Facilitating Collaborative Discussions

Sharing an approach I’ll be using to kick off the facilitation of an HSE Leaders Forum tomorrow that I hope others might find valuable. Instead of starting with the usual introductions (name, job role etc), I want to focus on the reason we are there: discussing innovative ways to solve the challenges participants are facing in their workplaces or industries. Each participant will introduce themselves by sharing a challenge framed as a "How Might We?" (HMW) statement. This simple method encourages participants to: 1️⃣ Clarify the Challenge: Turning a health and safety challenge into an opportunity helps focus the conversation on possibility. 2️⃣ Spark Collaboration: Open-ended, opportunity-focused challenges invite diverse perspectives and ideas. 3️⃣ Create Immediate Value: Sharing key challenges helps everyone see where they can contribute and connect meaningfully - on the things that matter. "How might we better communicate critical risk management expectations with subcontractors?" "How might we reduce working at height activities in our business?" "How might we assure critical risk controls in real-time?" I’ve found this approach aligns discussions with what really matters, and leaves participants with actionable insights. If you’re planning a collaborative session, this could be a great way to shift from introductions to impactful conversations right from the start. Feel free to adapt this for your own forums or workshops; I’d love to hear how it works for you and if you have any other facilitation tips. #SafetyTech #SafetyInnovation #Facilitation #Learning

40 people walked into a room with 40 different versions of the future in their heads. By the end of the day, they were building one. This month I facilitated a Vision and Growth Planning Summit for Westside Waldorf School. The morning opened with 40 voices. By afternoon, a working group of 20 got into the specifics. The day closed with a two-hour board session where decisions got made. The group got smaller as the work got sharper. By design. What made it work? Here's what I've learned, and what you can steal for your next strategy and planning session. 1. Listen before you enter the room. Stakeholder conversations are where the real agenda gets built. Depending on the project, that might mean a few weeks of conversations or several months. Talk to the decision-makers and the people closest to the work. 2. Co-design the session with the key leaders. Collaborate on the structure, the flow, the goals. It takes more time and iteration, it's almost always more effective. When leaders help shape the day, they show up as champions, not just participants. 3. Invite people to state their intention. There's science behind this. Set the context first: the vision, the stakes, what this day is for. Invite each person to share their intention. It shifts the room from a group of individuals into a community with shared purpose. Every time. 4. Name the common ground before you explore the differences. Surface the shared goals first. Name them. Let the group refine them. When people know what they agree on, they can disagree productively on everything else. 5. Create a home for every idea, issue, offer, and ask. Designate space on the wall for the key themes. Direct people to write and post. The quiet thinkers and the big talkers contribute in roughly equal measure. Nothing gets lost. The room stays on track. 6. Don't leave without next steps. A beautiful conversation that ends without clarity is a missed opportunity. Use dot voting, round-robins, or ranked choices. Build the action plan together, in the room, before anyone leaves. 7. Communicate out, or the good ideas die. Two things need to happen. First, a warm message back to all participants capturing the highlights. This isn't just documentation. It's fuel. It keeps momentum alive. Second, a full report to key leaders: the specific ideas generated, the priorities surfaced, the action steps, the 90-day plan. Together, they help turn a great day into a lasting shift. I'm so fortunate to get to work with committed, intentional, inspired leaders like Evan Horowitz and Anjum Mir. Strategy and planning sessions are one of the highest-leverage investments a leader can make. Done well, they don't just create a roadmap. They create belief in the vision, in each other, in what's possible. If you're preparing for a planning retreat, a leadership summit, or an organizational pivot and want to think through your approach, let's connect. #StrategicPlanning #Leadership #OrganizationalTransformation

🤔 How might you infuse more experiential elements into even the most standard Q&A session? This was my question to myself when wrapping up a facilitation course for a client that included a Q&A session. I wanted to be sure it complemented the other experiential sessions and was aligned with the positive adjectives of how participants had already described the course. First and foremost - here is my issue with Q&As: 👎 They are only focused on knowledge transfer, but not not memory retention (the brain does not absorb like a sponge, it catches what it experiences!) 👎 They tend to favor extroverts willing to ask their questions out loud 👎 Only a small handful of people get their questions answered and they may not be relevant for everyone who attends So, here is how I used elements from my typical #experiencedesign process to make even a one-directional Q&A more interactive and engaging: 1️⃣ ENGAGE FROM THE GET-GO How we start a meeting sets the tone, so I always want to engage everyone on arrival. I opted for music and a connecting question in the chat connected to why we were there - facilitation! 2️⃣ CONNECTION BEFORE CONTENT Yes, people were there to have their questions answered, but I wanted to bring in their own life experience having applied their new found facilitation skills into practice. We kicked off with breakout rooms in small groups to share their own experiences- what had worked well and what was still challenging. This helped drive the questions afterwards. 3️⃣ MAKE THE ENGAGEMENT EXPLICIT Even if it was a Q&A, I wanted to be clear about how THIS one would be run. I set up some guidelines and also gave everyone time to individually think and reflect what questions they wanted to ask. We took time with music playing for the chat to fill up. 4️⃣ COLLABORATIVE LEARNING IS MOST IMPACTFUL Yes, they were hoping to get my insights and answers, however I never want to discredit the wisdom and lived experience in the room. As we walked through the questions, I invited others to also share their top tips and answers. Peer to peer learning is so rich in this way! 5️⃣ CLOSING WITH ACTIONS AND NEVER QUESTIONS The worst way to end any meeting? "Are there any more questions?" Yes, even in a Q & A! Once all questions were answered, I wanted to land the journey by asking everyone to reflect on what new insights or ideas emerged for them from the session and especially what they will act upon and apply forward in their work. Ending with actions helps to close one learning cycle and drive forward future experiences when they put it to the test! The session received great reviews and it got me thinking - we could really apply these principles to most informational sessions that tend to put content before connection (and miss the mark). 🤔 What do you think? Would you take this approach to a Q&A? Let me know in the comments below👇 #ExperienceLearningwithRomy

🤔 Ever wondered why some professionals can elegantly transform heated debates into breakthrough moments of collective insight? The most influential experts don't just argue—they strategically navigate complex conversations. Mastering the art of constructive disagreement isn't about winning, but about expanding understanding and driving collaborative innovation. Key strategies for turning arguments into opportunities: • Listen with genuine curiosity, not just to respond • Validate others' perspectives before presenting alternatives • Frame your insights as complementary solutions, not competing viewpoints • Use data and storytelling to make your arguments memorable • Focus on shared goals rather than personal victory The magic happens when you can articulate different perspectives so skillfully that even those who initially disagree feel heard and respected. This approach transforms potential conflict into a generative dialogue where everyone gains deeper insights. Influence isn't about being the loudest voice in the room—it's about being the most thoughtful, strategic communicator. What's been your most powerful experience of turning a potential argument into a collaborative breakthrough? #ProfessionalDevelopment #LeadershipSkills #CommunicationTips #Influence

𝗧𝗵𝗲 𝗞𝗲𝘆 𝘁𝗼 𝗘𝗳𝗳𝗲𝗰𝘁𝗶𝘃𝗲 𝗧𝗲𝗮𝗺 𝗖𝗼𝗹𝗹𝗮𝗯𝗼𝗿𝗮𝘁𝗶𝗼𝗻 When was the last time you really got to know someone on your team? Not just their job title or their role, but their skills, their passions, and what makes them tick? If you’re like most of us, it’s easy to get caught up in the day-to-day tasks and forget that the people we work with are more than just colleagues; they’re individuals with unique strengths that can add incredible value to the team. Whenever I’m asked to lead a training or workshop on team collaboration, I make it my mission to ensure it’s not just another lecture. Let’s face it: no one wants to sit through a one-sided session where they’re just being talked at. Instead, I focus on making it interactive, engaging, and, most importantly, meaningful. I use tools like Slido to encourage real-time participation and embed videos that tell powerful stories. One of my favorite videos to share is this clip from 𝗧𝗲𝗱 𝗟𝗮𝘀𝘀𝗼 where he talks about the importance of 𝗯𝗲𝗶𝗻𝗴 𝗰𝘂𝗿𝗶𝗼𝘂𝘀, 𝗻𝗼𝘁 𝗷𝘂𝗱𝗴𝗺𝗲𝗻𝘁𝗮𝗹. It’s a simple yet profound message that resonates deeply with teams. Here’s why curiosity matters: when you approach your team members with curiosity instead of judgment, you open the door to understanding. You start asking questions that activate empathy and help you see the value each person brings to the table. For example, have you ever asked a colleague about their hidden talents or skills? These conversations not only build stronger connections but also help align individual strengths with team objectives. As a leader, I know you want to win. But here’s the thing: winning isn’t just about hitting targets or meeting deadlines. It’s about building a team that knows how to collaborate effectively, a team that trusts each other, and a team that feels valued. When your team members feel seen and heard, they’re more likely to bring their best selves to work. And that’s when the magic happens. So, how can you start fostering this kind of collaboration in your team? Here are a few actionable steps: 1. 𝗔𝘀𝗸 𝗯𝗲𝘁𝘁𝗲𝗿 𝗾𝘂𝗲𝘀𝘁𝗶𝗼𝗻𝘀. Don’t just focus on tasks; ask your team about their ideas, challenges, and goals. 2. 𝗘𝗻𝗰𝗼𝘂𝗿𝗮𝗴𝗲 𝗰𝘂𝗿𝗶𝗼𝘀𝗶𝘁𝘆. Build a culture where it’s safe to ask questions and explore new ideas. 3. 𝗖𝗲𝗹𝗲𝗯𝗿𝗮𝘁𝗲 𝘀𝘁𝗿𝗲𝗻𝗴𝘁𝗵𝘀. Recognize and highlight the unique skills each team member brings. Remember, effective collaboration isn’t just a benefit for the team—it’s a win for you as a leader and for the organization as a whole. When you’re looking for ways to inspire and activate your team to embrace effective collaboration, send me a DM. Together, we can create a culture of collaboration that drives success. Be curious, not judgmental. Let’s start the conversation today. #effectivecollaboration #psychologicalsafety #leadership #inclusion #culturalintelligence

The future of MEL belongs to facilitators, not just analysts. As programs grow more complex, our role is shifting: From reporting on indicators ➝ to co-creating meaning with teams. From compliance ➝ to adaptive management. From presenting data ➝ to facilitating dialogue. Strong facilitation skills make the difference between evidence being noted and evidence being used. Here are 4 practical ways to cultivate facilitation skills as a MEL practitioner: 1️⃣Prepare guiding questions Instead of walking into a session with slides, walk in with 3–5 powerful questions that will spark dialogue. 2️⃣Balance voices Actively invite perspectives from those who are quiet, not just the dominant voices. This builds ownership of learning. 3️⃣Summarize and reflect back Paraphrase what participants say to ensure clarity and show that their contributions matter. 4️⃣Shift from problem-solving to sensemaking Don’t rush to “solutions”; instead, help the group unpack patterns, explore multiple perspectives, and connect insights to program decisions. PS: What’s one facilitation technique you’ve found useful in your MEL practice?

Better Together: Why Facilitators Need Facilitators Too Yesterday I had the privilege of facilitating a deeply complex and hopeful conversation between two organizations that serve a similar audience while holding distinct missions, histories, and identities. Their boards gathered to explore where intentional collaboration could create stronger value for the people they both serve while honoring what makes each organization unique. Although the combined group included only about thirty participants, the level of nuance, relationship dynamics, and strategic importance required far more than a single set of hands. Successful facilitation depends on complexity, energy, and stakes as much as on size. I was grateful to have Deloreon Burton, CPF as my co-facilitator throughout the day. Deloreon moved continuously across the room, listening for patterns, surfacing emerging themes, inviting quieter voices into the conversation, and helping ensure that insights were captured in real time through our digital process. He provided another layer of awareness that allowed the group’s thinking to deepen while maintaining forward momentum. Co-facilitation sometimes gets labeled as optional support. In practice, it is one of the most effective ways to strengthen group outcomes. Two facilitators working in concert increase situational awareness, responsiveness, and inclusivity. Participants experience stronger engagement, conversations sustain energy, and important insights remain visible instead of slipping past in the flow of dialogue. There is also a practical benefit that deserves more transparency. Having a partner enables continuous calibration throughout the day. Brief check-ins during transitions refine upcoming segments. Observations exchanged in real time help adjust pacing and tone. Shared humor releases tension. Mutual encouragement sustains energy during long stretches of focused work. Even small moments of coordination help facilitators remain fully present for the group. Choosing to co-facilitate reflects commitment to excellence. Facilitation combines craft, discipline, and presence. Bringing another professional into the room demonstrates respect for participants and for the outcomes they are working toward. The focus remains on creating the best possible environment for collective thinking and decision-making. If you are preparing to facilitate an important conversation and sense that a partner would strengthen the experience, trust that instinct. Collaboration among facilitators expands capacity, sharpens awareness, and supports resilience throughout the process. For those in the association community who want to build their own #facilitation capabilities, our spring cohort of the Facilit8Me #Association #Facilitator Course is about to begin. A fall cohort will follow for those whose schedules align better later in the year. More information here: https://ow.ly/uY1050XJKGW

We are trained to ask questions. But our orientation is to ask questions that demand answers. As a result, conversations often resemble a ping pong game. The server starts with a question, then the response, back and forth. Then the other person serves, asks a question, expects a response, back and forth. A lot of information is exchanged, but the exchange of information doesn’t mean that we are connecting and having collaborative conversations. And if all we are doing is sharing information, there are too many opportunities for others to get that information through other sources. As a result the value and importance of the interaction plummets. If we seek to engage others–perhaps our people, our peers, or our customers. If we want to create something new with them, we need to start asking questions that require thinking. What do I mean by asking questions that require thinking? These questions go beyond a factual answer. They require some level of reflection, analysis. They may require imagination or creativity. What we want to do is go beyond what they know, but get them to think of what they may not know–that may be important. Or to help them discover something new. Or to help them imagine alternative futures or courses of action. What happens when we make this shift? We move beyond just surface issues. As a result, it drives deeper thinking and engagement. It makes the conversational more valuable to each person. It enables us to explore the real issues that underlie the information exchange. We each learn more as a result of this deeper thinking. The process of doing this shifts our relationships tremendously. It moves beyond a transactional relationship to a more meaningful connection. It enables us to build greater levels of trust with each other. These conversations provide the starting point for moving forward. The ping pong match of exchanging information rarely provokes people to think about change and moving forward. These "thinking conversations" open both parties into thinking, “Where can we go with this, what are potential next steps?” Some of you may be thinking, “Dave, that’s all great in theory, but we need action! This stuff just slows us down!” We could go in endless circles of information exchange, but those don’t mean we are making progress. They just mean we are sharing information. The reality is that conversations that demand we think achieve better outcomes more efficiently. They shorten the overall process by creating alignment, deeper understanding of the underlying issues, and agreement on how to best move forward. In the process, the impact is greater because they deepen the trust and connection between people. In a world drowning in information, the only way we make progress is by thinking more deeply and collaboratively. https://lnkd.in/gXmRDs7j

Traditional planning sessions can sometimes feel stagnant. To keep your team engaged and ensure productive outcomes, incorporating a variety of facilitation techniques can make a significant difference. Here are some of my favorite techniques that support collaboration, catering to both introverts and extroverts: 💡 Fishbowl Discussion - Create an inner circle (the fishbowl) for active discussion while the outer circle observes. Participants rotate between circles, ensuring everyone has a chance to contribute. 💡 World Café - Set up small groups to discuss different topics at separate tables. Participants rotate tables, allowing for a diverse exchange of ideas and perspectives. 💡 Role Playing - Have participants act out scenarios to explore different perspectives and solutions. This interactive method can lead to deeper understanding and empathy. 💡 Mind Mapping - Use a visual diagram to represent ideas and their connections. This technique helps in seeing the bigger picture and how different ideas relate to each other. 💡 Six Thinking Hats - Assign different thinking styles (e.g., creative, critical, optimistic) to participants. This technique encourages looking at problems from multiple angles and generates well-rounded solutions. Trying new techniques not only makes the session more dynamic but also ensures that every voice is heard. What interactive techniques are your favorites? Let’s exchange ideas! --- Ready to spice up your next strategic meeting or workshop? Let’s chat! #StrategicPlanning #Facilitation #Leadership

48/100 #anordinarybusinesslife CO-FACILITATION When working with another what we do and how we do it changes. No longer can you make snap decisions on the spot and action, for there is another to consult. It is more than dividing up the agenda, so much more. Co-facilitation is a dance between 2, 3, 4 maybe more. Here are some of my thoughts: ✨ Communication At a minimum talk through the purpose, outcomes and flow of the day. Are you both on the same page? As the session progresses have regular check-ins to discuss what's working, what needs adjusting, what are you noticing happening in the room? ✨ What's your plan? Before the workshop talk through who will do what in the session. What materials need preparing in advance? Who is bringing what équipement? ✨ Contracting A ways of working conversation the day before is very handy. How will you be for one another? What do you do if you are running over time? You have something to contribute but the other is facilitating, is it ok to interject or wait to be invited in? What are the cues when handing over? ✨ Triggers An adult conversation on what a fellow facilitator may accidentally do or say that triggers you. Maybe they walk out the room without saying anything, are late back from break, talk over you, say something you were going to talk about, be on their phone/device whilst you are delivering. ✨ Environment If you have not done this before the day agree what tasks need doing to arrange the room, agree how much time you have and get going! ✨ YOU Whilst one is delivering, what is the other doing? Are you sitting within the group? Preparing materials, putting up posters? My preference is to sit with the group to get a felt sense of the energy, hear the discussions, sense reactions. ✨Presence It goes without saying that you need to be present for one another. The deeper the work the more critical this becomes. ✨ Stakeholders Divide up responsibilities. Who will liaise with the hotel/workspace? If the client is in the room, who is man marking them? If someone in the group has a problem who will deal with it? ✨End of day Take time to review the session. What worked well? What can be even better? Did you stick to the contract? If you are flowing into a second day what stays the same or needs to be different? What needs preparing for day two? ✨Fun Working with a co-facilitator should be a joy. You finally get to share the experience with another, the highs, the challenges, the frustrations. The photo today is me with Sian Price. We have worked together since 2010. First as associates and then running our own client projects. We have got to the point where we mind read one another, a sixth sense kicks in. We laugh...A LOT!! And overall we communicate Sarah, Lizzie, Esther, Richard, Darren, Joanne, Caroline, Chris, Alex, Myriam, Thomas, Manal, Barbara, Kerri, Jodie, Sam, Richard, Rachel, Hilary