Tag Archives: Facilitation

Typical Not-For-Profit Vision Statements

As I continue this series of  posts on organizational visions, I want to acknowledge right now that most organizations, particularly in the not-for-profit sector, don’t use a narrative-focused approach in building their visions.  And I respectfully submit that many non-profits have lackluster vision statements. A few are certainly short and to the point, but fail to tap into the power of a vivid narrative description.  Vision statements of even the largest, most well-resourced charities in the world are often based on what feels like an unattainable future, or are so broad and conceptual as to feel like meaningless platitudes.  They aren’t bad, necessarily – they just aren’t compelling, or “sticky”.

Here’s a typical (hypothetical) example:

“Our vision is for a world without hunger.”

What does that really mean? What does such a future look like? It’s not motivating, because of two things:

One, it’s unclear. That is, I have no pictures in my mind of what that world looks like. Sure, I can make up a few stories, scenarios and images – but that’s just me going to the extra mental effort filling in the blanks for myself.

Two, it seems unattainable. To our knowledge, no reasonably complex human society has ever successfully ended hunger for all of its citizens.

Here are several other classic, real-world examples:

“A hunger-free America

“A world without… [insert disease here]”

“A sustainable world for future generations”

“A world in which every person enjoys all of the human rights enshrined in the Universal Declaration of Human Rights and other international human rights instruments”

What do you think? Are these sufficiently vivid, sticky and compelling to be repeated by staff at all levels; to be motivational and inspire weary volunteers even in tough times?

In upcoming posts I’ll share some of the methods I and other facilitators use to help organizations and businesses tap into the power of their own visions.

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The power of organizational vision

In 1961, US President John F. Kennedy challenged his nation to, literally, reach for the moon:

 “I believe that this nation should commit itself to achieving the goal, before this decade is out, of landing a man on the moon and returning him safely to Earth.”

In a mere seven years, Neil Armstrong and Buzz Aldrin were the first humans on the planet to set foot on the moon’s surface.  Dozens more followed.  Like all great leaders, Kennedy understood that an effective vision will unleash a level of power, alignment and motivation that can change the world.

I’m in the midst of supporting a visioning process for a large civil rights organization. The team has a phenomenal track record, and is now ready to take their work to the next level.  Their questions and insights have encouraged me to reflect even more deeply on my own approach to visioning – so organizational visioning is going to be the focus of my next few posts.

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‘Interpersonal Leadership Styles’ Assessment for High Functioning, Collaborative Teams

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ILS teaches how to ‘flex’ for different styles

“Wow,” said Robert, looking over at me with a big smile. “They are REALLY loving this!”  Robert Gass, master facilitator and co-founder of the Rockwood Leadership Institute, sat beside co-trainer Gibran Rivera and I in the sunlit meeting room at Devil’s Thumb Ranch, high in the mountains of Colorado. The three of us were watching our hilarious, brilliant colleague, Jose Acevedo, exuberantly leading a group of 24 leaders through a half-day training on Interpersonal Leadership Styles. It is one of the most popular modules in Rockwood’s year-long Leading from the Inside Out program for national non-profit leaders.  Four groups of participants were clustered around flipcharts in in each corner of the room. The energy of each group was remarkably different: some were laughing and punching one another on the shoulders, others were fiercely debating, some pondering silently and gently offering suggestions to one another, as they reflected on their different working styles.  And they were, indeed, loving it.

In fact, I have heard back now from dozens of leaders about the power and impact of having gone through a team-wide training in Interpersonal Leadership styles. Why? People walk away with a keener sense of their blind spots and their strengths as leaders – and of their team-mates’. Rather than feeling judged for those differences, or limited by narrow definitions (something I had feared), it turns out that participants become vastly more appreciative, not just tolerant, of one another’s differences.

The ability to work across difference and to harvest the gifts those differences bring is an essential skill for today’s leaders.  Leaders simply must become adept at recognizing and working with not only differences of power and rank as expressed through race, sexual orientation, class, and ability, but differences in style.  Interpersonal Leadership Styles, or ILS, is an accessible tool that supports this kind of learning. And it offers immediate take-aways in terms of how to flex, even in periods of stress, to make the most of one anothers’ unique perspectives.

Interpersonal Leadership Styles is one of several typologies over the past several decades based on the work of Jung and others, to help map out the different leadership styles individuals tend to bring to their teams. Other typologies you may have heard of include Myers-Briggs, Colby, or DISC. It turns out they are all based on largely the same body of Jungian-based social science research – just packaged differently. But the concept isn’t new. In fact, the Chinese first invented work-related typologies over 4,000 years ago, to help assign civil servants to appropriate roles based on their unique styles and aptitudes.

I and most of my other fellow leadership trainers at Rockwood chose to get certified in ILS because, compared to other systems, we found it simpler to grasp and apply immediately. Most of the sessions I facilitate are between 2.5 and 3 hours, although full-day versions are also offered by many of Stratton Consultants’ licensees.  And while at first I resisted pursuing certification in any such system, I became convinced after repeatedly observing the power of teams who embrace their stylistic differences.

For more information about ILS, contact Stratton Consulting.

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Communicating with your Virtual Team, Part 2: Facilitating Conference Calls

Last week I facilitated a short planning session by phone for a virtual team. In the brief post-meeting evaluation, I was struck with how happy the group was about such commonplace meeting format. It got me reflecting on a couple of best practices I use as a facilitator to make the most of conference calls:

1. Do a POP: as with any meeting, clarify the Purpose, Outcome and THEN the Process before calling the meeting, and at the beginning of the call. For example:

  • Is the PURPOSE of the call to plan an upcoming strategy session with the whole board – or just to share information?
  • Is the desired OUTCOME to make a clear decision, or simply some shared context across a group that will be planning together in the future?  

Then clarify the PROCESS, especially:

  • What prep is needed? Is there any pre-reading that needs to be circulated in advance? 
  • How long do you have for the total call?
  • What are the priority agenda items?
  • How much time will each topic need?
  • Who is facilitating? Presenting?
  • Who’s taking notes, and how will these be distributed
  • Who’s on the call?

2. Practice “Conocimiento: Always start with a brief check-in.  As my Rockwood co-trainer Michael Bell continually reminds me, “go slow to go fast.”  It’s not just a lovely thing to do: at the end of the day, teams that have taken the time to build trusting human relationships tend to function more efficiently and creatively,  especially during times of crisis, stress or when rapid-response is called for.  So take just a few minutes, even on a conference call, to share appreciations and see how everyone’s doing. One great simple question to ask is, “where are you right now – what are you looking at?”  When we engage our mind’s eye in seeing our fellow callers, it brings us that much closer together, even as disembodied beings.

3. Use frequent “rounds”, and call people out. In a face-to-face meeting, facilitators are trained to do the opposite – we avoid calling on people by name, because it could force some to participate in a large group when they’re not ready or willing; it can be pushy or disrespectful. But on conference calls, I can’t read the body language of people wanting to speak. If I simply ask “what does everyone think”, we risk:

  • Vast, excruciatingly long silences
  • Only hearing from the same 2 brave and hasty souls who happen to jump in really fast each time a question is called
  • Repeatedly having two or more people tripping over one another as they jump in at the same time.

So I keep the list of participants in front of me and simply do ‘rounds’ – calling the name of each person on the call in order.  This is especially important when we’re capturing decisions.

4. Stay abreast of the tech: Technology to facilitate interaction for remote groups is quickly becoming effective and affordable. More groups and trainers I know are now experimenting with Maestro or similar systems aimed at maximizing group participation in a strictly auditory environment (i.e., you can do small group breakouts AND still wear your pajamas!).  They not only allow up to dozens of participants to call in to one central line from anywhere in the world, but people can ‘raise their hands’ to ask questions or offer comments, with the moderator tracking it all on a web-based dashboard. Participants can also be broken out into small groups for more intimate discussion, with auditory facilitators supporting the conversations or ‘lurking’ until needed.  Of course, people can be looking at shared documents at the same time, even using simple web-based collaborative platforms like Google Drive, that allow multiple viewers to edit the same document in real time, with colour-coding or other visual cues indicating who is making what changes.

5. Commit to continual learning:  Even if you don’t have time to do a brief evaluation at the end of every meeting, commit to doing it after every two to three calls.  Honest, direct, kind feedback is the only way individuals and teams can learn about what to keep doing or do more of, and what to avoid, in order to maximize their future performance.  At the end of the day, social change leaders are aiming for results – and a continual practice of giving and receiving skillful feedback can help us achieve more powerful results with less effort in the long run.

For other great tips on virtual teams, see:  http://blogs.hbr.org/cs/2013/04/how_to_avoid_virtual_miscommun.html  and

http://blogs.hbr.org/cs/2011/03/how_to_conduct_a_virtual_meeti.html

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Communicating with your Virtual Team, Part 1

Last week I was in New York co-facilitating a training session on communications in the context of teams, partnership and collaboration. One of our participants raised a familiar question: what do you do when your team is “virtual”?  In fact, either due to budget constraints or concern about their carbon footprint, non-profits are increasingly communicating remotely – and some tips and best practices are floating to the top. Here are just a few:

Face to face: This is still the gold standard of all communication. And, until we’re all sporting our own personalized holoprojectors, this isn’t likely to change. Research shows that more than half of all human communication is conveyed through body language; another third is conveyed through tone. The key for virtual teams is to carefully maximize precious face-time: make it count.  Choose face-to-face meetings for building relationships and  anything requiring creativity, synergy, complex decision-making, any sort of visual planning or strategizing and especially for ‘courageous conversations’ (a ‘courageous conversation’ is one where “opinions vary, stakes are high, and emotions run strong”).  For things like basic information-sharing, use well-crafted, pre-circulated briefing notes, webinars, written communication, conference calls – but save your costly face to face time for the high-octane, high priority work that can’t get done well through any other format.

Phone: I confess: when a conversation could get a bit complicated, sometimes my Inner Coward would rather hit the keyboard than risk the more intimate, two-way and possibly lengthier mode of communicating in real-time. Sadly, that ‘safety’ is an illusion. Courageous or complicated conversations often get messier – which gets MORE time-consuming and complicated, not less – due to the sheer limitations of text-only communications. So pick up the damned phone, already!

Better yet: use Skype video or Facetime.  At least then you can benefit from at least choppy and partly pixelated facial expressions to go along with the full range of vocal tone.  In fact, all of my current coaching clients live in other cities – so all of our sessions are by skype video or phone.  This honestly feels almost as impactful as face-to-face – as long as I use the following practices:

  • Make sure I’m in a comfortable, quiet place
  • Turn off all unnecessary devices and monitors. Let’s face it, most of us are completely ADHD now with our devices – so I chooseto get rid of the temptation altogether.
  • If I need my laptop for note-taking, I at least turn off all other programs and close all tabs – again, removing the temptation to get distracted by the endless flow of incoming messages
  • Minimize all visual stimulation (no TV in the background or staring out my window at the unfolding dramas of the street below…)
  • Stay present. Of course, this is really what it’s all about. I strive to practice using the ‘muscle of my attention’, over and over, to come back to the present moment and make the most of our time together as disembodied beings. It makes a MASSIVE difference.

Email: Email is the main way more people over 20 years old communicate. It’s super-efficient, easy to copy and forward to others, easy to include links to further information…  It’s also tricky,  especially for more complex or ‘difficult’ conversations. Did that exclamation mark convey happy tail-wagging enthusiasm – or is the writer shouting at me? Was that period at the end of the sentence a calm, gentle downtone – or an abrupt, sardonic hiss? For any complicated conversations, avoid email. It’s really a last resort, with the greatest potential to create misunderstandings and time-consuming messes that then have to be cleaned up.

For everyday email, please, here are a few basic practices to minimize digital clutter and spare your colleagues the torture of endless unnecessary email threads:

  1. Don’t squander the CC field. Make sure anyone who MUST be copied is – and not one person more
  2. Pause before blithely pounding on the “reply all” key: Really. Does EVERYONE need to know that yes, you liked the article or no, you can’t make the meeting?
  3. POP it: clarify your desired purpose and outcome in the subject line. Is your email for information only? Urgent action? Calendarizing? Feedback? Decision? Start doing this – and better yet, get your whole team to adopt the practice – and you will be an Email Efficiency hero, I promise. It’s smart, helps others focus on what’s important and yields faster results for everyone.
  4. Use “priority flags’ sparingly. Otherwise, you risk sounding endlessly hysterical. Just as bad, you’ll be seen as the kid who ‘cried wolf’ once too often, and everyone will start ignoring your flags anyways.

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Beyond the message box: Facilitating an “oppositional role-play”

In last week’s post about developing a campaign message box, I described how often social change advocates have difficulty truly understanding the ‘other side’. Without that understanding, it is hard to effectively inoculate against or counter the arguments of opponents.  But even more importantly, being so stubbornly entrenched in our own positions makes it difficult to move forward toward lasting, shared solutions. And of course, sometimes the ‘other side’ is us: opposing points of view exist within healthy, smart teams. This is a very good thing – otherwise we risk the dull homogeneity and conformity of ‘groupthink’, and all the blind spots and lack of creativity it engenders.  But there is a fine line between a healthy diversity of views, and out-and-out, ego-based positioning.  As facilitators, there are a number of techniques we can use to help loosen those deeply oppositional patterns. One of them is through role-playing.

Earlier this Spring I was facilitating a planning retreat with a coalition of non-profit leaders embroiled in a difficult strategy debate. It was after lunch; people were sleepy, those hideous fluorescent lights were flickering ever so slightly, the arguments were repetitive, and a couple of people were starting to emotionally check out. At this point, the group was ‘looping’: repeating the same arguments and counter-arguments, talking at (versus with) one another and not really getting anywhere.

As I watched, it became clear that one particularly passionate member – let’s call him Jim – wasn’t really listening or responding to the other side in the debate. So I asked if he’d be willing to do a brief role-play – in reverse. In other words, I asked Jim to suspend his own position for a few minutes to role-play the perspectives and messages of his ‘opponents’ within the group. Another volunteer – who disagreed with him pretty vehemently – gamely stepped in to represent Jim’s real arguments. Immediately, the group perked up (was there just the faintest touch of Gladiator in the room?!).

At first, it was painful to watch. Jim had a strong self-image as being a great listener, open to new ideas and largely free from ego-attachment to his positions. In fact, many of us feel that way about ourselves; yet when it comes to issues we care passionately about, virtually all of us could use a little work and support in the ‘deep listening’ department.  Mere seconds into the role-play, it became apparent that Jim wasn’t really getting the opposing arguments at all, despite having heard many of them for weeks.  He was barely able to articulate them. Even when he did, he could barely do so without sneering!

“Come on, Jim”, I urged him, “make us believe!! Convince us! Say it like you really mean it!!”   He chuckled sheepishly,  took a deep breath, and tried again. After a while – egged on with some friendly heckling from the sidelines – he began to really fill the shoes of the other side – to really start embodying (and therefore understanding more deeply) a perspective that was very different from his own.

As soon as each side relinquished their stubborn grasp on entrenched positions, things got interesting. The tenor in the room changed noticeably – and a longstanding ‘energetic’ (and intellectual) log-jam finally broke.  At this point, egos were set aside so that each party was truly listening to the other.

The concept of ‘deep listening’ to resolve conflicts isn’t new. As author Steven Covey urges,  “seek first to understand, then to be understood”.  Only then is an authentic collaborative solution – or at the very least, a more thoughtful solution – truly possible. Role-plays offer a chance to really work this concept, forcing us to go beyond a surface understanding of very different positions so that we may fully embody and deeply understand them. At the very least, if we are still simply countering those positions, we will be far more convincing and effective. At the same time, deep understanding allows us to go beyond the ‘right’ and ‘wrong’ framing of the message box to hold more complexity, and possibly discover new creative solutions to tired, rigid perspectives.

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Authentic facilitation: Two upcoming trainings June 10-11 in Toronto

Anima Leadership, one of Canada’s most insightful, intelligent and experienced transformational leadership teams, is offering two back-to-back facilitation trainings at Toronto’s Centre for Social Innovation. Authentic Facilitation 1: Learning to facilitate with presence of ease is on June 10th, followed by Authentic Facilitation 2: Learning to sit in the fire of conflict on June 11th. Check here for registration and details.

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