February 26, 2015 Leave a comment
The secret to leading more effective meetings and workshops reminds us to put a CAP on wasted time and energy by embracing three behaviors:
- Clear thinking (ie, yields consciousness)
- Active listening (ie, yields competence)
- Prepared structure (ie, yields confidence)
The effective meeting leader learns to cap waste—to maintain control over direction, environment, and contributions of meeting participants. To be highly effective, requires a servile attitude. Here we cover the second item, the core skill of effective facilitators, commonly referred to as “Active Listening”.
Groups make higher quality decisions than the smartest person in the group. Why? Because groups, when properly led, are able to create options that did not exist before the individuals walked into the meeting. Input from one participant may cause another to think of something they had not considered before the meeting. For a group of nine people, we are looking for the tenth answer. With strong leadership and a little luck, that answer may also include or instill the spark of innovation.
Discipline and structure support thorough analysis, but so will the active listening method and use of stimulating visual prompts. Ultimately we are not facilitating “words” in a meeting, so much as the meaning behind the words. Obviously, meetings occur without the use of the English language at all. Non-English meetings will still be effective because words are only the tools used by participants to signify their intent, meaning, and relationships behind the words. Subsequently, pictures and models are frequently more effective tools than narrative descriptions.
Be prepared to challenge participants. Active listening is a four-step process that is NOT like having a conversation. In a conversation we make contact and absorb what the other person is saying. With active listening we need to feed back the reasons for what we have heard, confirm whether we got it right, and challenge for substantive omissions.
The differences are in the following table.
Having a conversation takes less time. Active listening however prevents misunderstanding and can help push the envelope towards options that were previously not considered, thus improving the quality of the decisions made.
We will take a deeper view of the importance of prepared structure, methodology, and tools in our next post.
Let us know what you think by commenting below. For additional methodology and team-based meeting support for your change initiative, refer to “Change or Die, a Business Process Improvement Manual” for much of the support you might need.
Become Part of the Solution—Improve Your Facilitation Skills
The FAST curriculum on Professional Facilitation Skills details the responsibilities and dynamics mentioned above. Remember, 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).
Do not forget to order Change or Die if you’re working on a business process improvement project. It provides detailed workshop agendas and detailed tools to make your role easier and your team’s performance a lot more effective—daring you to embrace the will, wisdom, and activities that amplify a facilitative leader.