Questions about Size Factors that Impact the Amount of Meeting Risk (2 of 5)

This is the second of a five-part discussion, providing a method for evaluating the relative risk of a meeting or workshop.

Method

The method follows the steps below:

• Review the risk assessment questions from prior worksheets or those that follow.
• Use the FAST risk analysis worksheets to capture your answers and compute a score.
• Use this score as a basis for the risk-skill matching described in the risk-skill map section.

Questions

SIZE FACTORS

The size factors measure the overall project size of effort, scope, and number of workshops.  This is an important factor in determining risk due to the complexity of planning and coordinating large projects and the required resources.

Project Life Cycle

All questions in this size section refer to the entire life span of the project your meetings support—initiation through implementation.

1. Work Hours: Total work hours (1,000s) for the project? This question refers to the estimated effort in thousands of work hours to develop the complete system.
2. Duration: What is the project’s estimated duration? This is the elapsed (calendar) time to complete the project.
3. Number Projects: Number of projects supporting the initiative or program? If a staged or prototype project, how many stages?
4. Dependency: Is there another project on which this project is likely or totally dependent? This question focuses on the “weakest link” theory.  It asks if the implementation has one key project that must go right above all others for the initiative to be successful.  If yes, does intuitive feel for the situation say the risk associated with that project is high?
5. Interfaces: How many existing “systems” will the new solution interface? Count the number of existing, distinctly different, systems that will provide or receive information to or from the new solution.
6. Workshop Quantity: Estimated number of workshops required for the project? Count the estimated number of different FAST workshops required to complete the project.
7. Different Types: How many different types of workshops are required? Count the number of different types of workshop agendas required.  If the project requires six workshops all using the same approach, count only 1 (one).  If the project requires multiple approaches and different types of workshops, count as appropriate.
8. Beginning Phase: In which phase are the workshops starting? Identify the beginning phase of the project.

Become Part of the Solution, Improve Your Facilitation Skills

The FAST curriculum on Professional Facilitation Skills details the responsibilities and dynamics mentioned above. Remember friends, nobody is smarter than everybody, so consult your FAST Facilitator Reference Manual or attend a FAST professional facilitative leadership training workshop offered around the world (see MG Rush for a current schedule — an excellent way to earn 40 PDUs from PMI, CDUs from IIBA, or CEUs).

Daring you to embrace the will, wisdom, and activities that amplify a facilitative leader.

Related articles

• Meetings Should Include a Communications Plan, Call it “Guardian of Change” (facilitativeleadership.wordpress.com)
• A “Plan” May Be Defined as “Who Does What (and When)” and Answers 10 Questions (facilitativeleadership.wordpress.com)

40 Proven Questions to Determine and Mitigate Meeting or Workshop Risk (1 of 5)

This two-part discussion provides a method for evaluating the relative risk of a meeting or workshop.

What is Risk?

Risk is exposure to the following consequences:

• Failure to achieve benefits
• Hardware and software incompatibility
• Higher implementation costs
• Longer implementation time
• Performance that is less than expected

Risk is not “bad”—failure to understand risk is dangerous.

Risk Defined

Risk shows up at three significant levels in a project:

1. Business risk is the potential exposure to the business for an incomplete, inappropriate, or late project.
2. Project risk is the likelihood of a given project failing, missing timelines, falling short of delivery standards, or grossly exceeding its estimates.
3. Technique risk is the potential for failure or major problems using a specific technique or tool in a given situation (ie, workshop or meeting methodology).

Source

We worked with Harvard Business School experts F. Warren McFarlan and James McKenney to create an algorithm that provides as assessment of meeting risk.

Meeting and Workshop Risk Components

A facilitated meeting or technique aggregates up to four discrete areas:

1. Size—a measure of overall project effort, number of dependencies, and numbers and types of meeting or workshop sessions required.
2. Complexity—a measure of the newness of the methodologies being used, the preexisting structure of the business requirements, and complexity of understanding the new requirements.
3. Politics—a measure of the controversy surrounding the project, cooperation amongst the groups, and general tendency of the participants to involve political considerations in a solution.
4. Customer Organization (ie, heterogeneity)—a measure of the size, location, and complexity of the customer organization and potential logistical problems.

Assess each area using the questions and templates that follow in part two. Meanwhile, continue reading with a discussion about mitigation actions.

When To Assess

Assess risk for every significant meeting or workshop.  Perform the assessment as part of the initial preparation.  Reassess risk for each stage or phase gate meeting, decision reviews, and look backs.  If meeting risk is not going down as you progress through the project life cycle, your meeting or workshop is likely facing additional trouble.

Mitigating Meeting Risk

Finding that a meeting or workshop is high risk is not enough.  You must do something to mitigate the risk.  Following are guidelines:

High Complexity

• Structure more participants in your workshops.  Have a speaker (not yourself) stimulate the participants with prototyping ideas and then drive additional creativity to inspire innovation.

High Politics

• Use a politically savvy session leader.  Develop consensus and vision building with management by conducting a management workshop to develop the purpose, scope, objectives, and vision for the new business, process, or system.  Complete this workshop first.

Large Project

• Conduct four to five requirements gathering workshops and then have a review with senior management to see if still on track.  When scheduling workshops, schedule them from Tuesday through Friday and plan to finish on Thursday.  That ensures that the participants have cleared their calendars for Friday in case the workshop runs over—otherwise, they go 
home early.

Diverse Organization

• Lead meetings in a similar fashion as you would for a large project.  Also, schedule numerous face-to-face visits or conference calls for the preparation interviews.

Become Part of the Solution, Improve Your Facilitation Skills

The FAST curriculum on Professional Facilitation Skills details the responsibilities and dynamics mentioned above. Remember friends, nobody is smarter than everybody, so consult your FAST Facilitator Reference Manual or attend a FAST professional facilitative leadership training workshop offered around the world (see MG Rush for a current schedule — an excellent way to earn 40 PDUs from PMI, CDUs from IIBA, or CEUs).

Daring you to embrace the will, wisdom, and activities that amplify a facilitative leader.

Related articles

• 17 Valuable Tips and Essential Issues for “Chairing” Successful Meetings (facilitativeleadership.wordpress.com)
• Meetings Should Include a Communications Plan, Call it “Guardian of Change” (facilitativeleadership.wordpress.com)
• A “Plan” May Be Defined as “Who Does What (and When)” and Answers 10 Questions (facilitativeleadership.wordpress.com)
• How to Facilitate Building a Group’s Vision Using the Temporal Shift Tool (facilitativeleadership.wordpress.com)
• How to Structure and Normalize a Discussion Around a “Many to Many” Dilemma (facilitativeleadership.wordpress.com)

 

Dr Edward DeBono’s Six Thinking Hats Provides Strong Stimulus for Ideation

If you haven’t read Edward DeBono’s Six Thinking Hats, or studied his concept about lateral thinking, you should.  As one of the rare authors who instructs people on HOW TO think rather than WHAT TO think, he has been hailed as one of the 250 people who have contributed most to mankind.

As shared in our last post, SCAMPER is a Mnemonic to Prompt for Excellent, Impromptu Questions, nobody is smarter than everybody because groups create more options than individual ideas that are aggregated.  Any group or individual is known to make higher quality decision when provided with more options.  The theory and concept driving the Six Thinking Hats also makes it easy to generate more ideas, thus a higher quality output.

While this blog cannot even attempt to do justice to a nearly 200-page book, you can make it easier for a group to take existing ideas by providing this method so that they are permitted to morph their ideas into something different or more substantial. For extensive instructions and options, see the source book.

Method

Note first that we have modified the hats to include a seventh or Royal hat that reflects the perspective of the owner who is both committed and invested in the meeting output and project outcome. Use the Thinking Hats approach to force perspective and capture new ideas:

• You may assign a hat (see perspectives below) to the entire group or a different hat to each person and then rotate the hats to encourage more ideas.
• Any hat can be used as often as you like.
• There is no need to use every hat.
• The sequence may be made up of two, three, four, or more hats.
• As session leader (ie, methodologist), you may permit either a pre-set order or one that is evolving.  Do not however, facilitate the sequence (ie, facilitating method) and ask your participants about which hat(s) they would like to wear.  They do not know and rely on your expertise for the method.
• You may also use Post-It® notes to have participants individually capture a bunch of ideas.  As session leader, transpose the notes so that all are legible for the participants, preferably during a quick break.
• You may prefer to not use all the hats, and you may shape the definitions based on your own situation, but use some type of visual prompt to explain the perspectives you are seeking.

Become Part of the Solution, Improve Your Facilitation Skills

The FAST curriculum on Professional Facilitation Skills details the responsibilities and dynamics mentioned above. Remember friends, nobody is smarter than everybody, so consult your FAST Facilitator Reference Manual or attend a FAST professional facilitative leadership training workshop offered around the world (see MG Rush for a current schedule — an excellent way to earn 40 PDUs from PMI, CDUs from IIBA, or CEUs).

Daring you to embrace the will, wisdom, and activities that amplify a facilitative leader.

Related articles

• Parallel Thinking with Six Thinking Hats (spin.atomicobject.com)
• Six Thinking Hats (everydaygyaan.com)
• A “Plan” May Be Defined as “Who Does What (and When)” and Answers 10 Questions (facilitativeleadership.wordpress.com)
• The Meeting is the Message: Every Meeting Speaks Win or Loss (facilitativeleadership.wordpress.com)

SCAMPER is a Mnemonic to Prompt for Excellent, Impromptu Questions

SCAMPER provides a ‘hip-pocket’ tool; ie, an unplanned method of developing appropriate questions on an impromptu basis.  You may also take raw input (ie, first-cut ideation lists) and challenge participants to calibrate their raw input into something closer to the form of the answer being sought.

“The intellect has little to do on the road to discovery.  There comes a leap in consciousness, call it intuition or what you will, and the solution comes to you and you don’t know how or why.”

— Albert Einstein

 

Method

Select appropriate questions offered through the mnemonic known as SCAMPER and challenge some of the raw data or initial input to help the group build and understand additional options. 

Perspective

At the same time consider changing perspective to capture new ideas.  For example, assign analogies of famous people, organization, or entropic situations.  Ask—“What would (insert blank from below) do in this scenario?” such as:

• Steve Jobs of Apple, Mahatma Gandhi or Bill Gates of Microsoft.
• A monastery, the mafia, a university, the military, etc.
• Ants, weather, or an ecosystem?

Nobody is smarter than everybody because groups create more options than individual ideas that are aggregated.  SCAMPER or changing perspectives makes it easier to create new ideas during the meeting that did not exist prior to the meeting.  Any group or individual is known to make higher quality decision when provided with more options.

Become Part of the Solution, Improve Your Facilitation Skills

The FAST curriculum on Professional Facilitation Skills details the responsibilities and dynamics mentioned above. Remember friends, nobody is smarter than everybody, so consult your FAST Facilitator Reference Manual or attend a FAST professional facilitative leadership training workshop offered around the world (see MG Rush for a current schedule — an excellent way to earn 40 PDUs from PMI, CDUs from IIBA, or CEUs).

Daring you to embrace the will, wisdom, and activities that amplify a facilitative leader.

Related articles

• A “Plan” May Be Defined as “Who Does What (and When)” and Answers 10 Questions (facilitativeleadership.wordpress.com)
• 8 Meeting Purposes: What Task(s) Are You Asking Your Group To Accomplish? (facilitativeleadership.wordpress.com)
• The Agenda can be Your Most Powerful Weapon for Leading Effective Meetings (facilitativeleadership.wordpress.com)
• Intro to memory and mnemonics (chutneylemon.wordpress.com)

How to Structure and Normalize a Discussion Around a “Many to Many” Dilemma

The purpose of this topic is to help a group focus its discussion when there are many symptoms, causes, preventions, and cures that should be considered; likely against an array of multiple agents or actors who need to act upon a new plan or process.

Rationale

Meetings waste much time because they lack structure, not because they fail to generate some good ideas.  The problem with most meetings is that the group of participants do not know if they “got it all”, how they can measure their progress, and how much work remains to be done.

Method

This approach can be modified, but embraces the second step of Brainstorming called Analysis.  With a complex problem, consider the following:

• Confirm the purpose of the solution state or the ideal condition. Describe the way things ought be when there is no problem and everything is working properly according to design.
• Fully define the problem state or condition, building consensus around the way things are at present.
• Identify all the potential symptoms that make it easy to characterize the problem or issue. Consider symptoms to be “externally identifiable factors” that can be seen and observed objectively, such as “tardiness.”
• For each symptom identify all possible causes (or consider Root Cause Analysis [aka RCA] or the Ishikawa Diagram).
• Identify the people, agents, or actors that will participate in the solution or plan (eg, participants, management, contractors, etc.).
• Populate a matrix with the agents against a timeline as shown below.  The simplest way to approach the x dimension is to separately cover the before and after phases (such as what can be done to prevent each cause and what can be done to cure for each cause by each agent).
• With group at large or using sub-teams with assigned areas, develop all potential responses or actions with every agent across the timeline (see below).

Become Part of the Solution, Improve Your Facilitation Skills

The FAST curriculum on Professional Facilitation Skills details the responsibilities and dynamics mentioned above. Remember friends, nobody is smarter than everybody, so consult your FAST Facilitator Reference Manual or attend a FAST professional facilitative leadership training workshop offered around the world (see MG Rush for a current schedule — an excellent way to earn 40 PDUs from PMI, CDUs from IIBA, or CEUs).

Daring you to embrace the will, wisdom, and activities that amplify a facilitative leader.

Related articles

• A “Plan” May Be Defined as “Who Does What (and When)” and Answers 10 Questions (facilitativeleadership.wordpress.com)
• 8 Meeting Purposes: What Task(s) Are You Asking Your Group To Accomplish? (facilitativeleadership.wordpress.com)
• Root causeanalysis1 (slideshare.net)

Using the Fist of Five to Test for Quick Consensus About Contextual Issues

The Fist of Five approach combines the speed of thumbs up/ down and displays the degrees of agreement that can support more complicated decision spectrums. Using this approach people vote using their hands and display fingers to represent their degree of support.

Method

When a group comes to consensus on a matter, it means that everyone in the group can support the decision; they don’t all have to think it’s the best decision, but they all agree they can live with it.  This tool is an easy-to-use way to test for consensus quickly.

To use this technique the facilitator restates a decision the group may make and asks everyone to show their level of support.  Each person responds by showing a fist or a number of fingers that corresponds to their opinion.

Fist—a clear no vote, a way to block consensus.  “I need more information about the issues and require changes for a proposal to pass.”

1 Finger—“I need to discuss certain issues and suggest changes that should be made.”

2 Fingers—“I am comfortable with the proposal but want to discuss some minor issues.”

3 Fingers—“I’m not in total agreement but feel comfortable enough to let this decision or a proposal pass without further discussion.”

4 Fingers—“I think this is a good idea/ decision and will work for it.”

5 Fingers—“It’s a great idea and I will be a major leader supporting it.”

If anyone holds up fewer than three fingers, they should be given the opportunity to state their objections and the team should address their concerns.  Teams continue the Fist of Five process until they achieve consensus (a minimum of three fingers or higher) or determine they must move on to the next issue.)

Notes

A small problem with this approach is that two standards have emerged and so you really need to be clear upfront if five fingers mean “full agreement” or “no, stop”. With the method discussed above, a fist (no fingers) means no support, five fingers means total support and a desire to lead the charge.

Another model registers resistance to the proposal so that one finger means total support, two fingers means support with some minor reservations, three fingers means concerns that need discussing, four fingers means “I object and want to discuss”, and five fingers (an extended palm like a stop sign) means “Stop, I am opposed.”

Become Part of the Solution, Improve Your Facilitation Skills

The FAST curriculum on Professional Facilitation Skills details the responsibilities and dynamics mentioned above. Remember friends, nobody is smarter than everybody, so consult your FAST Facilitator Reference Manual or attend a FAST professional facilitative leadership training workshop offered around the world (see MG Rush for a current schedule — an excellent way to earn 40 PDUs from PMI, CDUs from IIBA, or CEUs).

Daring you to embrace the will, wisdom, and activities that amplify a facilitative leader.

Related articles

• A “Plan” May Be Defined as “Who Does What (and When)” and Answers 10 Questions (facilitativeleadership.wordpress.com)
• “Be Here Now” – Meaning Behind One of Our Most Popular Meeting Ground Rules (facilitativeleadership.wordpress.com)
• How to Make Better Decisions Together (shareable.net)

Meeting Tip: Take a “Break” to Improve Your Group Performance and Your Own

In addition to taking standard ten minute bio-breaks every hour or so, you may need to take breaks for the benefits of your team, for your own benefit, or to encourage innovation through a change of scenery.  These extra breaks enable people to move around, get the blood flowing, grab some fresh air, and think of the situation in a different environment 
(eg, an outdoor courtyard or near a fountain).

Method

When either you, the session leader, are fatigued or confused or whenever the group gets stuck on a subject, such as an argument, lethargy, etc, take a break.  Before you send them on this special break, however, do the following:

1. Give them a specific time to return (normally fifteen minutes so that they have ten minutes of a ‘normal’ break and an additional five minutes for steps two and three below).
2. Visually post or give them a question to think about while on the break and ask them to consider the question for five minutes during their extended break.
3. When participants return, capture their new ideas or responses.

Notes

This fairly simple exercise has resulted in many issues being resolved, arguments ending, decisions being made, and participants waking up.  It allows some time for evaporation if the team is saturated, thus allowing space for new ideas to develop.  For the session leader, it affords additional time to regroup while the team remains productive. Do not be afraid to take a break as no team has ever been disappointed when the session leader tells the group to take a break.

Ergonomic Break Alternative

The cognitive benefits of exercise have been demonstrated in older people, middle-aged people, and even fourth graders.  Clinical proof exists that you learn twenty percent faster after exercise than after sitting still.

Why?  Exercise improves the blood’s access to specific brain regions and stimulates learning cells to make brain-derived neurotrophic factors, or BDNF, which acts like a Miracle-Gro^® for neurons.

What?  Consider an ergonomic break where you (or appointee) begin a simple series of stretching.  Have participants roll their heads, twist their torsos, bend their hips, rotate their arms, or even massage the shoulder trap muscles of the person next to them.

Everyone will benefit, feel better, and stay awake longer.

Become Part of the Solution, Improve Your Facilitation Skills

The FAST curriculum on Professional Facilitation Skills details the responsibilities and dynamics mentioned above. Remember friends, nobody is smarter than everybody, so consult your FAST Facilitator Reference Manual or attend a FAST professional facilitative leadership training workshop offered around the world (see MG Rush for a current schedule — an excellent way to earn 40 PDUs from PMI, CDUs from IIBA, or CEUs).

Daring you to embrace the will, wisdom, and activities that amplify a facilitative leader.

Related articles

• “Be Here Now” – Meaning Behind One of Our Most Popular Meeting Ground Rules (facilitativeleadership.wordpress.com)
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• Celebrate Pause Appreciation Day (thehealthyhousewives.wordpress.com)

 

How to Facilitate Building a Group’s Vision Using the Temporal Shift Tool

It’s hard enough to get a family of four to agree where to go out to eat much less getting a group of executives/ managers agree to where they want to take their organization.

To define the specific vision of the organization—where it wants to go, appeal to both the head and the heart, supporting the question, “Why change?”  A clear statement of the future state helps to gain genuine commitment.  Illustrate with your metaphor.

Defined:  A vision is a desired position specified in sufficient detail so that an organization recognizes it when they reach it.  A consensual vision provides direction and motivation for change.

Relationships

Vision

The vision drives the objectives and defines where the organization is going.  This enables the next step to define key measures and more detailed objectives.

Deliverable

A clearly defined statement between 25 and 75 words in length.

Options

Use one of three methods:

1. Define a vision statement and then have the group use the Creativity Exercise (in FAST Tools) to draw their vision.  Have each group describe their picture to the others and then capture an integrated vision statement based on the discussion.
2. Prepare a draft vision statement (frequently gathered from the senior manager of the group) and write it on a flip chart.  Define a vision statement then review this with the group and have them modify it to meet their needs.
3. Using the Temporal Shift tool below, have the group develop a newspaper or magazine headline that they would like to see in a major newspaper on the date of the vision—eg, “What would the newspaper headline read on January 15, 20xx?”  Have them embellish the headline with the story behind the headline.  This headline and story support the vision.

TEMPORAL SHIFT TOOL

Purpose

Helps groups decide where to go or be at some point in the future.

Rationale

Have you ever had a problem getting a group of friends or family to agree on where to go to eat?  Now try to get a group of bright professionals to agree on where they are headed!  It is much easier to ask and build consensus around “Where have you been?” or, “What type of legacy have you left behind?”

This step defines the specific vision of the organization—where it wants to go.  A vision is a desired position specified in sufficient detail so that an organization recognizes it when they reach it.  Effort is directed towards attaining the vision.  Vision drives objectives and other key measures.

Method

Hand out recent copies of an appropriate industry or organizational or trade magazine or periodical familiar to the participants.  Turn them to a specific page (could be the front cover) or column that is frequently read.  The Wall Street Journal could be a default publication that you use, but decide which section will display the headline based on the nature of the group you are working with.

Have each group develop a newspaper headline that they would like to read on the date of their vision—eg, “What would the headline read on January 15, 20xx?”  Have them embellish the headline with the story behind the headline.

Bring the groups together to compare and contrast.  Work the Bookends looking for similarities and differences.  First work the headline.  The story items supporting the headlines can also be used to support the vision.

NOTE:  Pretend they are on a beach in the future and pick up this periodical, what you are really asking them is “What is the legacy you have left behind as a result of the effort at hand?”

Suggestion

See the following website for headlines from around the world:

http://www.newseum.org/todaysfrontpages/flash/default.asp    or

http://www.pressreader.com .

Timing

This step typically takes from one to three hours.

Closure

This step is complete when you have a statement (not necessarily grammatically pure) the group believes captures the target or vision of where they want to go.  Check with them to see if they can recognize the target defined by their vision and would know if they get there.

Become Part of the Solution, Improve Your Facilitation Skills

The FAST curriculum on Professional Facilitation Skills details the responsibilities and dynamics mentioned above. Remember friends, nobody is smarter than everybody, so consult your FAST Facilitator Reference Manual or attend a FAST professional facilitative leadership training workshop offered around the world (see MG Rush for a current schedule — an excellent way to earn 40 PDUs from PMI, CDUs from IIBA, or CEUs).

Daring you to embrace the will, wisdom, and activities that amplify a facilitative leader.

Related articles

• Four Activities to Efficiently and Effectively Wrap-up a Meeting (facilitativeleadership.wordpress.com)
• Leadership Style Depends on Source of Ideas & Solution Ownership (facilitativeleadership.wordpress.com)
• Taking Charge of Poorly Led Meetings When You are Not the Leader (facilitativeleadership.wordpress.com)

Meetings Should Include a Communications Plan, Call it “Guardian of Change”

Meetings Should Include a Communications Plan, Call it “Guardian of Change”

Stakeholders ask meeting participants, “What happened in the meeting?” It’s a good idea to sound like all attended the same meeting.  To ensure that participants harmonize their “elevator speech” (also known as coffee pot, issue bin, and other 30-second synopsis of events or issues), quickly facilitate and get the group to agree on what they are going to tell their superiors and other stakeholders when asked.

Two-column Guardian of Change

For major initiatives such as strategic planning or project launches, it is wise to invest a few hours to build a robust communications plan, but most meetings do not afford that much time.  Rather than skip the activity entirely, Use the FAST Guardian of Change approach to build a quick and simple communications.

Some background.  We learned at a Fortune 50 client that the best product ideas were not being commercialized.  Rather, the products getting approval were the products that were being “championed” by the most persuasive and charismatic “champions.”  From that moment until now, we have learned to avoid the term “Champion,” preferring the term “Guardian.”  We do not want somebody to make their idea into more than it is or allow it to be discounted below its worth.  We want them to protect it for what it is, guard it.  Do not expand it or detract it but protect it for what it is.  Here is how to facilitate the communications plan for a meeting, to homogenize the rhetoric so that everyone’s superiors and other stakeholders hear the same message.

Purpose

Empirical research shows that it is best to guard and protect communications than to simply shout out.  Different audiences need different parts of the message, and may react differently to descriptive terms used and the media used to communicate results.

The overall purpose is to get a group to agree on how it will communicate the results of its meeting and workshop efforts to others.  Students that rely on study groups average a GPA that is 0.50 points higher than students without groups.  Why?  Socialization.

Rationale

At minimum, team members need an “elevator speech” that can deliver an effective synopsis of the meeting results.  At the other extreme, if the meeting is strategic, there could be numerous audience types such as the investment community, suppliers, trade personnel, etc.  If so, identify the key audience members before discussing the message, medium of communication, and frequency of communication for each.

When it is important that it sounds like the participants attended the same meeting together, consider agreeing on the rhetoric used to describe the meeting.  Typically, the two major audiences are:

1. What do we tell our bosses or superiors ?
2. What do we tell people dependent  on our results ?

Method

After identifying the target audiences, ask for each, “What are we going to tell _____?”  List the messages as bullet points that begin to homogenize (ie, create consistency) the meeting participants’ descriptions in the hallway about what was accomplished.

If necessary, discuss HOW TO communicate with the target audience such as face-to-face, email, etc.  For complicated communications plans, further discuss frequency or how often to set-up regular communications.  It may be necessary to schedule the communications so that the superiors are informed before other stakeholders.  Failing to plan, meeting participants will use different methods and different rhetoric that will generate different understanding among stakeholders that may require shared or at least similar understanding.

Proactively consider a 3*30 Report, a written summary of results that should take no longer than 30 minutes to write and no longer than three minutes to read and reply.  The 3*30 Report may be ideal for executives and other team members who are interested but not fully invested.

Become Part of the Solution, Improve Your Facilitation Skills

The FAST curriculum on Professional Facilitation Skills details the responsibilities and dynamics mentioned above. Remember friends, nobody is smarter than everybody, so consult your FAST Facilitator Reference Manual or attend a FAST professional facilitative leadership training workshop offered around the world (see MG Rush for a current schedule — an excellent way to earn 40 PDUs from PMI, CDUs from IIBA, or CEUs).

Daring you to embrace the will, wisdom, and activities that amplify a facilitative leader.

Related articles

• Four Activities to Efficiently and Effectively Wrap-up a Meeting (facilitativeleadership.wordpress.com)
• PMBOK #5 Boosts Stakeholder Management (mosaicprojects.wordpress.com)
• 15 Fun and Quick Tips to Help You Become a More Successful Facilitative Leader (facilitativeleadership.wordpress.com)
• Stakeholder Matrix Template – What You Need To Know About Stakeholders (demandmetric.com)
• Taking Charge of Poorly Led Meetings When You are Not the Leader (facilitativeleadership.wordpress.com)

 

17 Valuable Tips and Essential Issues for “Chairing” Successful Meetings

Many skills required to facilitate also apply to “chairing” meetings. Success begins with vision and meeting vision is defined as knowing the purpose, scope, and objectives in advance.  Other issues that support successful facilitating or chairing naturally include people skills such as:

Leadership

 

• Ability to trust in the good nature of the human spirit, even in high-risk situations
• Accepting them for what they are and not what you wish they were
• Capacity to approach people for their present value rather than past performance
• Embracing a nature that does not require approval or recognition
• Willingness to treat everyone, even casual acquaintances, with the same courtesies and kindness

Effective leaders also remain flexible.  Ironically, the best-prepared and fully structured plans afford the most freedom and flexibility because they provide a back up plan if ad hoc or spontaneous discussions prove fruitless.  As emphasized in other blobs, communicating clearly is important to any leader, facilitator or chair.  Beware of participant biases and tendencies including:

• Missing the context in which a claim is offered to be valid
• Overgeneralization to such an extent that meaning in the particular case is lost
• Presumptions that everyone is thinking what the subject member is thinking
• Primacy and recency affects—whereby the first and final arguments carry more weight
• Use of terms that are unclear or ambiguous

Additionally, and specifically for meeting chairs as opposed to workshop facilitators, here are seventeen additional and valuable tips:

1. Always know your deliverable, that is the same as the meeting objective and logically identical to starting with the end in mind.  In the world of Lean Sigma, this is called “right to left” thinking.
2. Always strive to separate facts and evidence from beliefs and opinions.
3. Arrive first and prepare your physical space for optimal seating arrangements.
4. Clarify frequently so that everyone is offered an opportunity to question and challenge.  They will find it easier to challenge you as chair, than the original speaker who may own the content.
5. Consider posting the deliverable visually on a large sheet of paper, and restate periodically to reinforce the purpose of the meeting.
6. Explain your role and aspiration to embrace the people and communication skills mentioned above.
7. Help manage conflict and do not simply ignore it. Some of the best ideas and strongest solutions result from getting conflict out in the open where everyone can understand.
8. Limit the size of the meeting by keeping representation between five and nine participants, known to be the “sweet spot” for optimal decision-making.
9. Manage administrivia such as bathroom locations and safety procedures during your introduction.
10. Manage transitions carefully by reviewing a closed agenda step and clearly moving on to the next open agenda step.
11. Prepare, presell, and at the start of the meeting review the meeting purpose, scope, objectives, agenda, and estimated duration. If you expect participants to own the output, they have a right to influence how the output is determined.
12. Protect your participants but realize that it is not your job to reach down their throat and pull it out of them.  As employees or associates, they have a fiduciary responsibility to speak up when they can offer value.
13. Remain impartial during arguments, or at least demonstrate the appearance of impartiality so that participants can arrive at their own conclusions.
14. Restrict discussion to agenda items or you will subject yourself to scope creep within the meeting, and risk not getting done on time.
15. Seek contributions from everyone but do not embarrass anyone by forcing them to speak.
16. Start on time and police and breaks carefully as well. Do not penalize participants who are on time by starting late.
17. Take breaks when necessary, likely more than traditional.  A five-minute break every 40 minutes is better than a fifteen break every two hours.

Become Part of the Solution, Improve Your Facilitation Skills

The FAST curriculum on Professional Facilitation Skills details the responsibilities and dynamics mentioned above. Remember friends, nobody is smarter than everybody, so consult your FAST Facilitator Reference Manual or attend a FAST professional facilitative leadership training workshop offered around the world (see MG Rush for a current schedule — an excellent way to earn 40 PDUs from PMI, CDUs from IIBA, or CEUs).

Daring you to embrace the will, wisdom, and activities that amplify a facilitative leader.

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• 15 Fun and Quick Tips to Help You Become a More Successful Facilitative Leader (facilitativeleadership.wordpress.com)