The deeper we delve into any subject, the more complex and intricate it can become. I think it’s common to think that to become an advanced practitioner of facilitation, or any art for that matter, requires a move in the direction of increasing complexity. While a deeper and/or broader scope of knowledge and experience is the mark of a master, there is another telltale sign that I believe is often overlooked in the realm of mastery.
As we advance in our field, it’s easy to give less regard to the basics. Yet no matter how complex our activities are, the basics always form the foundation upon which everything else rests. The highest buildings take advantage of the latest in engineering and materials sciences, yet they must rest on the deepest and and most stable foundations. The higher they rise, the deeper these foundations must go. Similarly, as we grow as facilitators, our success depends on a firm commitment to the foundations of our most complex skills.
I’ve often been struck when listening to celebrated experts in various fields. What usually seems to set them apart for me is their way of fully embracing and articulating the obvious. They are easy to understand. Their language is simple and clear and resonates with a deep understanding of the foundations of their field.
In the past few facilitation workshops I’ve delivered, I’ve noticed a pattern amongst the facilitator participants, many of whom were intermediate and advanced practitioners. Some of the most basic skills were consistently overlooked. For example, many times small groups would move forward on an activity we assigned them without fully understanding what they were expected to do. Or, they would move in a given direction, not really happy with how it was going, but not checking in to consider changing their approach. Under the pressure to just get something done, anything done, even experienced facilitators sometimes forget the basics.
Deepen your Understanding of the Basics
Amnesia Basica. So what can we do about this amnesia of the basics? The following three tips are intended to help you stay grounded in the basics whether you are leading or participating in a group.
Be willing to ask “dumb” questions (these are often the most important). When working as a leader or member of a group, we’ve all experienced the feeling that we don’t understand what’s going on. Either we aren’t tracking with the discussion 100% of the time and missed something that was said, or everyone in the group isn’t on the same page. Actually, no one ever tracks with a group all of the time and seldom is a group in complete understanding of itself. Yet, when we feel we don’t understand, most of us have the impression that we’re the only ones feeling this way. We’ve been conditioned to keep our mouths shut and not to interrupt. Your willingness to voice your discomfort and confusion in a group will be a welcomed gift most of the time.
Have the courage to stop the process. Even when employing the most wonderful group process, if it’s not working, then a change is advised. Usually, just stopping the process to check in will make it clear what’s in the way or if a new process needs to be applied. Sometimes however, it’s hard to stop a group when everyone seems to be “going along” and in action. We seem to be addicted to action, no matter where it’s leading us. Often all it takes is one bold soul to ask the question, “How is this working for you?” to jar people into reality.
Always start at square one, with the basics of who, what, and how. No matter how advanced we are as facilitators and as a group, there are simple foundational questions that must be answered if we are to progress together. These are: “What are we doing?” (what’s our goal here today); “How are we going to do it?” (what process will we use?); and “Who will do what?” (who will facilitate, scribe, keep time, share expertise, etc.) If any of these questions ever become unclear during the course of your work, you will be wise to ask about them. And this is true whether you’re leading the group or not.
The most important thing to remember is to never think that you are beyond the basics. As soon as you do, you’re liable to fall.
Action
What are your ideas on this subject? How will you recommit to the basics this week? Please share your answers, questions, feedback, or experience on this topic in the comments section below. I’d love to hear from you.
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Another solid and thoughtful post on mastering the basics of facilitation. Simple things such as grounding yourself before starting any activity are often forgotten in the heat of the moment. I for one am looking forward to your continued contribution to this community.
First, I would like to thank you for your great work to inspire facilitators and at times challenge us to do something different. I recently co-facilitated a leadership program for executives and overall the program was well received and my colleague and I received positive feedback. However, we later found out that executives don’t like to be asked rhetorical questions or do any form of learning activities. They ask for the quick summary type sessions. Also they said that they prefer to be told instead of being asked questions? As trainers/facilitators we know that telling is not training. What are your views on this and do you have any suggestions?
This post really resonated with me – it is so easy for anyone to get to a place in a career where it feels like you can “wing it”. And when your intuition and circumstances align so that it all goes well when you do wing it, suddenly you are fooled into thinking this will always be so. Successful people are busy people and this form of “efficiency” can creep up along with the inability to say no.
Steve I liked your hints for facilitators, especially the being sure to do the basics (why we are here, group expectations, put up a ‘parking lot’) etc. I have found that clients too appreciate being pulled back to basics. When a meeting is a regular event (i.e. peer reviews meetings, strat planning, business planning, team meeting)those who’ve participated for a while can start to run on autopilot. The value of a facilitator may be in the pre-meeting: Asking questions such as “what do we want to walk out with” and “what are the content boundaries – what’s not on the table?” and “what interpersonal dynamics are likely to show up here?” These questions bring it back to ground long before the actual meeting is facilitated.
Thanks Steve. Another great article. My challenge in asking the obvious questions is in settings where I am participating as a support staff member with Senior Administrators and Faculty Members. The environment clearly gives the impression that support staff should be seen and not heard. We were in one meeting where a Faculty Member went ballistic about using the word strategic, and then for the balance of the meeting everyone was silent until one of the Administrators (who used to be a support staff member) spoke up and asked what was wrong with the outcome being strategic – that strategic didn’t conjure up negative images in the minds of the majority of people there – actually quite the opposite, it gave the impression that something might actually be done – which is rarely or ever the case in our department. As someone has commented here, when you work in one place for so long you just assume that your opinions represent the majority. What every workplace needs is a new kid on the block to see it with fresh eyes. That’s what I was when I started in this department, and it has been hard slugging ever since, but I soldier on. One thing that particularly bothered me in meetings were acronyms – initials that stood for committees or organizations that everyone appeared to be aware of. There was nothing that made you feel like an outsider quicker than not knowing what these initials stood for.
Steve,
This was a great post, thank you.
For me, it was a reminder that it’s so often far more valuable to teach the basics again very very clearly, in my own words, with my own understanding, than to think that for my teaching to be valuable it has to be complex new thinking.
It also made it even more clear to me why it’s so important that I start every day with a one-word intention for myself, and every class, every meeting, and every call with a focused intention for the activity.
Thanks for this. I’ve been on your list for – wow, ten years now? I don’t know, a long time and I really appreciate you.
cheers!