Facilitative Leadership

Tapping the Power of Participation

ABOUT INTERACTION ASSOCIATES IA is a 40-year firm specializing in the development of Facilitative Leaders. We equip these leaders to solve complex problems and achieve extraordinary results by leveraging the power of people working together. Since 1969, we have partnered with global leaders across all industries, and many of the Fortune 100, to transform the way people lead, and are led, at every level in an organization.

2010 Interaction Associates, Inc. 05R-PD-003 Facilitative Leadership All rights reserved. This work, or parts thereof, may not be reproduced in any form, including photocopy, for internal use or for sale without written permission from the copyright holder.

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www.interactionassociates.com

Profile of the Facilitative Leader

Facilitative Leaders create a safe environment for participation and collaboration by modeling three critical and related attributes.

Collaborative

Facilitative Leader

Strategic

Receptive & Flexible

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Facilitative Leadership

Seven Practices of Facilitative Leadership

Leaders tap the power of participation by applying the Seven Practices of Facilitative Leadership. A practice is a repeated action or behavior that leads to proficiency and high performance.

Celebrate Accomplishment

Share an Inspiring Vision

Coach for Performance

The Facilitative Leader

Focus on Results, Process, and Relationship

Facilitate Agreement

Seek Maximum Appropriate Involvement Design Pathways to Action

Facilitative Leadership

Interaction Associates, Inc. 05R-PD-003

Dimensions of Success
Because leaders are accountable for results, they tend to focus their energy and attention on reaching the goal quickly. Consequently, leaders often inadvertently undermine the long-term success of the endeavor. Facilitative leaders balance their focus across three dimensions: results, process, and relationship.

Results

Dimensions of Success

Process

Relationship

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Facilitative Leadership

Level of Ownership

Levels of Involvement in the Decision-Making Process

Facilitative Leadership

Fa ll

Delegate with Constraints

* ck ba

Consensus

Gather Input from Group and Decide Gather Input from Individuals and Decide

Decide and Announce

Level of Involvement
* Fallback can be to any other level.

Interaction Associates, Inc. 05R-PD-003

Factors to Consider
There is no one right way to make a decision. Facilitative Leaders make conscious choices about how much to involve others after weighing several factors.
Stakeholder Buy-In
How much do Key Stakeholders need to be involved so that they can confidently support implementation of the decision?

Time Available
How much time can be spent on making the decision?

Importance of Decision
How important (vs. how inconsequential) is the issue to people in the organization?

Information Needed
Who has information or expertise that can contribute to making a quality decision?

Capability
How capable and experienced are people in operating as decision makers or as a decision-making team?

Building Teamwork
What is the potential value of using this opportunity to create a stronger team?
Interaction Associates, Inc. 05R-PD-003 Facilitative Leadership

The Big Picture

Facilitative Leaders set their teams up for success by describing the big picture and providing a framework for planning and problem-solving.

Context and Key Stakeholders

Work Situation

Pathway to Action (The Process)

Definition of Success

Where We Are Now

How We Get From Here to There

Where We Want to Be

Facilitative Leadership

Interaction Associates, Inc. 05R-PD-003

Pathway to Action

Solution Space

Implementation Space

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Pathway Design Space

Problem Space
Facilitative Leadership

Vision Space

Key Elements for Planning Your Meetings

1. Stakeholder Analysis

Whose interests must be represented at the meeting?

Agenda
4. Desired Outcome Statement 2. DecisionMaking Method

What outcomes does the meeting aim to achieve?

How will decisions be made (what level of involvement is appropriate)?

3. Meeting Roles

Who will perform the various meeting roles?

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Desired Outcome Statements

A Desired Outcome is what your meeting aims to achieve, the expected result. A Desired Outcome statement answers the question: What will we walk out of the meeting with?

Two Kinds of Outcomes Products

Lists Plans Decisions Agreements Understanding of so that

Knowledge
Awareness of so that

What They Look Like

Brief, written statements Specific and measurable From the perspective of the participant Nouns not verbs

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Tools for Reaching Agreement

Open

Narrow

Close

Make a proposal (limited opening) List (moderate opening) Brainstorm (wide opening) Clarify

Combine Duplicates Prioritize (N/3) Advocate Pros & Cons

Negative Poll Build Up/ Eliminate Straw Poll Both/And

Opening Tools

Narrowing Tools

Closing Tools

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Facilitative Leadership

Interaction Associates, Inc. 05R-PD-003

Strategic Moments
Strategic Moments are those points in a discussion or team process when people are faced with a choice about what to do next and how to do it. The leaders job is to help navigate the group through these moments.

The Questions of a Strategic Moment

Where Are We?

How Do We Get There?

Where Do We Want to Go?

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Effective Coaching Conversations

Collaborative

Shared Responsibility for Success

Receptive & Flexible

Strategic

Coaching Conversations
Collaborative Strategic The intention to act in a cooperative and supportive manner The mental process of selecting an appropriate pathway or approach for the conversation in order to achieve desired results The demonstration of openness to alternative ideas; and willingness to adjust plans based on new information Playing an active role in the conversation and holding oneself and each other accountable for success
Interaction Associates, Inc. 05R-PD-003

Receptive & Flexible

Shared Responsibility

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Facilitative Leadership

The Coachs Toolkit

Inquiry
A process for understanding the coachees point of view by exploring his/her thoughts, feelings, and reasoning

Advocacy
A process for influencing the coachees thinking and behavior by stating ones opinions and suggestions, and outlining the rationale for each

Facilitate

Guide

Inquiry

Coaching Conversations
Reflect Direct

Advocacy
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Inquiry Techniques
Bracket Paraphrase Check Perceptions Ask Probing Questions

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Facilitative Leadership

Interaction Associates, Inc. 05R-PD-003

Advocacy Guidelines
1. Acknowledge the coachees situation. 2. State your advocacy. 3. Outline the data and explain the reasoning behind your advocacy. 4. Check the coachees understanding of your advocacy. 5. Encourage inquiry and alternative points of view.

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Guidelines for Giving Feedback

1. Describe the behavior. 2. State the impact of the behavior on you and others on the team. 3. Ask the coachee for his/her perception of the situation. 4. Make a suggestion or request. 5. Build an agreement on next steps (if any).

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Rewards
Rewards are things offered or given on the basis of merit, service, or attainment. When using rewards to acknowledge accomplishment and reinforce desired behavior, Facilitative Leaders should apply the following guidelines:

1. The reward criteria are clear and wellcommunicated. 2. The reward matches the achievement. 3. The reward is meaningful to the person receiving it.

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