Teams: How to facilitate teams

One of the major challenges every first-time manager has to face is how to effectively marshal the divergent talents, abilities and traits of their team to deliver high performance. And it is now widely recognised that a facilitative approach is one of the best ways to energise a group or meeting, leading to well-functioning teams that take charge of their own learning and responsibility for their decisions.

The new skills and perspectives required to act as 'corporate fixers', such as an understanding of group dynamics, conflict resolution and drawing out the ideas and experiences of participants, are highly transferable, and a valuable addition to any career toolbox.

Objectives and ground rules

Identify what needs to be accomplished and steer the group towards consensus on what is achievable within the specified timeframe. Most problems arise when the goals are unclear. Discuss team ground rules to avert potential problems and to foster a favourable climate where members are keen to participate and ideas flow freely. This should include deciding how clashes within the group are dealt with during the exercise, as well as any behaviour that won't be tolerated, such as personal attacks.

Preparation and planning

Whatever the format of the exercise - training day, workshop or brainstorming session - give some serious thought to planning. Work up an agenda based on the broad outcome desired, and set timings for each item. Circulate it sufficiently in advance, so that participants are clear as to why they need to be there and what is expected of them.

Roles and assignments

The facilitator's role is to guide and advance the group agenda, so hold back any urge to act as an advocate and influence the outcome.

"Resist the temptation to instruct - it's a guiding and nudging activity, rather than a lead-by-the-nose activity," says Terry Gillen, consultant, trainer and author.

Don't seek or expect personal recognition for your efforts. Information and ideas should be clearly presented and accurately recorded, so you'll need a scribe. If statements are complex or ill-defined, you will need to clarify the points being made, making sure everyone understands them. Appoint a time-keeper to keep each agenda item to pre-set timings and the meeting on course.

Gauge the group's mood

Stay attuned to the group's dynamics and body language. Is it animated and productive, or does it seem a bit of an effort? Who looks bored and who's holding out? Continually observe, assess and respond to what's going on. Ensure no-one is dominating the proceedings and encourage the quieter ones to contribute. Wise facilitators make use of their own body language. Lend just the right amount of encouragement with a smile, nod or a raised eyebrow to question what's being said.

If all hell breaks loose

No matter how conducive the environment, it is inevitable that you'll encounter disruptive and fractious group members at some point. Facilitators have to learn to respond to the emotional factors that may be at the root of the dysfunctional behaviour. Be prepared to be tough. When tensions surface, a tea-break or breakout session could help calm the situation. You may also need to talk to the person in private.

Evaluate your performance

Conclude the meeting ahead of schedule to recap on what has been agreed and what happens next. If there has been a flashpoint, check there is no residual bad feeling. Get feedback on how the experience was for the group as this will be a good indicator of your own performance. Facilitating is a skill that can be polished with practise, so treat each meeting as a valuable learning experience.

Where can I get more info?

Books

- Facilitation Skills, Frances Bee, Roland Bee, Chartered Institute of Personnel & Development, £20.99 ISBN 0852927339

- The Complete Facilitator's Handbook, John Heron, Kogan Page, £27.50, ISBN 0749427981

1 Plan and structure in advance

2 Set ground rules

3 Remain impartial

4 Encourage everyone's participation

5 Don't look for personal credit

Expert's view Terry Gillen on how to become a facilitator

Terry Gillen is a consultant, trainer and author. His books include Agreed! Improve Your Powers of Influence and Leadership Skills for Boosting Performance.

What are the most challenging aspects of facilitation?

Having the confidence and skills to do it. If you think of a lecture as giving the trainer about 90 per cent control of a learning session, while an unstructured discussion gives a trainer about 10 per cent control, then facilitation falls somewhere in between. The central point is that some - and sometimes a lot - of control passes from the trainer to the learners. And that is risky, because people can end up talking about the 'wrong' things and come to conclusions that are tangential, or even contradictory, to your learning goals.

What are the key characteristics of a good facilitator?

They need to be skilled at stimulating the right discussion, typically by asking the sorts of questions that direct people's thinking towards the issues and conclusions that will help achieve the leaning goals. They also need to be skilled at spotting and handling people and situations that will detract from the learning goals. These can include: the non-contributors, the dominators, the attackers, the 'know-it-alls' and the cynics; and the broken-record conversation (which just keeps going round and round and getting nowhere); the deviation (which drifts right off track); and the 'warm bath' conversation (discussing issues over which the participants have authority), which achieves nothing, but makes the delegates feel good.

What are the do's and don'ts of facilitating?

Do:

- Be structured

- Keep discussions on track

- Bring discussions to a conclusion

- Clarify learning points and actions.

Don't:

- Start the discussion without a clear briefing to the learners linked to a clear learning goal in your mind

- Let negative people or situations persist

- Be afraid to take control back again if the discussion isn't working

- Think that facilitation is the only way that adults learn.