FL Pocket Book-1

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Tapping the Power of ParticipationFacilitative Leadership


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ABOUT INTERACTION ASSOCIATES

IA is a 40-year rm specializing in the development ofFacilitative Leaders. We equip these leaders to solve complexproblems and achieve extraordinary results by leveragingthe power of people working together. Since 1969, we have

partnered with global leaders across all industries, and many ofthe Fortune 100, to transform the way people lead, and are led,at every level in an organization.

2010 Interaction Associates, Inc.

05R-PD-003Facilitative Leadership

All rights reserved. This work, or parts thereof, may not bereproduced in any form, including photocopy, for internaluse or for sale without written permission from the copyrightholder.

SAN FRANCISCO OFFICE BOSTON OFFICE88 Kearny, 12th oorSan Francisco, CA 94108415.343.2600 ph415.343.2608 fax

70 Fargo Street, Suite 908Boston, MA 02210617.535.7000 ph617.535.7099 fax

www.interactionassociates.com


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Facilitative Leadership 3 Interaction Associates, Inc.05R-PD-003

Profile of the Facilitative Leader

Facilitative Leaders create a sa e environment or

participation and collaboration by modeling three critical and related attributes.

Collaborative

Facilitative

Leader

Receptive& FlexibleStrategic


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Facilitative Leadership4 Interaction Associates, Inc.05R-PD-003

Seven Practices ofFacilitative Leadership

Leaders tap the power o participation by applying the Seven Practices o Facilitative Leadership. A practice is a repeated action or behavior that leads to profciency and high per ormance.

CelebrateAccomplishment

TheFacilitativeLeader

Share anInspiring Vision

Focus on Results,

Process, andRelationship

Coach for

Performance

Design Pathwaysto Action

FacilitateAgreement

Seek MaximumAppropriateInvolvement


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Dimensions of Success

Because leaders are accountable or results, they tend to ocus

their energy and attention on reaching the goal quickly.Consequently, leaders o ten inadvertently undermine the long-term success o the endeavor. Facilitative leaders balance their ocus across three dimensions: results, process,and relationship.

Results

Dimensionsof Success

Process Relationship


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Levels of Involvement in theDecision-Making Process

L e v e l o f O w n e r s h i p

L e v e

l o f I n v o l v e m e n t

D e c i

d e a

n d

A n n o u n c e

* F a l l b a c k c a n

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I n d i v i d u a

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D e

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w i t h

C o n s t r a

i n t s

F a l l

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*

G a

t h e r

I n p u

t f r o m

G r o u p a n

d

D e c i

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C o n s e n s u s


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Factors to Consider

There is no one right way to make a decision. Facilitative

Leaders make conscious choices about how much to involve others a ter weighing several actors.

Stakeholder Buy-In

How much do Key Stakeholders need to be involved so that theycan con dently support implementation of the decision?

Time AvailableHow much time can be spent on making the decision?

Importance of Decision

How important (vs. how inconsequential) is the issue to people inthe organization?

Information Needed

Who has information or expertise that cancontribute to making a quality decision?

Capability

How capable and experienced are peoplein operating as decision makers or as adecision-making team?

Building Teamwork

What is the potential value of using thisopportunity to create a stronger team?


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The Big Picture

Facilitative Leaders set their teams up or success by

describing the big picture and providing a ramework or planning and problem-solving.

Context and Key Stakeholders

Definitionof Success

Pathway to Action(The Process)

WorkSituation

Where WeAre Now

How We Get FromHere to There

Where WeWant to Be


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Pathway to Action

I m p l e m e n t a t i o n

S p a c e

S o l u t i o n

S p a c e

P a t h w a y

D e s i g n

S p a c e

V i s i o n

S p a c e

P r o b l e m

S p a c e


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Key Elements for PlanningYour Meetings

1.Stakeholder

Analysis

3.Meeting

Roles

2.Decision-

MakingMethod

4.Desired

OutcomeStatement

What outcomesdoes the meetingaim to achieve?

Whose interests mustbe represented at themeeting?

Who will perform thevarious meeting roles?

How will decisionsbe made (what levelof involvement isappropriate)?

Agenda


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Desired Outcome Statements

A Desired Outcome is what your meeting aims to achieve, the

expected result. A Desired Outcome statement answers the question: What will we walk out o the meeting with?

Two Kinds of Outcomes

Products Knowledge

Lists

Plans

Decisions

Agreements

Awareness ofso that

Understanding ofso that

What They Look Like

Brief, written statements

Speci c and measurable

From the perspective of the participant

Nouns not verbs


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Tools for Reaching Agreement

ClosingTools

OpeningTools

NarrowingTools

Open Make a proposal

(limited opening) List

(moderate opening) Brainstorm

(wide opening) Clarify

Narrow Combine

Duplicates Prioritize

(N/3) Advocate Pros & Cons

Close Negative

Poll Build Up/

Eliminate Straw Poll Both/And


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Strategic Moments

Strategic Moments are those points in a discussion or team

process when people are aced with a choice about what to donext and how to do it. The leaders job is to help navigate the group through these moments.

The Questions of a Strategic Moment

1Where Are

We?

3How Do WeGet There?

2Where Do WeWant to Go?


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Effective Coaching Conversations

Coaching Conversations

Collaborative The intention to act in a cooperative andsupportive manner

Strategic The mental process of selecting anappropriate pathway or approach for theconversation in order to achieve desiredresults

Receptive & Flexible The demonstration of openness toalternative ideas; and willingness to adjustplans based on new information

SharedResponsibility

Playing an active role in the conversationand holding oneself and each otheraccountable for success

Collaborative

SharedResponsibility

for Success

Receptive&

FlexibleStrategic


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Inquiry Techniques

Bracket

Paraphrase

Check Perceptions

Ask Probing Questions


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Advocacy Guidelines

1. Acknowledge the coachees situation.

2. State your advocacy.

3. Outline the data and explain the reasoning behind your advocacy.

4. Check the coachees understanding of your advocacy.

5. Encourage inquiry and alternative points of view.


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Guidelines for Giving Feedback

1. Describe the behavior.

2. State the impact of thebehavior on you and otherson the team.

3. Ask the coachee for his/her

perception of the situation.

4. Make a suggestion orrequest.

5. Build an agreement on nextsteps (if any).


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l d h Interaction Associates Inc

Rewards

Rewards are things o ered or given on the basis o merit,

service, or attainment. When using rewards to acknowledge accomplishment and rein orce desired behavior, Facilitative Leaders should apply the ollowing guidelines:

1. The reward criteriaare clear and well-communicated.

2. The reward matches theachievement.

3. The reward is meaningfulto the person receiving it.

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