Team Facilitation: 3-in-1 Guide to Master Facilitating Meetings, Virtual Teams Facilitator & Facilitate Workshops
By Caden Burke
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About this ebook
Team Facilitation - 3 Manuscripts in 1 Book, Including: How to Facilitate Groups, How to Manage People and How to Manage Conflicts.
1)
HOW TO FACILITATE GROUPS:
7 Easy Steps to Master Facilitation Skills, Facilitating Meetings, Group Discussions & Workshops.
YOU WILL LEARN:
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Book preview
Team Facilitation - Caden Burke
More by Caden Burke
Discover all books from the Leadership Skills Series by Caden Burke at:
bit.ly/caden-burke
Book 1: How to Lead a Team
Book 2: How to Manage People
Book 3: How to Speak in Public
Book 4: How to Communicate Effectively
Book 5: How to Manage Conflicts
Book 6: How to Build Teams
Book 7: How to Be Charismatic
Book 8: How to Facilitate Groups
Themed book bundles available at discounted prices:
bit.ly/caden-burke
Copyright
© Copyright by Caden Burke. All rights reserved.
This document is geared towards providing exact and reliable information in regards to the topic and issue covered. The publication is sold with the idea that the publisher is not required to render accounting, officially permitted, or otherwise, qualified services. If advice is necessary, legal or professional, a practiced individual in the profession should be ordered.
From a Declaration of Principles which was accepted and approved equally by a Committee of the American Bar Association and a Committee of Publishers and Associations.
In no way is it legal to reproduce, duplicate, or transmit any part of this document in either electronic means or in printed format. Recording of this publication is strictly prohibited and any storage of this document is not allowed unless with written permission from the publisher. All rights reserved.
The information provided herein is stated to be truthful and consistent, in that any liability, in terms of inattention or otherwise, by any usage or abuse of any policies, processes, or directions contained within is the solitary and utter responsibility of the recipient reader. Under no circumstances will any legal responsibility or blame be held against the publisher for any reparation, damages, or monetary loss due to the information herein, either directly or indirectly.
Respective authors own all copyrights not held by the publisher.
The information herein is offered for informational purposes solely, and is universal as so. The presentation of the information is without contract or any type of guarantee assurance.
The trademarks that are used are without any consent, and the publication of the trademark is without permission or backing by the trademark owner. All trademarks and brands within this book are for clarifying purposes only and are the owned by the owners themselves, not affiliated with this document.
Table of Contents
More by Caden Burke
Copyright
Table of Contents
Book 1: How to Facilitate Groups
Book 2: How to Lead a Team
Book 3: How to Build Teams
More by Caden Burke
Book 1: How to Facilitate Groups
7 Easy Steps to Master Facilitation Skills, Facilitating Meetings, Group Discussions & Workshops
Caden Burke
Table of Contents
More by Caden Burke
Copyright
Table of Contents
Book 1: How to Facilitate Groups
Table of Contents
Introduction
Chapter 1 - Step 1: Allowing Flexibility to the Plan
Chapter 2 - Step 2: Know the Audience
Supportive Environment
Active Listening
Key Ideas
Learning Styles
Chapter 3 - Step 3: Controlling the Energy and Momentum
Facilitators Energy
Chapter 4 - Step 4: Staying Neutral
Dealing with Conflict
Old Patterns Suspended
Nurturing Development
Common Goals
Change Management
Building Organizational Leadership
Chapter 5 - Step 5: Dealing with Controversy
Identify the Purpose
Establishment of Ground Rules
Provide a Baseline of Understanding
Establishing a Framework
Be Inclusive to All
Active Facilitation
Chapter 6 - Step 6: Driving Interactions with the Audience
Tips to Command Attention
Positive Interactions for Your Facilitation
Chapter 7 - Step 7: Wrapping Things Up
Wrapping Up Strategies
Conclusion
Book 2: How to Lead a Team
Table of Contents
Introduction
Chapter 1 - Step 1: Develop a Management Strategy
1 – Your Current Position
2 – How did we get here?
3 – Clarity on Vision and Corporate values
4 – Evaluate strategic options.
5 – Set Objectives with Yourself
6 - Communication
Chapter 2 - Step 2: Track Your Goals and Progress
Tracking without Micromanaging
Quantifying Processes
Chapter 3 - Step 3: Empowering Your Employees
Building a Relationship
Empathy
Constructive Feedback
Guidance
Knowledge Downloading
Empower without Overwhelming
Chapter 4 - Step 4: Creating a Culture for your Team
Creating Connections
Know the Value
Cultural Structure
Culture Starts at The Top
Chapter 5 - Step 5: Encouraging Continuing Education
Professional Development
Mentorship
Onboarding with Culture
Value their time
Welcome Feedback
Bring the Value to the Employee
Career Advancement
Right Information in the Right Place
Their Opinion Matters
Rewards
Flexibility
Accountability and Expectations
Chapter 6 - Step 6: Leading as the Example
Prioritizing
Integrity
Remember It Is A TEAM!
Chapter 7 - Step 7: Being the Leader, Not the Boss
Influencer vs. Commander
Inspirer vs. Explain
Mentor vs. Discipline
Part of vs. Above
Conclusion
Book 3: How to Build Teams
Table of Contents
Introduction
Chapter 1 - Step 1: Building a Foundation for Your Team
Communication
Diversity
Goals
Leadership
Trust and Respect
Problem-Solving
Chapter 2 - Step 2: Establish Strong Leadership
Strategies for Success as a Leader
Chapter 3 - Step 3: Foster Team Collaboration
Personal Connections
Collaboration for Problem Solving
Connection Platforms
Trust
Chapter 4 - Step 4: Build Personal Connections
Emotional Intelligence
Connection Improves Engagement
Team Building Relationship Tips
How to Maintain the Connection
Self-Regulation
Connecting with Team members, You Do Not Click With
Maintaining Professional Relationships with Team Members
Chapter 5 - Step 5: Provide Effective Feedback
Focused Feedback
Chapter 6 - Step 6: Solidify the Team Bond
Team Building Exercises
Chapter 7 - Step 7: Following Up and Evaluating
After Project Follow Up
Conclusion
More by Caden Burke
Introduction
So, you are ready to start facilitating groups. You have made a great choice on where to start by selecting "How to Facilitate Group"s as your guide. Being an exceptional facilitator can be a very rewarding aspect of your career. It can advance you in ways that you may not have even considered.
Before you can become a great facilitator, you need to understand what facilitation is. A basic definition of facilitation is the providing of opportunity, resources, support, and encouragement for a group to achieve an objective. At the same time, allowing the group to take control and responsibility for their success. Facilitation is an art and can be very effective in focusing the energy of a group on a specific goal.
Throughout this guide, you will learn more about being a facilitator and the skills required to find ultimate success. So, what is a facilitator? This is a person who is the contributor to the process and structure for the interaction of the group. They ensure that the process is effective and that the group is able to make decisions. As well they act as a support for the group and provide goals for the group to achieve their objectives.
Exceptional facilitators are guided by a set of ground rules and objectives for their groups. They understand that having an agenda, outline, or some type of structure for time is helpful to the group. Facilitators also understand that they are responsible for quick decision making when on the spot. They are also responsible for ensuring that the group achieves the desired outcome in the time allotted. This requires that there needs to be a consensus on how to handle conflicts or disagreements. It is the facilitator's role to ensure this is clear and create an environment of openness, confidentiality, and trust. As these boundaries are established, the facilitator can use them to bring the group back on track.
One hurdle that facilitators have to watch out for is staying impartial to the situation. This can be difficult at times; it is important that the facilitator not have a pre-determined outcome in mind; they are focused on allowing the group to reach the outcome on their own. When a facilitator oversteps and funnels their pre-determined opinions or outcomes into the group, they no longer are facilitating; they are now manipulating.
So, the challenge goes back to the facilitator to use influence with the group but not dominate it. As a facilitator, you need to be able to suppress your solutions or ideas and encourage others to come up with solutions. Encouraging the group to talk and discuss is a big part of facilitation. This can be quite harder than you might imagine, as it means you must suppress your own solutions or ideas. You need to encourage the group to come up with and consider ideas without dictating. Your role is to be the guide for their discovery. For successful facilitation, the group must feel as though they came up with the idea and are capable of achieving the outcome by themselves.
Facilitators also need to understand the dynamics of a group; they need to pay attention to the process levels. This specifically looks at how the group feels about taking part in the process. The key is to be able to unlock the potential of the group. This way, the group can work to achieve the goals they set forward while not allowing politics or negative interaction to overtake the process.
As a facilitator, you will be using your sense to pick up on these subtle things. Your intuition and instincts will play a large role in assessing and addressing the atmosphere of the facilitation. How are people presenting themselves? Are they enthusiastic? Are they quiet? Are they expressing their feelings? Is one person or group doing all the talking? Questions like these are a great way to begin to assess your group. Allow yourself to challenge and clarify what is taking place within the group. Think of it as if you are taking the emotional temperature of the room by reading the non-verbal behaviors and body language.
Authenticity and personal style are also key factors in successful facilitators. The role is more about being than doing. It is about the personality and energy that you provide to the group. As a facilitator, you are greatly affecting your facilitation skills. Your style and presence are equally determining factors of if your facilitation will be successful. The objective is to create an environment that is honest and open. You need to be empathic and gain the group's trust and respect. They should also feel confident that you can handle anything that may come up that you are able to deal with incidents and handle conflicts.
Furthermore, even the way you sit and where you sit are factors in how the group perceives you. If you appear to be stressed or flustered, this will resonate with your group, and you will lose some trust or respect from them. Your tone also is a key factor in your success as a facilitator.
There will be times as a facilitator where you will need to intervene, and it is important that you are constantly monitoring the group. This allows you to see what is going on and where conflicts may be arising. In some instances, you may choose to allow the situation to play out and see how the group resolves it, in others, you may need to intervene and bring the group back to the task. Intervention can be as simple as a nod or a smile to indicate you are supporting the direction they are going.
At times you may need to challenge the group, and this can be difficult. You want to be sure to ask questions that draw attention to the issue or are fundamental, and the group may not find these comfortable concepts. In these instances, you, as the facilitator, are there to pull out the uncomfortable and help the group to get to