1. An Introduction to Facilitating Groups Michael Wilkinson January 9, 2013A Service Of: Sponsored by:

2. INTEGRATED PLANNINGAdvising nonprofits in:www.synthesispartnership.com Strategy Planning(617) 969-1881 Organizational Development info@synthesispartnership.comA Service Of:Sponsored by: 3. Affordable collaborative data management in the cloud.A Service Of:Sponsored by: 4. Todays Speaker Michael WilkinsonCEO and Managing Director Leadership StrategiesAssisting with chat questions:Hosting:Jamie Maloney, Nonprofit Webinars Sam Frank, Synthesis PartnershipA Service Of:Sponsored by: 5. An Introduction toFacilitating GroupsAdapted from The Effective Facilitator 4-day classwww.leadstrat.com 2 0 1 0 L EA D E RSH I P ST R AT EG I E S , I N C . 6. A. Who is Leadership Strategies? The leading provider of facilitators and facilitation training inthe U.S. Over 500 facilitators under contract through the Find aFacilitator Database Public classes in Atlanta, Boston, Chicago, Dallas, DC, Denver,Los Angeles, NY, San Francisco, Sydney, Toronto Over 16,000 trained in facilitation skills through The EffectiveFacilitator course 6 7. B. Your Facilitator Managing Director of Leadership Strategies Author, The Secrets of Facilitation, TheFACILITATOR Secrets to Masterful Meetings and Buying Styles One of the first five Certified Master Facilitators in the world Founder of the National Facilitator Database (www.findafacilitator.com) Board member of the International Institute for FacilitationMichael Wilkinson Named Facilitator of the Year by SEAF,Certified Master Facilitator 2003 Co-Program Chair of the IAF, 2007 7 8. C. Session Objectives1. Outline a comprehensive methodology for facilitating groups2. Provide over a dozen techniques you can begin using immediately3. Provide next steps for those who would like to learn more - 8 9. D. Session AgendaI. Getting StartedII.Overview of the Principles of FacilitationIII. Facilitation Tools and TechniquesIV.Next StepsV. Questions & Answers9 10. Poll #1: Experience LevelHow many facilitated sessions have you led or attended in thelast twelve months? More than 20 - 10 to 19 5 to 9 1 to 4 None 10 11. II. Facilitation OverviewThe Scenario: Facilitating Solutions Sr. Manager with E&YWhen we created the answers Management Reviews 100% Solution 15% Implemented Facilitated SolutionsWhen they created the answers 85% Solution 80% ImplementedWhy?ED = RD x CDEffectiveDecisionRight Decision Commitmentto Decision-11 12. The Principles Summarized Principle 1. PREPARING FOR SUCCESS Cover All the Bases Principle 2. GETTING THE SESSION STARTED Inform, Excite, Empower, Involve Principle 3. FOCUSING THE GROUP Establish the Course Avoid Detours Principle 4. RESPECTING THE POWER OF THE PEN Use It, Dont Abuse It, Make It Theirs Principle 5. INFORMATION GATHERING Know Your Tools and How to Use Them-12 13. The Principles Summarized Principle 6. MANAGING DYSFUNCTIONConscious Prevention, Early Detection, Clean Resolution Principle 7. CONSENSUS BUILDINGGenerate a Consensus-Focused Process Principle 8. KEEPING THE ENERGY HIGHSet the Pace, Anticipate Lulls, React Accordingly Principle 9. CLOSING THE SESSIONReview, Evaluate, Close, Debrief Principle 10. AGENDA SETTINGAdapt Your Agenda to Address the Need13 14. The FacilitatorsMethodology THE FACILITATION CYCLE 4 The Power of the Pen1 2 39 PreparingGetting the Focusing Closingfor Success Session Startedthe Group the Session 5 InformationGathering GROUP DYNAMICS678 ManagingConsensusKeeping the 10Dysfunction BuildingEnergy HighAgendaSetting14 15. CheckpointTHE FACILITATION CYCLE 4 The Power of the Pen1 2 39 PreparingGetting the Focusing Closingfor Success Session Startedthe Group the Session 5 InformationGathering GROUP DYNAMICS678 ManagingConsensusKeeping the 10Dysfunction BuildingEnergy HighAgendaSetting15 16. Poll #2: True or False?Outside of logistics, the three most important things to know inpreparing for a meeting are the 3 Ps: the participants, thedesired products, and the process or agenda. Answer: FALSE! Why: The MOST IMPORTANT thing to know in preparing for a meeting is the meeting purpose16 17. Principle 1 Preparing for SuccessCovering All the BasesA. Interview SponsorF. Educate the Project TeamB. Identify Key Roles in theG. Prepare for Hat Technique sessionH. Interview the ParticipantsC. Define Objective and I. Get Oriented on the AgendaBusiness AreaD. Prepare Sample J. Prepare the Room DeliverableK. Prepare OpeningE. Know the Process Cold 17 18. Preparation The 5 Ps: Purpose Why are we having this session? Product What do we need to have when we are done? Hands What do they need to have in their hands when the session isover? Head What do you want them to know? Heart What do you want them to believe? Participants Who will be attending? What are their attitudes? Probable Issues What issues will be addressed? - Process What steps will get us there?18 19. CheckpointTHE FACILITATION CYCLE 4 The Power of the Pen1 2 39 PreparingGetting the Focusing Closingfor Success Session Startedthe Group the Session 5 InformationGathering GROUP DYNAMICS678 ManagingConsensusKeeping the 10Dysfunction BuildingEnergy HighAgendaSetting19 20. Poll #3: True or False?After introductions if necessary, meetings should generally startwith a review of the agenda. Answer: FALSE! Why: Start with purpose. -20 21. Principle 2 Getting the Session StartedInform, Excite, Empower, InvolveA. Set-up with 30 Minutes toG. Effectively Deliver Your spare OpeningB. Optimize Your Set-up H. Request ParticipantsC. Utilize the Gathering Objectives Period I. Review the AgendaD. Kick-off PromptlyJ. Establish Ground RulesE. Set the Stage with YourK. Define the Parking Boards OpeningL. Define ConsensusF. Memorize Your OpeningM. Open "On the Fly" 21 22. Set the Stage With Your Opening 22 23. Set the Stage With Your Opening Through your opening words, you must Inform participants about the purpose andproduct. The purpose of this meeting iswhen we are done we will have-23 24. Set the Stage With Your Opening Through your opening words, you must Excite participants about benefits. What is the overall result to be achieved? WII-FM? - 24 25. Set the Stage With Your Opening Through your opening words, you must Empower participants by discussing the importantrole they play in the process. Why were they selected?-What authority have theybeen given?25 26. Set the Stage With Your Opening Through your opening words, you must Involve participants Ask their personal objectives or gain participation.-26 27. Set the Stage With Your Opening Which are we best at? Which are we worst at?Lets look at 2 ExamplesX - 27 28. Excite Example #1 Good morning, its a pleasure to be here this morning. Our objective for the next two days is to walk away with a planfor improving the hiring process (inform). What is exciting about this? If we are successful, we will walk away with a new hiringprocess that will help our organization get the right peoplehired and get them hired quickly.28 29. Excite Example #2 Good morning, its a pleasure to be here this morning. Our objective for the next two days is to walk away with a planfor improving the hiring process (inform). What is exciting about this? Today you may have people on your staff who dont have theskills or the attitude you need. As a result, you are having towork much harder to make up for what they arent doing. Thisis your opportunity to put strategies in place to ensure that youget the people you need to get the work done. 29 30. Which is better? Why?Example 1Example 2 If we are successful, we will Today you may have peoplewalk away with a new hiringon your staff who dont haveprocess that will help our the skills or the attitude youorganization get the right need. As a result, you arepeople hired and get them having to work much harderhired quickly. to make up for what they arent doing. This is your opportunity to put strategies in place to ensure that you get the people you need to get the work done.30 31. Which is better? Why?Example 1Example 2 If we are successful, we will Today you may have peoplewalk away with a new hiringon your staff who dont haveprocess that will help our the skills or the attitude youorganization get the right need. As a result, you arepeople hired and get them having to work much harderhired quickly. to make up for what they arent doing. This is yourNOTICE THE # OFopportunity to put strategiesYOU AND YOUR!in place to ensure that you- get the people you need to get the work done.31 32. Set the Stage With Your OpeningWith Excite:Say you or yourat least 4 times! 32 33. CheckpointTHE FACILITATION CYCLE 4 The Power of the Pen1 2 39 PreparingGetting the Focusing Closingfor Success Session Startedthe Group the Session 5 InformationGathering GROUP DYNAMICS678 ManagingConsensusKeeping the 10Dysfunction BuildingEnergy HighAgendaSetting33 34. Principle 3 Focusing the GroupEstablish the Course, Avoid DetoursA. Set the course withG. Use extended prompt checkpoints questionsB. Restart with extendedH. Summarize results checkpointsI. Be conscious of timeC. Warm up the groupJ. Use breakout sessionsD. Use your PEDEQSK. Know when to regroupE. Label charts to improve focusF. Redirect side issues 34 35. Set the Course with CheckpointsAt the beginning of each facilitated process 35 36. Set the Course with Checkpoints ReviewReview quickly what has beendone to date. PreviewDescribe briefly what the group isabout to do. Big ViewExplain how the previewedagenda item fits into the overallobjective of the session.36 37. Sample AgendaPurpose: Define the changes necessary to increase the efficiency and effectiveness of the hiring processAgenda:Review-Preview-Big View A. Introduction B. How does it work today? C. What are the problems and root causes D. What are the potential improvements E. Prioritize improvements We have just completed F. Develop an implementation plan Next we are going to G. Review and close This is important because - 37 38. Sample AgendaPurpose: Define the changes necessary to increase the efficiency and effectiveness of the hiring processAgenda:Review-Preview-Big View A. Introduction B. How does it work today? C. What are the problems and root causes D. What are the potential improvements E. Prioritize improvements We have just completed F. Develop an implementation plan Next we are going to G. Review and close This is important because - 38 39. Redirect Side Issues Monitor comments for relationship to the process underway. If the discussion goes off track, use a redirection question. Thats a good point. Can we put it on the issues list so we dont forget it?--39 40. CheckpointTHE FACILITATION CYCLE 4 The Power of the Pen1 2 39 PreparingGetting the Focusing Closingfor Success Session Startedthe Group the Session 5 InformationGathering GROUP DYNAMICS678 ManagingConsensusKeeping the 10Dysfunction BuildingEnergy HighAgendaSetting40 41. Poll #4: True or False?When recording information on a flip chart, it is okay toparaphrase as long as you ask people for permission. Answer: FALSE! Why: When you write your words, you disempower the group and reduce ownership.- 41 42. Principle 4 Power of the PenUse It, Dont Abuse It, Make It TheirsA. Write First, Discuss SecondG. Avoid Lulls While WritingB. Write What is Said H. Assign an Order to YourC. Add Your WordsSpeakers Discriminately I. Use Multiple Flip ChartsD. Ask, Dont TellJ. Employ the RightE. Write So They Can Read It Recording ToolF. Use Additive Editing K. Post According to Your Wall Plan 42 43. Write First, Discuss Second Record what is said without By recording what is said,regard to value - you are saying Thank Youof completeness for making a contribution If what is said isincompleteRecord it! You can use your If what is said can be questioning techniques toimproved upon make sure that the If what is said is not what youcomment is refined orwere looking fordeleted later If what is said is wrong Still Record It!43 44. Write What is Said Record as many of the speakers words as is necessary It is not necessary to record all the speakers words If you are not certain what was said, ask for confirmation, or -ask for the headline 44 45. CheckpointTHE FACILITATION CYCLE 4 The Power of the Pen1 2 39 PreparingGetting the Focusing Closingfor Success Session Startedthe Group the Session 5 InformationGathering GROUP DYNAMICS678 ManagingConsensusKeeping the 10Dysfunction BuildingEnergy HighAgendaSetting45 46. Poll #5: True or False?When formulating questions to get lots of ideas, the mostimportant attribute of the question is that it is open-ended. Answer: FALSE! Why: The key is formulate a question that helps the participates visualize the answers!-46 47. Principle 5 Information GatheringKnow Your Tools and How to Use ThemA. Ask Great StartingE. Brainstorm to Generate QuestionsIdeasB. Guide With Reacting F. Group to Categorize Questions G. Prioritize to Identify KeyC. Float Ideas if Necessary ItemsD. List to Gather DetailsH. Lobby to Gain Buy-In47 48. The Starting QuestionYou are interviewing a group of school registrars to talk with themabout the scheduling process. Which is the better startingquestion? Why?Question Type AQuestion Type BThe first thing we want to If you were about to developtalk about are inputs. the school schedule, what isWhat are the inputs to the information you wouldthe scheduling process?need to have close by?48 49. Ask Great Starting Questions Three parts to a great starting question Begin with an image building phrase (think about, imagine, consider, if) Extend the image to the answers (at least two phrases) Ask the direct question (Type A) to get the information you want But you build the question from the -bottom up!49 50. Ask Great Starting QuestionsYou want the participants to identify the steps in the hiringprocess.But you build the What is the Type-A question?question from the bottom up! What are the steps in the hiring process?How do you extend the image to the answers? (use synonyms) Think about all the things you had to do to get that person hired,all the actions you had to go through, all the people you had totalk with, the forms and everything.What image-building phrase can you use? Think about the last time your hired someone. - 50 51. Ask Great Starting QuestionsYou want the participants to identify the steps in the hiringprocess.The Type-B Question Think about the last time your hired someone. Think about allthe things you had to do to get that person hired, all the actions -you had to go through, all the people you had to talk with, theforms and everything. What are the steps in the hiring process? 51 52. Ask Great Starting Questions YOUR TURN!You want the participants to identify the PROBLEMS with thehiring process. 1.ImageNow, think of an image building phrase and then BuildingType your Type B question in the CHAT BOX. PhraseWhat are synonyms for problems? Challenges2.ExpandImage to BarriersAnswers Things that went wrongWhat is the Type-A question?-3.Ask the Type A What are the problems with the hiring process? 52 53. Ask Great Starting Questions YOUR TURN!You want the participants to identify the PROBLEMS with thehiring process.The Type-B Question Think about the last time your hired someone. Think about the -problems you had, the things that went wrong, the challengesyou had to overcome to get that person hired. What are theproblems with the hiring process?-53 54. Ask Great Starting Questions When do you use a Type-B? At the beginning of every agenda item It takes preparation! If you dont prepare, you will most likely use a Type-A Create a list of Type-B questions for the standard sessions youfacilitate.- 54 55. CheckpointTHE FACILITATION CYCLE 4 The Power of the Pen1 2 39 PreparingGetting the Focusing Closingfor Success Session Startedthe Group the Session 5 InformationGathering GROUP DYNAMICS678 ManagingConsensusKeeping the 10Dysfunction BuildingEnergy HighAgendaSetting55 56. Principle 6 Managing DysfunctionConscious Prevention, Early Detection, Clean ResolutionA. Understand Dysfunctional BehaviorB. Separate Symptom from Root CauseC. Focus on PreventionD. Detect Non-Verbal CuesE. Address Dysfunction EffectivelyF. Inform the Group When AppropriateG. Reward Functional BehaviorH. Respond Appropriately When Challenged56 57. Dysfunctional BehaviorAs the degree of the * Physically attacking someone Severity of Disruption dysfunction increases, * Leaving the room in disgustthe severity of thedisruption caused* Verbal attack directed at a participantby the dysfunction * Negative comments about a participantincreases as well* Audible sighs of displeasure * Negative physical reactions * Doing other work in the session * Side Conversations* Folded arms, facing door or windows* Silence, lack of participation* Arriving late, leaving early Degree of Dysfunction57 58. Poll #6: Dysfunctions?Which of these dysfunctions is common in your organization? check as many as apply Arriving late, leaving early Silence, lack of participation One person dominating Side conversations People doing other work, Blackberries 58 59. Understand Dysfunctional BehaviorDysfunctional behavior is any activityby a participant which is consciously orunconsciously a substitution forexpressing displeasure with the sessioncontent, the facilitation process, or anoutside factor.59 60. Separate Symptom from Root Cause Treat dysfunctional behavior as a sign that the participant isasking for help The participant is waving a red flag that is masking the realissue (root cause) Dysfunctional behavior is a symptom Dysfunctional behavior tends to get worse over time- 60 61. Address Dysfunction EffectivelyThe general formula for addressing dysfunction: APPROACH PRIVATELY EMPATHIZE WITHOR GENERALLY THE SYMPTOMGET AGREEMENTADDRESS THE ON A SOLUTION ROOT CAUSE61 62. Dealing with Dysfunction Late Arriver / Early Leaver Naysayer* Drop-out* Whisperer Loudmouth Workaholic Storyteller Verbal Attacker Broken Record Door Slammer Physical Attacker62 63. Dysfunctions DROP OUT Dysfunction Suggested ActionDrop-out - Remind the group of ground rules.Maintains silence, fails (Everyone speaks)to participate - Employ a round-robin brain-stormingFolds his/her arms,activity to get everyone involved.faces door or window - Occasionally stand next to the person or direct questions at a variety of people, including him/her. - Discuss privately during break to ensure there is not an additional problem.63 64. Dysfunctions - NAYSAYERDysfunctionSuggested ActionNaysayer- Say with optimism, or jokingly, "ItDemonstratesappears that we have some concernsnegative physical about this alternative. Lets talkreactions about it. What are the issues?"Voices audible sighs of - Seek buy-in by asking, "How can thisdispleasure be made better?"- At the break, attempt to reach asolution in which the person willopenly speak about concerns duringthe group session.- Be sure to get all the issues out.64 65. CheckpointTHE FACILITATION CYCLE 4 The Power of the Pen1 2 39 PreparingGetting the Focusing Closingfor Success Session Startedthe Group the Session 5 InformationGathering GROUP DYNAMICS678 ManagingConsensusKeeping the 10Dysfunction BuildingEnergy HighAgendaSetting65 66. Poll #7: True or False?Many, if not most, disagreements would be solved if you couldjust get people to listen to one another. Answer: TRUE! 66 67. Principle 7 Consensus BuildingGenerate a Consensus-Focused ProcessA. Understand DisagreementG. Identify Strengths andB. Start with ConsensusWeaknessesC. Decide if Agreement is H. Merge Alternatives NecessaryI. Use Ranking TechniquesD. Let Participants SeekJ. Converge on a Solution AgreementK. If All Else Fails, Move OnE. Take Control As NecessaryF. Delineate Alternatives 67 68. Understand Disagreement Level 1: Each has notclearly heard andunderstood the othersalternative and/or theirreasons for supporting thealternative 68 69. Understand Disagreement Level 2 Each has heard and understood the alternative orsupporting reasons, but has had different experiences or holddifferent values that result in a different preference 69 70. Role Play from The SecretsSherryIve been thinking about our vacation for next year,and Ive got it! Theres a ten-day tour of Italy thattakes us to eight cities, including Rome, Venice,Tuscany and Florence. Its perfect. What do youthink?Michael That does sound like a wonderful tour. But I havereally been look forward to going to the beach thisyear.SherryOh come on, Michael. Lets go to Italy. We haventbeen there before. Itll be fun.Michael Oh Sherry, darling, baby (in my best impression of the --deep baritone of singer Barry White). Lets go to thebeach. Itll be quiet and restful. 70 71. Role Play from The SecretsSherryNow Michael, youve been out of town a lot this year,which has left me home to do both my job and takecare of the kids solo, so we really should do what Iwant to do. Lets do Italy.Michael You are right Sherry. I have been out of town a lot thisyear and it has worn me out. I really need a break.Lets go to the beach.SherryNo, we are going to Italy.Michael No, we are going to the beach.SherryItaly!Michael Beach! Level 2 Different Values/Experiences---SherryItaly!71 72. Understand Disagreement Level 3 Disagreement is based on personality, past historywith one another, or other factors that have nothing to dowith the alternatives being discussed72 73. Level 3 Disagreements A disagreement based on personality or past history can not beresolved within the session dont attempt to resolve it Recognition: Irrational, No commitment to finding a solution Action: Take it to a higher source!-73 74. Level 1: Delineate AlternativesFor each alternative, direct specific questions to its supporters Alternative #1Alternative #2 How much? How much? How long? How long? Who is involved? Who is involved? What is involved? What is involved? Check to determine if consensus has been reached -74 75. Level 2: Strengths and WeaknessesIdentify theAlternative #1 Alternative #2strengths of eachItaly BeachalternativeStrengthsStrengths Varied locations Rest Places we havent been Sleep in same bed Lots to do Water sportsThen, identify theWeaknesses Weaknessesweaknesses of each Hectic schedule Same location Repack every day Nothing different No water sports Same activitiesCheck to determine if consensus has been reached-75 76. Level 2: Merge Alternatives Identify keyAlternative #1Alternative #2strengths of each ItalyBeach Create a thirdalternative whichStrengths Strengthsincorporates the key Varied locations * Rest *strengths Places we havent been* Sleep in same bed* After defining Lots to do Water sportsmerged alternatives,take a consensuscheck -76 77. CheckpointTHE FACILITATION CYCLE 4 The Power of the Pen1 2 39 PreparingGetting the Focusing Closingfor Success Session Startedthe Group the Session 5 InformationGathering GROUP DYNAMICS678 ManagingConsensusKeeping the 10Dysfunction BuildingEnergy HighAgendaSetting77 78. Principle 8 Keep the Energy HighSet the Pace, Anticipate the Lulls, React AccordinglyA. Set An Energetic PaceB. Reset the Energy Level After BreaksC. Adjust to Lull TimesD. Establish a Recharge ActivityE. Use BrainteasersF. Get People Involved and MovingG. Encourage Team BuildingH. Break If Necessary 78 79. Level 1 Energy For most of us, our 3 normal speaking voice hasEnergy Level 2 just enough energy to keep people awake. 1 Awake 0 AsleepTime Over the course of a meeting, however, our voices tend to trail off and we fall below the line. 79 80. Level 2 Energy If you raise your energy to 3 level 2, you start out great.Energy Level 2 But you still trail off below the line. 1 Awake 0 Asleep Time80 81. Level 3 Energy Start your energy at level-3.When it trails off, 3you will be at yourEnergy Levelnormal speaking 2voice. 1 Awake 0 AsleepTimeMake your first words Level 3!- 81 82. Level 3 Energy Reset the energy level following every break 3Energy Level 2 1 Awake 0 Asleep Time82 83. CheckpointTHE FACILITATION CYCLE 4 The Power of the Pen1 2 39 PreparingGetting the Focusing Closingfor Success Session Startedthe Group the Session 5 InformationGathering GROUP DYNAMICS678 ManagingConsensusKeeping the 10Dysfunction BuildingEnergy HighAgendaSetting83 84. Poll #8: True or False?Before a meeting ends, the meeting leader should always oralmost always review what was done, identify open issues, anddefine next steps. Answer: TRUE! - 84 85. Principle 9 Closing the SessionReview, Evaluate, Close, DebriefA. Request Time Extensions if NeededB. Review the Activities PerformedC. Review Session PurposeD. Review Personal ObjectivesE. Review Parking BoardsF. Ask Participants to EvaluateG. Close and Set the StageH. Use Partial Close as NeededI. Debrief with Planning TeamJ. Debrief with SponsorK. Document Session Results 85 86. Parking Boards (IDA)ISSUES LISTItems relevant to thesession that require adecision but will be DECISIONS LISTdiscussed later oroutside the sessionDecisions that are made by the participants during the session. ACTIONS LISTActions to beperformed sometimeafter the completionof the session. 86 87. Review Parking Boards ISSUES LIST Clear the Issues List For each issue, ask: Have we covered it?Issues Do we need to cover it?xxxxxxxx Do we need to cover it now? xxxxxxx- xxxxxxx xxxxxxxx xxxxxxxx87 88. CheckpointTHE FACILITATION CYCLE 4 The Power of the Pen1 2 39 PreparingGetting the Focusing Closingfor Success Session Startedthe Group the Session 5 InformationGathering GROUP DYNAMICS678 ManagingConsensusKeeping the 10Dysfunction BuildingEnergy HighAgendaSetting88 89. Principle 10 Agenda SettingAdapt Your Agenda to Address the NeedA. Choose Agenda Based on ObjectivesB. Tailor Agenda to Specific NeedC. Incorporate Consensus-Building PrinciplesD. Construct a New Agenda as NeededE. Confirm Agenda with Project TeamF. Prepare a Detailed AgendaG. Track Performance Against AgendaH. Record Process NotesI. Incorporate Recommendations89 90. Agenda Models1.Strategic Plan2.Project Plan3.Project Status4.Issue Resolution5.Basic Improvement Model6.Process Re-engineering7.Information Needs Analysis8.Process Modeling9.Data Modeling10. Procedure Design90 91. Construct New Agenda1. Determine the critical question2. Determine the preparation questions3. Determine the logical order of the preparation questions4. Transform the questions into agenda items - Order ofSession CriticalPreparationQuestions/ Objective QuestionQuestionsProcesses 91 92. Construct New AgendaSession Purpose: Improve the Hiring Process1. Determine the critical question What will the new hiring process be and what are the steps for implementing it?2. Determine the preparation questions What are the steps in the current process? - Whats good about the current process? Whats wrong with the current process? What can we do to improve it? What will the new process look like? What are the steps to create the new? 92 93. Construct New AgendaSession Purpose: Improve the Hiring Process3. Determine the logical order of the preparation questions4. Transform the questions into agenda items Purpose: Define the changes necessary to increase the efficiency and effectiveness of the hiring process Agenda: - A. Introduction B. How does it work today? C. What are the problems and root causes? D. What are the potential improvements? E. Prioritize improvements F. Develop an implementation plan G. Review and close93 94. DONE! Review Objectives1. Outline a comprehensive methodology for facilitating groups2. Provide over a dozen techniques you can begin using immediately3. Provide next steps for those who would like to learn more - 94 95. Next Steps Learn MORE!If you would like to learn more: Public Classes: The Effective Facilitator, The Facilitative Consultant Atlanta DC San Francisco Boston Denver Sydney, AU Chicago LA Toronto, CA Dallas New York Private Class: At your company Most cost-effective for 8 or more Online Classes: Facilitating Virtual Meetings(1.5-day) Book: The Secrets of Facilitation Facilitator Guides: 15 step-by-step facilitation guides for meeting leaders(ex. Strategic Planning, Project Planning, etc.)95 96. Questions? etraining@leadstrat.com800.824.2850Or, submit your questions for open discussionon the Linked-In Leadership StrategiesFacilitation & Leadership Community Group Join us on Facebook at www.Facebook.com/Leadstrat 96 97. Find listings for our current seasonof webinars and register at:NonprofitWebinars.comA Service Of: Sponsored by: