Keeping the Conversations Going – Successful Facilitation Techniques Presented By Jim Reger...
-
Upload
branden-gordon -
Category
Documents
-
view
217 -
download
2
Transcript of Keeping the Conversations Going – Successful Facilitation Techniques Presented By Jim Reger...
Keeping the Keeping the Conversations Going – Conversations Going – Successful Facilitation Successful Facilitation TechniquesTechniques
Presented By Jim Reger Leadership Speaker & Author
Agenda• Overview of the moderator’s role• The role of INTENTIONS in communications• Effective listening• Building trust -Accountability -Beliefs & values -Competency (at facilitation)• Other stuff -Surveys -Assessing and integrating new members -Accountability agreements -What else?
Moderator’s Role• Be Accountable – the PAG member’s have a right to expect
this. Ensure breaches of confidentiality, habitual lateness, poor attendance and conflicts are dealt with in a timely manner.
• Delegate – ensure that someone is accountable for all the PAG roles:
-Organizer -Self discovery /education coordinator -Timekeeper -Treasurer -Scribe -Retreat organizer(s)
Moderator’s Role• Follow the Process – it takes trust to a deeper level. -Significant updates (disclosure) -Purposeful presentations (feedback) -Meaningful self discovery and educational discussions• Create an Environment of Inclusion – ensuring everyone is engaged
and participates. -Everyone is “heard” -No one, including yourself, dominates discussions -Inclusion also applies to accountability for getting value -Defer questions to other members
Moderator’s Role
• Be Present - you set the tone. -Your openness and caring increases learning opportunities -Risk-taking is safe -Have a sense of humour -You determine the “speed of trust” in your PAG
When the meeting becomes a showroom for EGO’s – particularly the moderator’s – most other activities stop.
What role does INTENTION play in communications?
How do we respond without giving advice?• Get and stay curious• Clarify your own understanding and assumptions -Repeat in your own words -Acknowledge the other’s feelings• Dig deeper -Ask open-ended questions• Hold an intention of listening for understanding
Effective Listening
Chinese symbol “to listen”
Ears
Eyes
Undivided attention
Heart
How Meaning is Conveyed
What you look like (body language, facial expressions) What you say (words)
How you sound (voice, tone, inflection, pace)
55%
7%
38%
Effective Listening Practice
What do you appreciate the most about yourself?
The Components of Trust
Accountability•Do they honor their commitments?
• Are they consistent?
Beliefs•What are their values?(are they honest?)
•What is their intent?
Competency•Are they capable? (skills & abilities)
•Do they produce results?
ACCOUNTABILITYACCOUNTABILITYACCOUNTABILITYACCOUNTABILITY
The Foundation for Building a Culture of Trust and Respect
A sample
Accountability Agreement
of a Potential
9 year old Pet Owner
Personal Contribution Statement
“I will take full responsibility for the care and
safety of the dog in our house without having to
be reminded.”
Pick-up doggie-doo
Take for walks
Buy treats with own money
Serve food
Brush
Buy collar and leash with own money
If she gets lost, make lost dog posters
Help build doghouse
Refill water when need it
Take to vet
Do this without being bugged
Love her
ACCOUNTABILITIESACCOUNTABILITIES
Take me to the humane society
Money for food and brush
Teach me how to clean up doggie-doo
Teach me how to look after her
Help me build a dog house
Drive us to the vets
If she gets lost, help me find her
Trust me to take care of her
SUPPORT SUPPORT REQUIREMENTSREQUIREMENTS
If I show more responsibility, I would like more freedom:
Later bed times
More sleep-overs
Friends over more often
I’ll respect myself more
POSITIVE CONSEQUENCESPOSITIVE CONSEQUENCES
Accountability Agreements5 Key Elements5 Key Elements
1. Contribution Statement
2. Accountabilities– Operational
– Leadership
3. Support Requirements
4. Consequences
5. Follow-up
Principles of Accountability• Accountability is a statement of personal promise
• Accountability is for results, not just activities
• Empowerment and accountability must co-exist
• Accountability cannot be delegated
• Accountability for the organization as a whole belongs to everyone
• Accountability is meaningless without consequences
Accountability Defined
The ability to be counted on!!
Not some of the time
Not most of the time
But all of the time!
An Assignment
Make a list of everyone in your life that you can count on.
If I asked the stakeholders in your life to do this assignment, would you be on their list?
Accountability…
…is the basis for having an
environment of trust, support and
dedication to excellence.
ContributionContribution vs. vs. ChoresChores
Do significant contributions come when people are:
• Doing chores?• Feel empowered to being their unique
gifts to work?
Who is accountable for creating the environment
where people are making contributions?
What is your unique contribution here?
Core Values
Values are not something you install in people.
People already have their own values. You don’t get anyone to share your values unless they already identify
with them.
Where were the seeds
of your core values
first planted in you?
Clarity of ValuesPersonal vs. Organizational
Measure: Commitment and Satisfaction
Conclusion:
Clarity of personal values is the most significant factor regarding an individuals level of satisfaction and commitment.
OrganizationalClarity
PersonalClarity
70% 89.4%
69.6% 87.4%
Values / BeliefsValues / Beliefs
AttitudesAttitudes
JudgementsJudgements
BehaviourBehaviour
ResultsResults
School
Communities
Family
Society
Work
Religion
Limiting Attitudes• I don’t have
• I’m too old/young.
• I’m trapped in my present situation.
• I don’t like having to sell my ideas.
• I was born behind/ahead of my time.
- what it takes.- the education.- the contacts.- the talent.- the discipline.- the time.
Empowering Attitudes
I can’tI shouldIt’s not my faultIt’s a problemI’m never satisfiedThat’s just the way I amLife’s a struggleI hopeIf onlyWhat will I do?It’s terrible
HELPLESSNESSDEPRESSIONPARALYSIS
I won’tI couldI’m responsibleIt’s an opportunityI want to learn & growI can choose a different approachLife’s an adventureI knowNext timeI can handle itIt’s a learning experience
CHOICEEXCITEMENTACTION
Limiting Empowering
“Everything can be taken from a man but one thing: the last of the human freedoms – to choose one’s attitude in any given set of circumstances, to choose one’s own way.”
Viktor Frankl1905 - 1997
A Culture of Trust and RespectA Culture of Trust and Respect
A Respectful PAG
Respect for Others
Self Respect
Personal Accountability(The ability to be counted on)
Personal Integrity(The act of keeping your
word)
What we know about trust
• Trust is the key to success in all relationships
• Trust begins with yourselfYou won’t trust others beyond your ability to trust yourself.
• It takes courage to trustWhile trusting people can be risky, not trusting others can be an even greater risk.
• Trust is a paradoxIt needs to be earned, but to be earned, it must first be given.
• You will not be trusted if you are not trustworthy
There is one thing that is common to
every individual, relationship, team,
family, organization, nation, economy,
and civilization throughout the world
– one thing which, if removed, will
destroy the most powerful
government, the most successful
business, the most thriving economy,
the most influential leadership, the
greatest friendship, the strongest
character, the deepest love.
On the other hand, if
developed and
leveraged, that one
thing has the potential
to create unparalleled
success and prosperity
in every dimension of
life. Yet, it is the lease
understood, most
neglected, and the
most underestimated
possibility of our time.That one thing is That one thing is
trust.trust.
Why is rebuilding trust so hard?
• Why is I hard for people to do?Typically involves admission of guilt, apology,
compensation and/or punishment. Each of which may have significant costs.
• Why is it hard to accept from someone?Typically involves repeating a decision that was proven
to be wrong the first time.
The Creativity Process
Step TwoEvaluate Ideas
•Judge
•Organize
•Criticize
•Analyze
Step One Generate Ideas
•Quantity is desired
•Suspend judgment
•Intuition
•Spontaneous
NO MIXING
Safety = Participation = Buy in
The Creativity Process
1. Excellent ideas that can be implemented quickly with a minimal investment.
2. Ideas that look good but may require a significant investment.
3. “OK” ideas that we may want to consider in the future.
4. Ideas we would rather put in storage.
Step Three – Sorting Ideas
The Innovation Process
Communication
•What info?
•To whom?
•By whom?
•When?
•How?
•Reporting back?
Implementation
•Who?
•Does what?
•By when?
•Where?
•How?
•Investment?Creativity + Action = Innovation
Step Four - Action Phase
• Surveys• Assessing and integrating new members• What else?
Other Stuff??Other Stuff??
Call to ActionBuilding Bridges of Trust• Be honest. Tell the truth – don’t spin it! Demonstrate
integrity.
• Be accountable. Clarify expectations - of yourself and others. Keep commitments. Take responsibility for results – no excuses.
• Extend trust. Expand your propensity to trust.
• Respect confidentiality. Don’t gossip.
• Be authentic. Get to know yourself. Be transparent – no hidden agendas. Admit mistakes and right them.
Call to ActionBuilding Bridges of Trust• Praise in public – sincerely and often. Criticize in private.
• Demonstrate respect and regard for others.
• Be consistently congruent.
• Be trustworthy.
• Make the building of trust in your PAG an explicit objective.
“Our greatness lies not so much in being able to remake the world as being able to remake ourselves.”
- Mahatma Gandhi
Thank you.
Wishing you a life of meaning and purpose.