The success of a strategic planning meeting is highly dependant on
the skills of the meeting facilitator. The University of Georgia
has identified the 14 top skills essential of a good facilitator.
(Vikki Clawson, Bob Bostrom, and Rob Anson,"The Role of the
Facilitator in Computer Supported
Meetings," Small Group Research,
24:4 (November 1993), pp. 547-565.)
Make sure your facilitator has these skills whether you use a
talented amateur or professional facilitator like John
Myrna who facilitates more than one meeting a week.
Select someone experienced in the strategic planning process. It
stands to reason that someone who facilitates strategic planning
retreats week in and week out is going to be more experienced and
effective than someone who does it once in a while or even once a
year. The power and value of experience becomes crucial when the
planning retreat doesn't go exactly as planned.
Select someone with real-world business knowledge and experience.
This experience allows the facilitator to do a better job of relating
to basic company issues. On the other hand it is not necessary nor
even desirable that the facilitator come from your industry. The
industry knowledge and plan should flow from the team's head, they are
the ones who will be implementing it. Sometimes it is hard for
facilitators to keep their distance from a market they grew up in.
Select someone who can establish credibility with the team. People
implement better when they believe. If the team doesn't believe in the
facilitator then they may not believe in the plan. Be sure to select
someone who has good chemistry with the CEO and the team.
Select someone who can educate the team as well as facilitate the
process. All management teams have uneven experience. This retreat is
an excellent opportunity to learn.
Select someone who can earn the CEO's respect.
Select someone with presence. Executives and CEOs are a rowdy
bunch. You need someone who can get the group back on course when they
start of wander off.
Don't ask a team member to facilitate, especially the CEO. Team
member contributions are too intense and too valuable to be diluted
worrying about when to break for lunch, where the rest rooms are and
other meeting details. Further, a facilitator that is seen as a
neutral party can steer the group through discussions of the really
tough issues.
It is a false economy to facilitate the process yourself. Time and
time again companies find that they either don't finish the agenda or
worse yet, finish the entire agenda in a few hours because the meeting
becomes a presentation by the CEO.
The facilitator involves the meeting leader or initiator in
planning; develops clear meeting outcomes (goals); designs an agenda
and selects group processes on the basis of those outcomes; clarifies
ground rules; learns about the group members ahead of time; and uses
appropriate tools, such as visual aids or meeting software..
The facilitator really listens to what the group is saying and
makes an effort to make sense out of it; clarifies goals, terms, and
definitions; reiterates participant responses; remembers previous
comments to reconnect information; and helps organize information into
themes.
The facilitator adapts the agenda or meeting activities on the
spot, as needed; handles multiple tasks smoothly adapts personal style
to the group and tries new things.
The facilitator has a definite direction and knows where to go next
in the agenda; clearly communicates the task to the group; and keeps
the group's comments relevant to the desired outcome.
The facilitator draws out individuals by asking questions; gets
people involved early on; controls dominant people to ensure equal
participation; provides anonymity and confidentiality when needed;
acknowledges and is open to the group's contributions; and uses humor,
games, music, and play to enhance an open, positive environment.
The facilitator leads the group through the meeting process; uses
the agenda to guide the group; sets time limits, enforces group rules,
and limits choices; set time limits, enforces ground rules, and limits
choices; provides models, frameworks, and processes to guide the
group; uses breaks effectively; and checks progress and reactions with
the meeting leader and group.
The facilitator considers how to work questions that encourage
thought and participation, and develops thoughtful questions on the
spot, when necessary.
The facilitator helps the group take responsibility for the meeting
and its outcomes; helps the group create follow-up plans; turns the
floor over to others; permits the group to call its own breaks; and
encourages the group to evaluate the process.
The facilitator demonstrates responsiveness and respect for people;
is sensitive to emotions; watches and responds to nonverbal signals;
empathizes with individuals who have special needs; helps develop
constructive relationships with and among members; greets and mingles
with the group; and uses the group's own words and symbols..
The facilitator recognizes and deals with his or her own behavior
or feelings; behaves confidently; behaves honestly -- openly admits
mistakes and lack of knowledge; shows enthusiasm; and keeps his or her
ego out of the discussions.
The facilitator encourages the group to handle conflict
constructively; provides techniques to help the group deal with
conflict; helps the group gain agreement and consensus on issues; and
allows the group to vent negative emotions constructively.
The facilitator encourages looking at issues from different points
of view, and uses techniques, metaphors, stories, and examples to get
the group to consider different frames of reference.
The facilitator is familiar with any technology used; clearly
understands tools and their functions and capabilities; and solves
common technical difficulties.
The facilitator gives explicit instructions; uses clear and concise
language in presenting ideas; gives the group written information such
as handouts and printouts; provides research and background
information; presents models and framework clearly; and makes
important information visible on flipcharts or overhead
transparencies.
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