themselves

Personal: 

  • How the group is working. 
  • Focus is on improving interactions, communications and decision-making skills of the team.

Symptoms: Challenges with behavior or interpersonal relationships

Sounds like: ”Help us improve how we work so we can facilitate our own work.”

Leadership: 

  • Active leadership from the facilitator that happens more from the back than the front. 
  • The emphasis is on the team’s capability to be more self-facilitating and self-organizing. 

Outcomes: Improvement in awareness, skills and effectiveness as a team.

As well as: 

What are you doing? 

  • Naming structural patterns so the group can become more aware of their helpful vs unhelpful patterns. 
  • Designing group processes to help change the patterns you see in the team. 

How might you be using Structural Dynamics with the team? 

  • Diagnose a stuck pattern in a team.

How are difficult problems handled? 

  • Name challenging patterns in the group, help them navigate the challenges or develop working agreements to prevent them.

What level of self-mastery might be needed here? 

  • Increasing awareness and able to see patterns in the moment – yours and others.
  • Expanding your tolerance for difference. 
  • Becoming “multi-lingual” and able to change your vocal range when needed. 

Check out this Facilitation Toolkit!

Leadership Journey to Agile Team Coach

Growing leadership competency is a cornerstone of creating organizational change

Increased performance outcomes are the direct result of the fact that the competencies of individual coaching, team coaching, mentoring, training, and facilitation help leaders build their range of leadership. 

At TeamCatapult, we call this “leadership range.” It refers to the ability of individuals to lead from the front and set a clear direction. It also refers to their ability to lead from behind, empowering others to make the move and understanding how to support ideas and create space for all voices to be heard.

Look at the following checklist to see if you are already at the next step!

Step 3: Agile Team Coaching

Purpose: Empower the team to lead and tackle more systemic challenges.

Personal: 

  • How the system is working. 
  • Focus is on the system as a whole and how it’s working or not working.

Symptoms: Systemic challenges and stuck patterns that are keeping the team from their full potential.

Sounds like: “Help us develop as a team so that we reach high performance.”

Leadership: 

  • Active leadership is happening within the team. 
  • The team is doing their real work either in a meeting, work session or at their desks. 
  • The coach is observing and intervening when appropriate or needed. 

Outcomes: 

  • Positive changes in individual and team performance. 
  • Individual and groups shift in mindset, deepended awareness and intentionality about working together effectively. 

As well as:

What are you doing? Live and “in the moment” coaching opportunities within the team to neutrally name what is happening so the team can see it and take their own actions. 

How might you be using Structural Dynamics with the team? 

  • Diagnosing a stuck patterns in a team and revealing it to the team so they can see it, too. 
  • Changing theme “in the moment” so that they are able to change the nature of their conversation for more productive outcomes. 

How are difficult problems handled?

  •  Problems are seen as systemic issues rather than 1:1 conversations and are with the system in the room. 
  • “Bring the conversation in the room” becomes a guiding principle.

What level of self-mastery might be needed here? 

  • Changing your behavior in order to help the team change their pattern and get different results. 

Next Step: Coaching Agility From Within Cohort!

Where in this journey to masterful agile team coaching are you?

Once you’ve mastered basic agile facilitation, advanced team facilitation and you’ve become an agile team coach, what’s next is an exciting journey! We invite you to learn more about “A Cohort Journey to Masterful Agile Team Coaching”

This 9-month TeamCatapult cohort starts on 10/25/21. We are accepting applications now. Click here to apply. We also invite you to learn more about this program by reading what those who’ve completed the program are saying.

How Advanced Facilitators Gain Self-Mastery and Can Read Group Dynamics

Are You Ready To Become an Advanced Facilitator?

In my book The Art and Science of Facilitation, I explain the five cornerstones of the Agile team Facilitation Stance. 

The cornerstones of the Agile Team Facilitation Stance include:

  • Honoring the wisdom of the group
  • Maintaining Neutrality
  • Upholding the Agile Mindset and Practices
  • Standing in the Storm
  • Holding the Group’s Agenda

These aforementioned cornerstones are important for all facilitators, but especially helpful for those at the beginning of their facilitation journey.

The links above will guide you through several resources to get you started. You might also need some tools – we have a wonderful free Facilitation Planning Toolkit for you!

Once you have a clear understanding of these principles, what’s the next step?

Next Step: Advanced Facilitation

Advanced Facilitation is about increasing your self-awareness so you can read the room, name the hidden dynamics beneath the surface, and effectively help groups modify their behaviors to achieve the best possible outcomes. 

Is this you?

☆ You might be ready for a more personal journey to deepen your skills as a facilitator, agile coach, or leader of collaboration.

☆ You might be ready to build your own capacity to lead and work collaboratively in order to help others do the same.

Self-awareness and the ability to confidently read the group are key characteristics of leadership range. Are you ready to further develop your leadership skills? 

About Gaining Self-Mastery

“Self-mastery is being in control of the internal thought processes that guide your emotions, habits, and behaviors.”

~ Thai Nguyen

That means turning within yourself. 

Practicing mindfulness and self-awareness along with journaling and auditing yourself can help you gain self-mastery. Sometimes self-mastery includes knowing when to hit the “pause” button to self-assess. 

About Reading Group Dynamics

How we communicate with one another either propels a group forward or holds it back.

Models and frameworks for communication, behavior and group dynamics help us make sense of what’s happening in the room and allow us to focus on something other than our own ego or personal agenda. 

Having a deep understanding of the theory and science behind group dynamics will also inform how you guide the meeting. 

Before you enter a room, have a model or models that provide you with a basis for understanding how groups and  teams interact and perform. 

The core model we at TeamCatapult use is Structural Dynamics, encompassing Daivd Kantor’s theory of face-to-face communication. Because they are structurally based, Structural Dynamics are visible in the room and, with practice, you will be able to see the structure of the interactions of the group!

Advanced Facilitation – The Workshop

In the TeamCatapult Advanced Facilitation Workshop, we cover:

  • ​​Understand what it means to ‘read the room‘ and reveal the hidden dynamics
  • How to recognize your impact on others
  • Seeing and working with conflict; diagnose and change stuck dynamics
  • Giving teams a language for skillfully holding tough conversations
  • The Kantor Behavioral Baseline Profile and Structural Dynamics
  • Understanding your Kantor Baseline Behavioral Profile and how to apply it in day-to-day interactions 
  • Working with group behavior using an implicit mental model and an explicit model for intervention 
  • Recognizing the content, style, and structure of a group’s behavior

Our multi-day advanced training will take you on a personal journey to deepen your leadership practice as facilitator, coach, or team leader.

Become adept at identifying and overcoming communication challenges

  • Use real-world experience to work with group dynamics at a much deeper level
  • Uncover your own behavioral model for working with difficult dynamics
  • Learn to help teams modify their behavior for enhanced dialogue and collaborative performance
  • Discover how to name structural patterns and make intentional choices to change them 
  • Identify the behaviors that challenge you most as a facilitator in order to better serve your team

Unlock The Wisdom Within!

For those with previous facilitation training and demonstrable knowledge of basic facilitation skills, Advanced Facilitation will help you become more adept at identifying communication challenges in groups so you can help them unlock the wisdom that resides within.

Finding Courage: Ready to Develop and Master your Facilitation Stance?

What is courage?

cour.age

 – the ability to do something that frightens one

In chapter 6 of my book “The Art & Science of Facilitation” we discuss ‘Developing and Mastering your Facilitation Stance’. 

What the title of chapter 6 doesn’t spell out is that you, the facilitator, have to find your own source of courage. Courage to say what you see, to inquire about difficult subjects, to not walk past the elephant in the room. 

It Takes Courage To Lead! 

If finding courage in leadership and facilitation is something you are actively seeking, start here:

How courage can create safety

The five cornerstones of the Agile Team Facilitation Stance explained

How to gain true mastery in Agile Team Coaching

About leadership, horses and the importance of trust

How to gain agility by giving up control

Each of these articles from the TeamCatapult blog touch on courage. 

Courage is needed when leading. 

What’s at the heart of wisdom is candor, honesty, authenticity, and vulnerability. In other words, being a real human being who is tapped into their inner wisdom. Teamwork and facilitation is not for the faint of heart. Tools, structures, agendas, and post-it notes only get you so far. We all have to do the rest, individually and together!

Building Self-Awareness and Self-Management

The process of self-awareness and group awareness is always on-going.  There is a natural progression, an unfolding, in developing your ability to stand confidently in all five cornerstones of your facilitation stance while in the moment.

These five principles include:

  1. Maintaining Neutrality
  2. Standing in the Storm
  3. Honoring the wisdom of the group
  4. Holding the Group’s Agenda
  5. Upholding the Agile Mindset and Practices

To learn more about each of the guiding principles, I invite you to check out my book “The Art & Science of Facilitation” in which I’ve dedicated one chapter to each of the five principles.

How to Get Clarity and Be Grounded in Your Own Practice

I’d like to give you 7 lessons to help you with the self-work needed for facilitation, lessons that will be on-going throughout your career. 

1 Work with a Co-Facilitator

One of the best ways to get better at the practice of facilitation is to co-facilitate! 

2 Start a journaling practice and ask yourself tough questions

Journal after each time you facilitate. You will start noticing patterns in your facilitation behaviors and default actions, which will deepen your self-awareness in the room. 

3 Change “roles” in order to share your opinions and perspectives

The trick to sharing your opinions and perspectives is learning to share in a way that does not make you right and the team wrong. 

4 Work with a supervisor

No matter how developed your practice, your facilitation skills can always be deepened through outside perspective. 

5 Intervene to break patterns

Sometimes what a group needs is something to disrupt their familiar habit. Yet disrupting habits, naming things that the group is unaware of, or surfacing topics that they might not want to address come with high stakes – for you, and for them. 

6 Articulate what’s happening in the group

Being neutral does not mean that you are passively standing by and watching. When you have the impulse to jump into the content, practice using your model for team dynamics. Name what you see, without judgement. 

7 Develop your model for facilitation

The notion of model building, applies to you in your facilitation practice as well! As you practice, you will begin to feel constrained by some of the guidance offered. It’s a good indicator that you’re ready to define your one stance for facilitation! 

My Final Word of Guidance

As you embark upon the journey of facilitation, remember that responsibility in facilitation means owning your part and helping the group own theirs! 

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