An Introduction to Facilitating Groups - Handout

Introduction to
Facilitating Groups
Adapted from The Effective Facilitator 4-day course

Remember to complete the brief survey at the
end of the session and you’ll receive:
• A free copy of the “Seven Separators” article written
by Michael Wilkinson, Certified Master Facilitator.

To Access Audio: Listen via VoIP or Phone
Dial in Number: 773-945-1010
Access Code: “541-181-101” then press “#”

www.leadstrat.com
800.824.2850

2

Webinar: Introduction to F acilitating G roups
Copyright © Leadership Strategies, Inc. 2010

All rights reserved. This document is adapted from The Effective Facilitator training manual and
other proprietary materials of Leadership Strategies, Inc. – a Georgia Corporation. Leadership
Strategies grants recipient right to copy materials for personal use and enjoyment. Copies of
The Effective Facilitator manual and other products may be purchased directly from Leadership
Strategies, Inc. or from our website, www.leadstrat.com.

56 Perimeter Center East, #103
Atlanta, Georgia 30346
800.824.2850
www.leadstrat.com

3

I. GETTING STARTED

A. Who is Leadership Strategies

B. Session Objectives

C. Survey

D. Session Agenda

E. Handling Questions

F. Our Session Facilitator

Duplication prohibited without prior written consent of Leadership Strategies, Inc.
Copyright © 2010 Leadership Strategies, Inc. | 800.824.2850 | www.leadstrat.com

4

A. Who is Leadership Strategies

• The leading provider of professional meeting facilitators and
facilitation training in the U.S.
• Over 400 facilitators under contract through the National
Facilitator Database
• Over 12,000 trained in facilitation skills and through The
Effective Facilitator
• Headquartered in Atlanta, GA
• Public classes in Atlanta, Boston, Chicago, Dallas, DC, Denver,
LA, New York, San Francisco, Sydney, Toronto.

B. Webinar Objectives

• Outline a comprehensive methodology for facilitating groups
• Provide over a dozen techniques you can begin using
immediately
• Provide next steps for those who would like to learn more


5

D. Webinar Agenda

I. Getting Started
II. Overview of the Principles of Facilitation
III. Tools and Techniques
IV. Next Steps

E. Handling Questions

• If you have a question, type it into the Question Panel.
• Because of our limited time, we won’t be able to answer all
questions, but we will try to get to as many as we can.
• From time to time, we will ask you a question. You will have
about a minute to respond and we will show you the results.


6

f. Our SESSION Facilitator

Wayne Pendle
Leadership Strategies


7

THE PRINCIPLES SUMMARIZED

Principle 1. PREPARING FOR SUCCESS
Cover all the bases
Principle 2. GETTING THE SESSION STARTED
Inform, excite, involve, empower
Principle 3. FOCUSING THE GROUP
Establish the course; avoid detours
Principle 4. THE POWER OF THE PEN
Use it, don’t abuse it, make it theirs
Principle 5. INFORMATION GATHERING
TECHNIQUES
Know your tools and how to use them
Principle 6. DYSFUNCTIONAL BEHAVIOR
Conscious prevention, early detection, clean
resolution
Principle 7. CONSENSUS BUILDING
Create and maintain a consensus-focused
process


8

THE PRINCIPLES SUMMARIZED

Principle 8. KEEPING THE ENERGY HIGH
Set the pace, anticipate the lulls, react
accordingly
Principle 9. CLOSING THE SESSION
Review, evaluate, close, debrief
Principle 10. AGENDA SETTING
Adapt your agenda to address the need


9

The Facilitator’s Methodology™

The Leadership Strategies Approach For
Structuring Successful Group Sessions


10

PRINCIPLE 1 - PREPARING FOR SUCCESS

Cover All the Bases

A. Interview the Sponsor
B. Identify Key Roles in the Session
C. Define the Purpose and Agenda
D. Prepare Sample Deliverables
E. Know the Process Cold
F. Educate the Planning Team
G. Prepare for the Hat Technique
H. Interview the Participants
I. Get Oriented on the Business Area
J. Prepare the Room
K. Prepare Your Opening

***The bolded sections above are covered in this free webinar. All other listed sections are covered
in our full, 3 or 4-day Effective Facilitator workshop. For information about attending a public or
scheduling a customizable, private Effective Facilitator class, email us at etraining@leadstrat.com
or call 1.800.824.2850.


The 5 Ps of Preparation 11

Why are we having the meeting?

What should be produced as a result of the
meeting? The Three H’s:

__________________________________

__________________________________

__________________________________

Who should attend the meeting?

What are the topics that will need to be dis-
cussed?
What steps should be taken in the meeting
to achieve the purpose?


PRINCIPLE 2. GETTING 12

THE SESSION STARTED

Inform, Excite, Empower, Involve

A. Set-up with 30 Minutes to Spare
B. Optimize Your Set-up
C. Utilize the Gathering Period
D. Kick-off Promptly
E. Set the Stage with Your Opening: I-E-E-I
F. Memorize Your Opening
G. Effectively Deliver Your Opening
H. Request Participants’ Objectives
I. Review the Agenda
J. Establish Ground Rules
K. Define the Parking Boards
L. Define Consensus
M. Open “On the Fly”

or call 1.800.824.2850.


Set the Stage with Your Opening: I-E-E-I 13

…about the purpose and product

…about the benefits to them

…by discussing the important role they play
in the process
…through personal objectives and
participation


14

PRINCIPLE 3. FOCUSING THE GROUP

Establish the Course, Avoid detours

A. Set the Course with Checkpoints
B. Restart with Extended Checkpoints
C. Warm-up the Group
D. Use Your PEDEQS
E. Label Charts to Improve Focus
F. Redirect Side Issues
G. Use Extended Prompt Questions
H. Summarize Results
I. Be Conscious of Time
J. Use Breakout Sessions
K. Know When to Regroup

or call 1.800.824.2850.


Set the Course with Checkpoints 15

… quickly what has been done to date

… briefly what the group is about to do
Explain how the previewed agenda item fits
into the overall objective

Redirect Side Issues

If the group begins to detour off on an unrelated discussion,
bring them back on course by using a redirection question.

“That’s a ____________________ _________________.

Can we put it on the ______________ _____________

so we don’t forget it?”


PRINCIPLE 4. RESPECTING 16

THE POWER OF THE PEN

Use It, Don’t Abuse It, Make It Theirs

A. Write First; Discuss Second
B. Write What Is Said
C. Add Your Own Words Discriminately
D. Ask; Don’t Tell
E. Write So the Group Can Read It
F. Use Additive Editing
G. Avoid Lulls While Writing
H. Assign an Order to Your Speakers
I. Use Multiple Flip Charts
J. Employ the Right Recording Tool
K. Post According to Your Wall Plan

or call 1.800.824.2850.


Write First; Discuss Second 17

• Once you have asked a question, it is your job as the

facilitator to record the answers, without regard to the value
or completeness.

• If what is said is incomplete, _________ ________ it.

• If what is said can be improved upon, ________ _______ it.

• If what is said is not the answer you were looking for,

_________ ________ it.

• If what is said is obviously wrong, _________ ________ it.

Write What Is Said; Not What You Heard

• Record as many of the speaker’s words as is necessary to
ensure that what you write is clear, complete and can stand
alone.


• It is not necessary that you record all of the speaker’s words; 18
in fact, given the way most of us speak, recording all the
words may reduce clarity.

• If you are not sure what was said, playback what you think
you heard and check for confirmation.

• Or, ask for the _________________________________.

PRINCIPLE 5. INFORMATION
GATHERING
Know Your Tools and How to Use Them

A. Ask Great Starting Questions
B. Guide with Reacting Questions
C. Floats Ideas If Necessary
D. List to Gather Details
E. Brainstorm to Generate Ideas
F. Group to Categorize
G. Prioritize to Identify Key Items
H. Lobby to Gain Buy-In


Ask Great Starting Questions 19

You are interviewing a group of school registrars to talk with

them about the scheduling process. Which is the better
question?

Question Type A Question Type B
The first thing we want to talk If you were about to develop
about are inputs. What are the school schedule, what is
the inputs to the scheduling the information you would
process? need to have close by?

Creating Starting Questions

• Begin with an ____________ __________________ phrase
(“think about”, “imagine”, “consider”, “if”)

• Extend the image to the _____________________________
(at least two phrases)

• Ask the __________________ ________________________
(Type A)


PRINCIPLE 6. MANAGING 20

DYSFUNCTION

Know Your Tools and How to Use Them

A. Understand Dysfunctional Behavior
B. Separate Symptom from Root Cause
C. Focus on Prevention
D. Detect Non-Verbal Cues
E. Address Dysfunction Effectively
F. Inform the Group When Appropriate
G. Reward Functional Behavior
H. Respond Appropriately When Challenged

Dysfunction

Dysfunctional behavior is any activity by a participant which is

consciously or unconsciously a ________________________ for

expressing displeasure with the session ___________________,

the facilitation ______________, or an outside _____________.


Address Dysfunction Effectively 21

• Approach privately or __________________________.

• Empathize with the __________________________.

• Address the _________________ _________________.

• Get agreement on the __________________________.

Drop-out Employ a __________ - ____________

Nay-sayer How can you make it _______________?

Whisperer Remind of the ____________ _______.


22

PRINCIPLE 7. CONSENSUS BUILDING

Generate A Consensus-Focused Process

A. Understand Disagreement
B. Start with Consensus
C. Decide If Agreement Is Necessary
D. Let Participants Seek Agreement
E. Take Control As Necessary
F. Delineate Alternatives
G. Identify Strengths and Weaknesses
H. Merge Alternatives
I. Use Ranking Techniques
J. Converge on a Solution
K. If All Else Fails, Move On

or call 1.800.824.2850.


Understand Disagreement 23

Each has not clearly
Level 1
___________ and _______________

Different _______________ or
Level 2
_______________

________________, past history, or
Level 3
________________ factors

How to Solve

• Level 3 – Take it to a ___________________ ____________.

• Level 1 – Direct ______________ ____________________.

• Level 2 – Identify ______________ and __________________

and then __________________ to identify a new alternative.


PRINCIPLE 8. KEEPING 24

THE ENERGY HIGH

Set the Pace, Anticipate Lulls, React Accordingly

A. Set an Energetic Pace
B. Reset the Energy Level Following Every Break
C. Adjust to Lull Times
D. Establish a Recharge Activity
E. Use Brainteasers
F. Get People Involved and Moving
G. Encourage Team Building
H. Break If Necessary

or call 1.800.824.2850.


Establish and maintain a high energy level 25

Your opening words establish the energy level. Start it high!

Awake

Asleep

Reset the Energy Level

Following each break, you must start the next session at least
at the same energy level you started the day.

Awake

Asleep


26

PRINCIPLE 9. CLOSING THE SESSION

Review, Evaluate, Close, Debrief

A. Request Time Extensions if Needed
B. Review the Activities Performed
C. Review Session purpose
D. Review Personal Objectives
E. Review Parking Boards
F. Ask Participants to Evaluate
G. Close and Set the Stage
H. Use Partial Close As Needed
I. Debrief with the Planning Team
J. Debrief with Sponsor
K. Document Session Results

or call 1.800.824.2850.


Review the Parking Boards 27

Items relevant to the session that require
a decision but will be discussed later or
___________ List
outside the session

Decisions that are made by the
___________ List participants during the session.

Actions to be performed sometime after
___________ List the completion of the session.

Questions to Clear the Issues List

• Have we _________________ it?

• Do we _______________ to cover it?

• Do we need to cover it __________________?


28

PRINCIPLE 10. AGENDA SETTING

Adapt Your Agenda to Address the Need

A. Choose an Agenda based on Objectives
B. Tailor the Agenda to the Specific Need
C. Incorporate Consensus-Building Principles
D. Construct a New Agenda as Needed
E. Confirm the Agenda with the Planning Team
F. Prepare a Detailed Agenda
G. Track Performance Against the Agenda
H. Record Process Notes
I. Incorporate Recommendations into the Agenda Model

or call 1.800.824.2850.


Construct a New Agenda as Needed 29

• Determine the _________________ question.
What is the key question that must be answered when the
facilitated session is completed?

• Determine the _________________ questions.
What are the questions that should be answered first in
order to prepare the participants to answer the critical
question?

• Determine the logical _________________ of the
preparation questions.

• Transform into _________________ items.

• Prepare your detailed _________________.


30

Done! – Objectives Review

• Outline a comprehensive methodology for facilitating groups
• Provide over a dozen techniques you can begin using
immediately
• Provide next steps for those who would like to learn more


31

What’s Next?

If you would like to learn more:

• Public Class: The Effective Facilitator
Atlanta, Boston, Chicago, Dallas, DC, Denver, LA, New York, San
Francisco, Sydney, Toronto.

No Facilitation Class Offers You More!
• Give us 4 days and learn 101+ techniques, with six practices,
feedback and videotaping!
• Give us 5 days and we will prepare you for professional or master
level facilitator certification!

• Private Class: On Your Site
Most cost-effective for 8 or more

• Other Helpful Books & Guides
»» The Secrets of Facilitation
»» The Secrets to Masterful Meetings
»» Facilitator Meeting Guides (200+ pages)
»» Visit http://www.leadstrat.com/shop


Answers to 32

the Fill-in-the-Blank

Page Fill-in-the-blank Information
Purpose
Product: Hands, Heads, Heart
11 Participants
Probable Issues
Process
13 Inform, Excite, Empower, Involve
Review, Preview, Big View
15 That’s a good point. Can we put it on the issues list so we
don’t forget it?
If what is said is incomplete, still record it (4 times)
18
Or, ask for the headline
Begin with an image building phrase
19 Extend the image to the answers
Ask the direct question
Dysfunctional behavior is any activity by a participant which
is consciously or unconsciously a substitution for expressing
displeasure with the session content, the facilitation process,
21 or an outside factor.
Employ a round-robin
How can you make it better?
Remind of the ground rules


33

Each has not clearly heard and understood
Different values or experiences
Personality, past history or other outside factors
23 • Level 3 – Take it to a higher source.
• Level 1 – Direct specific questions.
• Level 2 – Identify strengths and weaknesses and then
merge to identify a new alternative.

25


34

Issues List Decisions List Actions List
Have we covered it?
27
Do we need to cover it?
Do we need to cover it now?
• Determine the critical question.
• Determine the preparation questions.
• Determine the logical order of the preparation
29
questions.
• Transform into agenda items.
• Prepare your detailed agenda.

LEARN MORE!
If you enjoyed this free webinar and want to expand your facilitation skills even further, consider
attending a public or scheduling a customizable, private Effective Facilitator workshop. We
focus on critical skills such as consensus building, keeping the group focused, generating energy,
managing dysfunction and gaining agreement. To date, over 95% of attendees have rated this
course as THE BEST or ONE OF THE BEST courses they’ve ever taken. No facilitation training course
offers you more:

• 300-page workbook
• 10 principles, over 100 techniques
• 10 detailed agendas
• 10 detailed facilitator session guides (170+ pages)
• 6 practice sessions
• Videotaping*
• Spring Forward - We encourage you to implement your learning by providing a 60-day
check-in to confirm your progress.
• We reinforce your learning by sending you The Maximizer, a monthly refresher on one of
the course techniques
• You also receive 2 copies of The Secrets to Masterful Meetings, written by our CEO and
Certified Master Facilitator, Michael Wilkinson.

For more information, email us at etraining@leadstrat.com or call 1.800.824.2850.


35

Leadership Strategies - The Facilitation Company has rapidly become one of the national leaders
in meeting facilitation services and training. We provide companies with professional facilitators
who facilitate executive teams and task forces in topics such as strategic planning, issue resolution,
requirements analysis, process improvement and conference forums.

Professional Facilitation Leadership Training

Meeting Facilitation Facilitation Series Management Series
The Effective Facilitator Management to Leadership
Strategic Planning Systems Analysis Facilitating IT Sessions The Facilitative Consultant
Making Meetings Work! The Effective Communicator
Issue Resolution Team Building Effective Teams Work! Effective Presentation Skills

Conference Facilitation Planning Series IT Series
Strategic Planning Project Leadership
Process Improvement Project Planning Managing User Relationships

Along with being expert facilitators, we also train people in facilitation skills, leadership, team building,
presentations and consulting skills. We offer public classes in Atlanta, Chicago, Dallas, Denver, Los
Angeles and Washington, DC, and on-site private classes for clients around the nation and the world.
We make it our business to research the best practices used by successful organizations, compile
these best practices into practical workshops and guide organizations in implementing these practices
in their environments.

56 Perimeter Center East, #103
Atlanta, Georgia 30346
800.824.2850
www.leadstrat.com


An Introduction to Facilitating Groups - Handout

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