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Casual Articles - Meetings, Meetings, Meetings: Effective Time Use and Building Consensus for Church Meetings
"Instead of worrying about what people say of you, why not spend time trying to accomplish something they will admire? " - Dale CarnegieHave you come to think the above quote is also applicable in network marketing?It is.Why not do what Dale Carnegie advised?I mean, something like:“Instead of worrying about what people (co-workers, family members, friends, etc.) may think about us, we just work hard and do something which will create admiration comments from all of them, and create big numbersthat way will prove to them what we are made of.“Yeah, let’s show them our real MLM character!”Of course we can. If we work hard at it, that is.But here’s a problem right away.A big problem.We don’t want to be dependent on people and their approval for us to feel good about MLM.This is not a good thing for us, network marketers/MLMers.Having other people’s approval on a MLM game they don’t even know how to play well -otherwise they’d be playing it , I can assure you - is not a good way of conducting our MLM business.Relying on other people’s opinions to see if this mlm deal is good for us or not, is putting these other people at cause point, and us, at effect.Kind of waiting for their final approval seal, as if they were our business mentors.Well, they're not.Listen, a network marketer is made of a different marketing quality.Different skin, if you like.We are not made of bo-peep (regular) mentality.We're playing a different game.We play other rules.There’s not much choice anyway: either we play by our rules or we don’t survive.Think hard about I just said.Be yourself, please.Be yourself.Depend on NO ONE for your network marketing company decisions.You rule.<
Examples:
• List ALL of the known facts about the subject.
• Don’t forget to identify the level of decision making ability this group is
allowed.
• Agree – Allow time for every participant to review the common facts you just
presented, review the objectives for THIS meeting as well as the list of ways to get
off track. It is just as important to identify what the group is NOT going to do
during this gathering as to identify what they will accomplish. Ask if there are any
changes, additions, or deletions to the common facts. Then ask if they are ready to
proceed with the objectives for today’s meeting. Wait for comment. If you have no
comment, state that you will be moving forward by general consensus. Bringing the
group to continuing consensus is an important guideline. It is much better to work
by general consensus than to vote on issues. Make this your continuing goal.
Allow for this point to sink in. Bringing the group to one focus is crucial to building the team. Consensus does not mean that everyone always agrees on every point. Individual power must yield to group needs. The process builds the team. Eye contact is essential here, as well as a pause for opportunity to comment. Once the facilitator has determined there is general consensus, state the fact, looking at everyone. Say that, because of the general consensus, the group can move ahead. At the end of the session, ask again if there are any exceptions. Hearing none, or after addressing the comments, ask the group to keep faith with th
While there’s a lot to be said for being innovative, when it comes to promotional items to advertise your company, some of the old standards are still the best and most popular. If you’re looking for advertising gifts to put your name in front of your customers, sometimes it pays to follow tradition. These are historically the top selling promotional items in any type of business, and the reasons why they’re perennial favorites.Imprinted Calendars Calendars imprinted with your business name and contact information are the single most traditional holiday gift sent out by companies in nearly any business. A wall calendar puts your company in front of your customers 365 days a year and reminds them of your holiday wishes and loyal service. A customer may not be able to find a telephone directory, but they’ll always know where to find your telephone number when it’s printed on the calendar hanging on the kitchen wall. It’s one of the most popular promotional items ever created.Printed Pens Who doesn’t need a pen? Pens printed with your company name and slogan are a great way to increase the name recognition of your company. Cheap plastic pens are almost a joke, but pens with a unique twist make memorable promotional items for trade shows, community events and business promotions. The more recognizable it is that it’s YOUR pen, the more value you’ll get out of the investment you make.Sticky Note Pads They may be a relatively recent invention, but sticky notes have jumped the queue to become one of the most popular promotional items given away. There are a lot of excellent reasons for that. They’re easy to shape, come in dozens of colors, can be printed with nearly any message or logo imaginable and cost very little. In return, each sticky note pad offers dozens of opportunities to get your name and logo seen by
Being a conductor who must prepare for a rehearsal, I fell into an opportunity that opened my eyes to a more effective use of time when groups gather to make decisions, work out conflict, or formulate a plan. Some refer to this style of running a meeting as Visually Displayed Thinking, Compression Planning, Creative Planning, or Visual Mapping. But, for me, it is closely aligned to my skill as a conductor, bringing out the best in each participant and building a sense of unity through the process. The leader, in this case the facilitator, controls the PROCESS and the group provides the CONTENT. How great this is! I always hate going to a meeting where someone shoots off their mouth to get their way and the rest of the group lets it happen! Or, the group, with no clear directive, uses up the allotted time with no tangible result. The meeting expands to fill the allotted time, no matter what the agenda! No wonder we all hate meetings!
Let me offer you a better way, one that coincides with the skills of a conductor. Equip yourself as a knowledgeable facilitator, or hire an outside facilitator. In some cases, only an outside facilitator can achieve the desired results. If you have time to plan the process, do it. If not, hire an expert in process management.
Here’s a definition of terms: Facilitator – This person plans the meeting, leads the meeting, and remains neutral. Remaining neutral is central to the process. If the group feels that a facilitator controls the content, then it will not function effectively. The ratio of planning to meeting time is like that of a musical rehearsal. Two to three hours of planning for each hour of the meeting is the norm. This is a minimum requirement if you expect results.
The facilitator controls the process, the participation of members, and keeps the group focused and on track. The pace of the meeting is crucial to the creative planning process. Always stand, always look people in the eye, always listen carefully to exactly what people are stating, always try to involve each person in the process.
The facilitator also plans the design for the meeting. Notice I used the term “design” rather than “agenda.” This implies that you’ve done more than write down some words on a piece of paper, gathered people, and called it a meeting.
The Project Team - This team may be one already in place. If not, then select a team that is not completely of one mind. For example, if you are planning a public musical event, then include a non-musical person in the process. Too many similar perspectives make a group blind to other tastes or opinions. An “outsider” or non- expert can sometimes allow the group to experience a paradigm change which could be most beneficial, not only to that ministry, but maybe to the whole organization!
Another important issue is that of enabling groups of individuals, with all of their individual perspectives and needs, to think and function as a team. Whether your facilitation is a one-time project with a team you’ve selected only for this task, or if you use these principles with an ongoing staff team, getting people to envision themselves as part of a larger entity is the principle goal. Work for the win/win situation in which individuals are fulfilled as the group’s success is manifest. The “Meeting”
The following points are essential to a successful meeting:
• Always start and end on time! Even plan the meeting for times that imply punctuality, i.e., 9:02 to 10:32 a.m. Promise to start and end punctually – and do it! Always!
• Seat the group facing the visual support, usually around three sides of a table with the facilitator at the fourth side. Some facilitators use chart pads. I use storyboards and various cards of various sizes and colors. With cards, you can have more flexibility. Print them with your computer and place emphasis on different items by using different sizes and colors.
• Appoint or seek a volunteer to be a scribe or recorder. Record the actions and ideas of the group where everyone can see. This helps the group stay on track, and reminds them of what they have created so far.
• Tell groups not to take notes. Instead, I send summary notes to them within 48 hours. This enables everyone to participate equally (if they aren’t taking notes, then they can pay attention) and ensures that everyone has the same details in their notes.
• Ideally, the group should be small – 7 to 10 people. This allows for full participation from each person. If the group must be larger, then allow opportunities for splitting the group for discussion, brainstorming, problem solving, and other activities. When the group comes back together, each section reports on its results.
• If someone has a dominant personality or has a known strong bias, don’t seat them in a dominant place. Choose a corner of the table. It makes a difference, really.
• Plan a timeline that includes each part of the meeting. Be conservative. Things take longer than you might think. Allow for a summary or debriefing at the end, or time to set up the next meeting.
The essence of facilitation is different than that of a meeting.
The essential parts are as follows:
• Clarify – Give sound, clear reasons for the meeting. People want to know WHY they are there and WHAT they are to do. Also give a time-line for the overall project. Is it going to take 3 months or just one meeting of two hours? Give the project a name or title, such as the title of a book. Choose the words carefully; they will begin to set the focus for the team.
Examples:
• Planning the Best Choir Retreat Ever
• Building an Awesome Music Ministry
• How to Recruit, Equip and Motivate Members in Ministry
• Define – Prepare a concise statement defining the overall objective(s) of the
team. Be specific. Then define the measurable objectives for the immediate
meeting. Separate the long-term and immediate objectives as well as defining what
will NOT be discussed at this meeting. Make the objectives reasonable for the time
frame allotted.
Examples of Deliverable Objectives: (where to focus our energy)
• Identify 10 unique ways to attract new choir members.
• Define 5 concerts that will pack the church.
• Identify and prioritize all the tasks for the Choir Council.
Examples of Off-Limits Items: (where we can waste time)
• Dwelling on past failures
• Discussing all the fine details of each event identified
• Picking on personalities of those not present
Communicate – Tell the group HOW the process will work. They need to know the total picture and how they are expected to contribute to the end result. This is most important if each person is expected to contribute.
Examples:
• First, we will explore all the options for question (topic)#1.
• Next, we will sort and prioritize those options.
• After the group gives weight to the options, we will develop a plan.
• All of these steps satisfy the first objective.
Validate – Determine the common facts about the subject and present them to the group. How many times has a group spent time debating something that was unclear from the start? Make the playing field level – give everyone the same data to begin. This will save enormous amounts of time. This could be called Background Information or Givens or Common Knowledge Facts.
Examples:
• List ALL of the known facts about the subject.
• Don’t forget to identify the level of decision making ability this group is
allowed.
• Agree – Allow time for every participant to review the common facts you just
presented, review the objectives for THIS meeting as well as the list of ways to get
off track. It is just as important to identify what the group is NOT going to do
during this gathering as to identify what they will accomplish. Ask if there are any
changes, additions, or deletions to the common facts. Then ask if they are ready to
proceed with the objectives for today’s meeting. Wait for comment. If you have no
comment, state that you will be moving forward by general consensus. Bringing the
group to continuing consensus is an important guideline. It is much better to work
by general consensus than to vote on issues. Make this your continuing goal.
Allow for this point to sink in. Bringing the group to one focus is crucial to building the team. Consensus does not mean that everyone always agrees on every point. Individual power must yield to group needs. The process builds the team. Eye contact is essential here, as well as a pause for opportunity to comment. Once the facilitator has determined there is general consensus, state the fact, looking at everyone. Say that, because of the general consensus, the group can move ahead. At the end of the session, ask again if there are any exceptions. Hearing none, or after addressing the comments, ask the group to keep faith with the
How do we begin to understand the art of leadership and its indisputable importance in today’s world? Research, theory, and general musings on the topic can be found in abundance. In fact, if you were to do an online search of “leadership,” you’d find literally millions of entries. We tried this recently and unearthed 173,000,000 on Google alone.We read, hear, and talk about leadership all the time. We read about the executives at the helm of corporate giants, like GE, and high profile non-profit organizations, such as the American Red Cross. We engage in heated debate about the leaders of our nation, the U.N., the local school board, and our houses of worship. The context varies but the importance of strong leadership does not.At its essence, leadership is about inspiring others to follow. (As the proverb goes, “If you think you are leading but no one is following, you are simply taking a walk.”) Some postulate that leadership is fundamentally about influence. Others assert that it’s about creating positive change, refusing to be content with the status quo. Still others focus on the leader’s role in developing and communicating a powerful vision… and instilling in others the collective passion to see that vision fulfilled.It’s all true. A great leader knows how to inspire and motivate those around her. She knows how to get the most out of her followers. She skillfully focuses her constituents on the fulfillment of the organization’s goals.An exemplary leader earns the dedication and loyalty of his people. He fosters commitment and trust. His followers would, literally or figuratively, follow him straight into battle.Perhaps it’s time to ask yourself: Whom would you willingly follow into battle? What do they do to inspire this level of trust and dedication? How can you learn from them to f
The facilitator controls the process, the participation of members, and keeps the group focused and on track. The pace of the meeting is crucial to the creative planning process. Always stand, always look people in the eye, always listen carefully to exactly what people are stating, always try to involve each person in the process.
The facilitator also plans the design for the meeting. Notice I used the term “design” rather than “agenda.” This implies that you’ve done more than write down some words on a piece of paper, gathered people, and called it a meeting.
The Project Team - This team may be one already in place. If not, then select a team that is not completely of one mind. For example, if you are planning a public musical event, then include a non-musical person in the process. Too many similar perspectives make a group blind to other tastes or opinions. An “outsider” or non- expert can sometimes allow the group to experience a paradigm change which could be most beneficial, not only to that ministry, but maybe to the whole organization!
Another important issue is that of enabling groups of individuals, with all of their individual perspectives and needs, to think and function as a team. Whether your facilitation is a one-time project with a team you’ve selected only for this task, or if you use these principles with an ongoing staff team, getting people to envision themselves as part of a larger entity is the principle goal. Work for the win/win situation in which individuals are fulfilled as the group’s success is manifest. The “Meeting”
The following points are essential to a successful meeting:
• Always start and end on time! Even plan the meeting for times that imply punctuality, i.e., 9:02 to 10:32 a.m. Promise to start and end punctually – and do it! Always!
• Seat the group facing the visual support, usually around three sides of a table with the facilitator at the fourth side. Some facilitators use chart pads. I use storyboards and various cards of various sizes and colors. With cards, you can have more flexibility. Print them with your computer and place emphasis on different items by using different sizes and colors.
• Appoint or seek a volunteer to be a scribe or recorder. Record the actions and ideas of the group where everyone can see. This helps the group stay on track, and reminds them of what they have created so far.
• Tell groups not to take notes. Instead, I send summary notes to them within 48 hours. This enables everyone to participate equally (if they aren’t taking notes, then they can pay attention) and ensures that everyone has the same details in their notes.
• Ideally, the group should be small – 7 to 10 people. This allows for full participation from each person. If the group must be larger, then allow opportunities for splitting the group for discussion, brainstorming, problem solving, and other activities. When the group comes back together, each section reports on its results.
• If someone has a dominant personality or has a known strong bias, don’t seat them in a dominant place. Choose a corner of the table. It makes a difference, really.
• Plan a timeline that includes each part of the meeting. Be conservative. Things take longer than you might think. Allow for a summary or debriefing at the end, or time to set up the next meeting.
The essence of facilitation is different than that of a meeting.
The essential parts are as follows:
• Clarify – Give sound, clear reasons for the meeting. People want to know WHY they are there and WHAT they are to do. Also give a time-line for the overall project. Is it going to take 3 months or just one meeting of two hours? Give the project a name or title, such as the title of a book. Choose the words carefully; they will begin to set the focus for the team.
Examples:
• Planning the Best Choir Retreat Ever
• Building an Awesome Music Ministry
• How to Recruit, Equip and Motivate Members in Ministry
• Define – Prepare a concise statement defining the overall objective(s) of the
team. Be specific. Then define the measurable objectives for the immediate
meeting. Separate the long-term and immediate objectives as well as defining what
will NOT be discussed at this meeting. Make the objectives reasonable for the time
frame allotted.
Examples of Deliverable Objectives: (where to focus our energy)
• Identify 10 unique ways to attract new choir members.
• Define 5 concerts that will pack the church.
• Identify and prioritize all the tasks for the Choir Council.
Examples of Off-Limits Items: (where we can waste time)
• Dwelling on past failures
• Discussing all the fine details of each event identified
• Picking on personalities of those not present
Communicate – Tell the group HOW the process will work. They need to know the total picture and how they are expected to contribute to the end result. This is most important if each person is expected to contribute.
Examples:
• First, we will explore all the options for question (topic)#1.
• Next, we will sort and prioritize those options.
• After the group gives weight to the options, we will develop a plan.
• All of these steps satisfy the first objective.
Validate – Determine the common facts about the subject and present them to the group. How many times has a group spent time debating something that was unclear from the start? Make the playing field level – give everyone the same data to begin. This will save enormous amounts of time. This could be called Background Information or Givens or Common Knowledge Facts.
Examples:
• List ALL of the known facts about the subject.
• Don’t forget to identify the level of decision making ability this group is
allowed.
• Agree – Allow time for every participant to review the common facts you just
presented, review the objectives for THIS meeting as well as the list of ways to get
off track. It is just as important to identify what the group is NOT going to do
during this gathering as to identify what they will accomplish. Ask if there are any
changes, additions, or deletions to the common facts. Then ask if they are ready to
proceed with the objectives for today’s meeting. Wait for comment. If you have no
comment, state that you will be moving forward by general consensus. Bringing the
group to continuing consensus is an important guideline. It is much better to work
by general consensus than to vote on issues. Make this your continuing goal.
Allow for this point to sink in. Bringing the group to one focus is crucial to building the team. Consensus does not mean that everyone always agrees on every point. Individual power must yield to group needs. The process builds the team. Eye contact is essential here, as well as a pause for opportunity to comment. Once the facilitator has determined there is general consensus, state the fact, looking at everyone. Say that, because of the general consensus, the group can move ahead. At the end of the session, ask again if there are any exceptions. Hearing none, or after addressing the comments, ask the group to keep faith with th
The Federal Trade Commission has an obligation to the general public, their stated consumer education mission and to the over regulated franchising industry and the small business operators running Biz Ops to separate the two business models by way of legal definition. Any failure to completely separate them will trigger additional problems down the road and cause the current on-going process of rule review to continue, without any formalization for decades.This of course is good for attorneys who make money on these ambiguities for lawsuits and great for Federal Trade Commission tenure and job security. A few also realize it could allow for additional travel budgets of governmental employees during these rule making processes on the taxpayers money. It would also trigger more time-out, “let’s think about this one”-coffee breaks on various floors of the Federal Trade Commission’s fully furnished 1970 desk style ambiance. However it is not good for consumers or industry and creates unleveled playing field on one hand and complex barriers to entry for start-up entrepreneurs with regional dominance and efficiencies, which lend them selves well to the franchise business model on the other. This is because Biz Op MLM salespeople are purporting that they as similar to franchised business, by using terms like ‘Private Franchising’ in their presentation.These MLM business sell in coffee shops and public presentations, which would send chills down the spine of any compliant franchising executive or real franchisor. So then, what is a real franchisor? What is private franchising? What is a Business Opportunity? What is an MLM business? What is a hybrid or cross-breed of any of these combinations? How on Earth in laymen terms can the Federal Trade Commission explain this to us, so that we might explain the differences to consumers whe
• Always start and end on time! Even plan the meeting for times that imply punctuality, i.e., 9:02 to 10:32 a.m. Promise to start and end punctually – and do it! Always!
• Seat the group facing the visual support, usually around three sides of a table with the facilitator at the fourth side. Some facilitators use chart pads. I use storyboards and various cards of various sizes and colors. With cards, you can have more flexibility. Print them with your computer and place emphasis on different items by using different sizes and colors.
• Appoint or seek a volunteer to be a scribe or recorder. Record the actions and ideas of the group where everyone can see. This helps the group stay on track, and reminds them of what they have created so far.
• Tell groups not to take notes. Instead, I send summary notes to them within 48 hours. This enables everyone to participate equally (if they aren’t taking notes, then they can pay attention) and ensures that everyone has the same details in their notes.
• Ideally, the group should be small – 7 to 10 people. This allows for full participation from each person. If the group must be larger, then allow opportunities for splitting the group for discussion, brainstorming, problem solving, and other activities. When the group comes back together, each section reports on its results.
• If someone has a dominant personality or has a known strong bias, don’t seat them in a dominant place. Choose a corner of the table. It makes a difference, really.
• Plan a timeline that includes each part of the meeting. Be conservative. Things take longer than you might think. Allow for a summary or debriefing at the end, or time to set up the next meeting.
The essence of facilitation is different than that of a meeting.
The essential parts are as follows:
• Clarify – Give sound, clear reasons for the meeting. People want to know WHY they are there and WHAT they are to do. Also give a time-line for the overall project. Is it going to take 3 months or just one meeting of two hours? Give the project a name or title, such as the title of a book. Choose the words carefully; they will begin to set the focus for the team.
Examples:
• Planning the Best Choir Retreat Ever
• Building an Awesome Music Ministry
• How to Recruit, Equip and Motivate Members in Ministry
• Define – Prepare a concise statement defining the overall objective(s) of the
team. Be specific. Then define the measurable objectives for the immediate
meeting. Separate the long-term and immediate objectives as well as defining what
will NOT be discussed at this meeting. Make the objectives reasonable for the time
frame allotted.
Examples of Deliverable Objectives: (where to focus our energy)
• Identify 10 unique ways to attract new choir members.
• Define 5 concerts that will pack the church.
• Identify and prioritize all the tasks for the Choir Council.
Examples of Off-Limits Items: (where we can waste time)
• Dwelling on past failures
• Discussing all the fine details of each event identified
• Picking on personalities of those not present
Communicate – Tell the group HOW the process will work. They need to know the total picture and how they are expected to contribute to the end result. This is most important if each person is expected to contribute.
Examples:
• First, we will explore all the options for question (topic)#1.
• Next, we will sort and prioritize those options.
• After the group gives weight to the options, we will develop a plan.
• All of these steps satisfy the first objective.
Validate – Determine the common facts about the subject and present them to the group. How many times has a group spent time debating something that was unclear from the start? Make the playing field level – give everyone the same data to begin. This will save enormous amounts of time. This could be called Background Information or Givens or Common Knowledge Facts.
Examples:
• List ALL of the known facts about the subject.
• Don’t forget to identify the level of decision making ability this group is
allowed.
• Agree – Allow time for every participant to review the common facts you just
presented, review the objectives for THIS meeting as well as the list of ways to get
off track. It is just as important to identify what the group is NOT going to do
during this gathering as to identify what they will accomplish. Ask if there are any
changes, additions, or deletions to the common facts. Then ask if they are ready to
proceed with the objectives for today’s meeting. Wait for comment. If you have no
comment, state that you will be moving forward by general consensus. Bringing the
group to continuing consensus is an important guideline. It is much better to work
by general consensus than to vote on issues. Make this your continuing goal.
Allow for this point to sink in. Bringing the group to one focus is crucial to building the team. Consensus does not mean that everyone always agrees on every point. Individual power must yield to group needs. The process builds the team. Eye contact is essential here, as well as a pause for opportunity to comment. Once the facilitator has determined there is general consensus, state the fact, looking at everyone. Say that, because of the general consensus, the group can move ahead. At the end of the session, ask again if there are any exceptions. Hearing none, or after addressing the comments, ask the group to keep faith with th
If you had a pen that was high-tech, yet baby-easy to use – that in twenty (20) minutes of training could help you read-and-remember three (3) books, articles and reports in the time it takes others to finish one (1) – would you need to know more?Back in 1942 – (World War 2) - the U. S. Air Force was having trouble teaching their pilots to quickly identify enemy planes. They created a training-tool called a ‘tach-is-to-scope’ (Greek: meaning swift) – that flashed visual-images on-a-screen - to improve the speed-of-viewing, together with extending long-term memory.Did it really work?The U.S. Air Force experts tested the tachistoscope on their crews and concluded it improved ‘sightings’ 85%. It was declared mandatory-training for all pilots, co-pilots and navigators – and hidden-away as Top-Secret for the duration of the war.So?After the U.S. and their allies won the war – educators in New York adapted the government’s tachistoscope for training students to read faster. It worked great – students read faster, understood more, and remembered text much longer.But there was a serious problem using this speed reading tachistoscope – it was way- too-big – and once the reader did not have their tool – they reverted back to ‘snailing’ – slowly reading one-word-at-a-time. But all the PhDs agreed this ‘speed reading’ thing - was a valuable contribution to reading – once they figured it out.Evelyn WoodA Utah school teacher decided to forget about this expensive and cumbersome tachistoscope - yet keep the benefits of speed reading. She substituted the fingers-of the-hand to pace the students’ eyes – and found her method could help students ace their studies and tests.Starting in 1959 Evelyn Wood (my partner), graduated two-million, together with the White House staffs of four (4) U. S. Presid
Examples:
• Planning the Best Choir Retreat Ever
• Building an Awesome Music Ministry
• How to Recruit, Equip and Motivate Members in Ministry
• Define – Prepare a concise statement defining the overall objective(s) of the
team. Be specific. Then define the measurable objectives for the immediate
meeting. Separate the long-term and immediate objectives as well as defining what
will NOT be discussed at this meeting. Make the objectives reasonable for the time
frame allotted.
Examples of Deliverable Objectives: (where to focus our energy)
• Identify 10 unique ways to attract new choir members.
• Define 5 concerts that will pack the church.
• Identify and prioritize all the tasks for the Choir Council.
Examples of Off-Limits Items: (where we can waste time)
• Dwelling on past failures
• Discussing all the fine details of each event identified
• Picking on personalities of those not present
Communicate – Tell the group HOW the process will work. They need to know the total picture and how they are expected to contribute to the end result. This is most important if each person is expected to contribute.
Examples:
• First, we will explore all the options for question (topic)#1.
• Next, we will sort and prioritize those options.
• After the group gives weight to the options, we will develop a plan.
• All of these steps satisfy the first objective.
Validate – Determine the common facts about the subject and present them to the group. How many times has a group spent time debating something that was unclear from the start? Make the playing field level – give everyone the same data to begin. This will save enormous amounts of time. This could be called Background Information or Givens or Common Knowledge Facts.
Examples:
• List ALL of the known facts about the subject.
• Don’t forget to identify the level of decision making ability this group is
allowed.
• Agree – Allow time for every participant to review the common facts you just
presented, review the objectives for THIS meeting as well as the list of ways to get
off track. It is just as important to identify what the group is NOT going to do
during this gathering as to identify what they will accomplish. Ask if there are any
changes, additions, or deletions to the common facts. Then ask if they are ready to
proceed with the objectives for today’s meeting. Wait for comment. If you have no
comment, state that you will be moving forward by general consensus. Bringing the
group to continuing consensus is an important guideline. It is much better to work
by general consensus than to vote on issues. Make this your continuing goal.
Allow for this point to sink in. Bringing the group to one focus is crucial to building the team. Consensus does not mean that everyone always agrees on every point. Individual power must yield to group needs. The process builds the team. Eye contact is essential here, as well as a pause for opportunity to comment. Once the facilitator has determined there is general consensus, state the fact, looking at everyone. Say that, because of the general consensus, the group can move ahead. At the end of the session, ask again if there are any exceptions. Hearing none, or after addressing the comments, ask the group to keep faith with th
There are many people who are in a position where they are not happy with their current role of employment. They would love to be able to find alternative work but may be scared or unsure of how to proceed. This could be because they have worked for the same company for a large number of years and feel that they have lost touch with where to look for work or about the daunting task of attending an interview.There are many places where people can go to in their quest to find alternative employment. If you are one of these people who have worked for the same company for quite a long time, you may actually be pleasantly surprised at the amount of help and opportunities that are out there. Most of the governments around the world are trying to help people to gain employment which helps them in turn to announce lower unemployment figures for their country.Job centresFor many, the first port of call would be to go to their local job centre. In my opinion most of the vacancies that are available here are not for exactly well paid positions, however in general the staff are normally very friendly and helpful.The internetSince the birth of the internet there have been an increasing number of websites offering job finding services and many of the larger companies advertise their vacant positions on the web. If you have access to the internet this is a great place to look when attempting to find work and I know of many people who have found a new career in this way.In the future, I think that the internet will become one of the main places to go to when looking for work. In the UK, job centre plus already has a superb website which means that in reality there should be no requirement to physically go to the job centre itself, as all of the vacancies it has are shown online.Many of the websites offer a se
Examples:
• List ALL of the known facts about the subject.
• Don’t forget to identify the level of decision making ability this group is
allowed.
• Agree – Allow time for every participant to review the common facts you just
presented, review the objectives for THIS meeting as well as the list of ways to get
off track. It is just as important to identify what the group is NOT going to do
during this gathering as to identify what they will accomplish. Ask if there are any
changes, additions, or deletions to the common facts. Then ask if they are ready to
proceed with the objectives for today’s meeting. Wait for comment. If you have no
comment, state that you will be moving forward by general consensus. Bringing the
group to continuing consensus is an important guideline. It is much better to work
by general consensus than to vote on issues. Make this your continuing goal.
Allow for this point to sink in. Bringing the group to one focus is crucial to building the team. Consensus does not mean that everyone always agrees on every point. Individual power must yield to group needs. The process builds the team. Eye contact is essential here, as well as a pause for opportunity to comment. Once the facilitator has determined there is general consensus, state the fact, looking at everyone. Say that, because of the general consensus, the group can move ahead. At the end of the session, ask again if there are any exceptions. Hearing none, or after addressing the comments, ask the group to keep faith with the team by not speaking contrary to the actions of the group when outside of the group.
Process builds team trust.
• Prioritize –Get right to the first issue to solve or first question to ask. Here’s where the facilitator earns his or her keep! In planning the meeting, ask first what the end result should be. (The question to ask yourself in planning: “What do you want to walk away with at the end of the session?”) Plan the meeting by addressing the objectives for this meeting, keeping in mind the big picture – the overall goal of the team. Therefore, keep it manageable by exploring ways to address the issue or question.
Example:
• Set specific, measurable objectives
• Bad – Enlarge the choir
• Good – 5 ways to increase numbers in the choir 15% in 3 months
• Address the objective by having the group answer a question
• Ways to have people clamor to checkout our choir
• Reasons people might be interested in choir
• Possible changes needed to attract people to choir
• Sort the ideas; pick the best 5 (or more),
• Use sticky dots (price stickers) for participants to “vote” for their best choices
• Use markers to “dot” favorite ideas
• Use a matrix (cost vs. difficulty or time vs. importance)
Focus – This could be “FOCUS, FOCUS, FOCUS.” The facilitator is in charge of keeping the group on track. If you have written objectives and off-limits items, then it could be as simple as pointing to those lists when things begin to get out-of- hand. Address side conversations and irrelevant comments as they occur.
HELPFUL HINT: Purchase small bells and give each member of the team one of them with the instruction to use the bell if the group begins to violate any of the rules. Most of the time the group will police itself. Keep the group energized by varying the routine.
Examples:
• Divide into groups of 3 or 4 people.
• Have each group bring back 3 solutions and present to the team.
• Put a time limit on break-out groups (1 minute per idea expected.)
• After a long period, have everyone stand, stretch, and change places.
Formalize – When finished with a brainstorming and fine-tuning, move the cards into some kind of order or priority. Figure out a standard of measurement (cost, time, difficulty, etc.) to judge the ideas. You can buy colored price stickers and let each person use them to vote for his or her choice.
One sticker for each ten ideas – this forces choices for the BEST ideas, and then the group’s energy becomes clear to everyone. Bad or radical ideas receive no votes, so it becomes clear to everyone that they are less valuable ideas. After this process of sorting the ideas, you should have the makings of a plan.
Example:
• Action Plan
• Communication Plan
• Next Steps in the Process
• A Matrix of Options
• A Plan for Reconciliation
• And more
Review – Give time for the group to sit back and look over what they’ve done, making sure that it all makes sense and is practical. Assign responsibility for any action items or communications, and schedule the next session. Here is a good opportunity for each person to take a turn in making a 30 second comment about what they’ve experienced in the session. This can prove to be most valuable, and will unite the group as they move on to their next event.
• Follow-Up – Be sure to check on all delegated items before the next session. Delegation does not mean you can forget about it. It means you don’t have to do it, so you have time to check on it and assist, if appropriate. Be sure to send out the meeting notes and follow through with any other commitments from the session.
• Celebrate – When the objectives are successfully met, take time to celebrate. This adds momentum and gives belief in process for future projects. Remember, you are a team!
There are multiple benefits from running a meeting in this manner. There must be a major reward since so much preparation must go into making the process successful. After all, don’t we want to make the best use of each day God has given us?
Benefits of running a meeting with neutral facilitation:
• Creates positive team building and bonding
• Builds trust through the consensus process
• Gives the team common ownership in goals
• Provides a safe communication environment (attack ideas, not people)
• The goal-setting process boosts the synergistic characteristics of the team
• Promotes an understanding of contrasting views
• Empowers the team to respond within pre-set parameters
• Gets things done
Types of facilitation projects and results:
• Long-range Planning = Long-term Goals
• Project Team = Action Plan
• Budget Building = A Budget We Buy Into
• Evaluation = Future Planning Resource that We Believe Is Valuable
• Schedule Planning = A Team Calendar
• Conflict Resolution/Problem Solving = Consensus
Running Meetings as a Transformational Process
The leader, in this case the facilitator, controls the PROCESS and the group provides the CONTENT. Plan the meeting.
Note: Facilitation Design Worksheet downloadable at http://www.hughballou.com
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