Thought Leader Webinar Series - Wilkinson - Smith presentation 05-01-14

Virtual Facilitation:
Leading Distant Teams Through
a Facilitative Approach
Presented by Leadership Strategies, Inc.
Adapted from our training, Facilitating Virtual
Meetings: Comprehensive
© 2014 LEADERSHIP STRATEGIES, INC.
www.leadstrat.com

Richard Smith
Principal Facilitator
Certified Master Facilitator
I. Getting Started
Facilitator
Michael Wilkinson
Founder and CEO
Certified Master Facilitator
Facilitator
2 COPYRIGHT 2014, LEADERSHIP STRATEGIES, INC.

Who is Leadership Strategies?
 The leading provider of facilitators and facilitation training in
the U.S.
 Over 500 facilitators in our network (FindaFacilitator.com)
 The most Certified Master Facilitators
 Public classes in over 12 major cities in the United States
 Over 19,000 trained in facilitation skills through The Effective
Facilitator
 Conducting webinars and virtual training on a multitude of
platforms since 2007 (e.g., Adobe, Citrix, Cisco and Microsoft)
3
COPYRIGHT 2014, LEADERSHIP STRATEGIES, INC.
-

Session Objectives
1. Outline a comprehensive methodology for facilitating your
teams virtually.
2. Provide techniques you can begin using immediately.
3. Provide next steps for those who would like to learn more.
-

Survey
 Complete the short survey at the end of the session
and receive:
– A free white paper, “The Rise of Virtual Meetings: Driving
Engagement in a Virtual World”

The Meetings Framework
What
If?
Rights Vision
Meetings Blueprint
Master
Plan
Prepare
for the Meeting
Start
the Meeting
Run
the Meeting
Close
and Follow-up

The Virtual Meetings Framework
What
If?
Vision
Meetings Blueprint
Prepare
for the Meeting
Start
the Meeting
Run
the Meeting
Close
and Follow-up
Virtual Platform
-

Webinar Agenda
I. Getting Started
II. Preparing for the Virtual Session
III. Starting the Virtual Session
IV. Running the Virtual Session
V. What if Dysfunction?
VI. Review: Virtual Facilitation Tools and Techniques
VII. Next Steps
VIII. Questions & Answers
-

Handling Questions
 If you have questions:
– Call 800.824.2850
– Contact us online at www.leadstrat.com
– Email info@leadstrat.com
– Connect on LinkedIn – The Leadership Strategies Facilitation &
Leadership Community

Poll: How Many Virtual Meetings/Sessions Have You
Led or Attended?
How many virtual meetings/sessions have you led or attended in
the last 3 months?
a. More than 20
b. Between 10 and 19
c. Between 5 and 9
d. Between 1 to 4
e. None
-

Why are Virtual Teams and Meetings So Different?
 Getting them to see what they can only hear.
 Keeping them engaged … when they know you can’t see them.
…X-Virtual Meetings
 1 person is remote and everyone else is present
 Everyone is remote, no one is local
 Everyone is present except you, the meeting leader
COPYRIGHT 2014, LEADERSHIP STRATEGIES, INC.11
-

Facilitating a UK Monitoring Session
Video Cams
at each table
Full RoomFacilitator

Webinar Agenda
I. Getting Started
VII. Next Steps

Poll: True or False?
In a virtual session, the most important things to KNOW in order
to be fully prepared are the participants, the process, and the
(desired) products.
 Answer: FALSE!
 Why: The MOST IMPORTANT thing
to know in preparing for a meeting
is the meeting purpose.
 Psst! We will uncover the 6 Ps of
Preparation!

II. Preparing for the Virtual Team Session
 The 6 Ps of Preparation:
1. Purpose – Why are we having this session?
2. Product – What do we need to have when we are done?
– Hands, Head, Heart
3. Participants – Who will be attending? What are their
attitudes?
4. Probable Issues – What issues will be addressed?
5. Process – What steps will get us there?
6. Place – How do you effectively utilize your virtual meeting
environment/platform?
-

Sample Agenda / Detailed Agenda
A. Getting started
B. How does it work today?
C. Strengths / areas for
improvement
D. Potential improvements
E. Priorities
F. Implementation plan
G. Close
A. Getting Started
Process
List the key topics participants
want to discuss; group the
topics into categories.
Virtual
Details
 Have participants record
their key topics on the
whiteboard.
 Move items on whiteboard
into groups.
Timing 10 minutes (2 + (12 issues x 0.5) + 2)
-

Special Virtual Ground Rule Examples
 Announce yourself when joining the meeting and inform the
group if you are leaving the meeting early.
 Always identify yourself before speaking.
 Avoid using the “hold” button, especially when music or other
sounds result.
 Order of speakers will be consistent.
 Stay 100 percent focused during the meeting; avoid doing
other work, answering e-mails, etc.
 Remember the remote.
-

The Virtual Meeting Environment
 Setting up the virtual meeting room
 The virtual meeting invitation
 Software prep for participants and typical challenges
 Software prep for the facilitator
 The moderator
 Other considerations/differences
– Use and timing of slides
-

Do You Need a Moderator?
 Support all technical issues.
 Assist with chat rooms, polling questions, documentation,
maintaining the Parking Boards.
 Other considerations
– Monitoring activity
– A second voice for variety

The Roll Call List
 During the virtual meeting, you will frequently invite each
person to speak on a topic. It is helpful to use the same order
each time. Accordingly, prepare a list of participants and
locations.
Andrea, Atlanta
Bill, Boston
Cleve, Chicago
Ken, Dallas
Trina, Denver
Vanessa, San Diego
Kathy, Atlanta (project manager)

 Decide the meeting’s purpose.*
 Define the meeting’s products.*
 Confirm that the meeting is
necessary.*
 Select the participants.*
 Identify probable issues.*
 Develop the process (agenda).*
 Choose the virtual platform.*
 Determine key methods and
timings.
Checklist for Preparing
 Determine meeting rooms,
date, and time.*
 Develop and distribute the
meeting notice.*
 Hold preliminary discussions
beforehand, as needed.
 Prepare the virtual meeting
room.*
 Articulate your ground rules.
 Prepare a roll of participants.
 Prepare your opening words.
* = Recommended for all meetings

Webinar Agenda
I. Getting Started
VII. Next Steps

After introductions if necessary, meetings should generally start
with a review of the agenda.
-
 Answer: FALSE!
 Why: Start with purpose. (Remember the first
“P” of the 6 Ps of Preparation!)
-

Set the Stage With Your Opening
 Every time you bring your virtual team together,
you must do four things…right from the very beginning.
-

 Through your opening words, you must …
– Inform participants about the purpose
and product.
– “The purpose of this meeting is…
When we are done, we will have…”
-

– Excite participants about benefits.
– What is the overall result to
be achieved? WII-FM?
-

– Empower participants by discussing the
important role they play in the process.
– Why were they selected?
What authority have they
been given?
-

 Through your opening words, you must…
– Involve participants through personal
objectives and participation.
– “What are the key topics you
want to make sure are covered
in this session?”
-

Challenges to Involving in the Virtual Environment
 What if most are virtual with video tool?
 What if most are virtual with audio only (teleconference)?
 What if there is a blend of virtual/in-person environments?
-

Webinar Agenda
I. Getting Started
VII. Next Steps

 Engagement Techniques for the
Virtual Environment.
 Why
 What?
 Slideboards
 Whiteboards
 Polling questions
 Sharing the desktop
 Round robins/mini round robins
 Sharing materials (before, during
and after the session)
 Chat box
-

Whiteboard

Whiteboard
 (consider having NetSpeed create an Whiteboard sample
screen shot for us using Adobe) --- optional if you elect

Round Robin / Mini-Round Robin
 Using the role call list, round robins and mini round robins
are an effective way to engage the participants during a
virtual meeting.
Andrea, Atlanta
Bill, Boston
Cleve, Chicago
Ken, Dallas
Trina, Denver
Vanessa, San Diego
Kathy, Atlanta (project manager)

Chat box
 (consider having NetSpeed create an Adobe chat box screen
shot for us)

Chat box

When recording information on a whiteboard or slideboard, it is
okay to paraphrase as long as you ask people for permission.
-
 Answer: FALSE!
 Why: When you write (type) your words, you
disempower the group and reduce ownership.

 Record what is said without
regard to value
or completeness
– If what is said is incomplete…
record it!
– If what is said can be
improved upon…
– If what is said is not what you
were looking for…
– If what is said is wrong…
Still Record It!
Write First, Discuss Second – Even When You’re in Separate Rooms!
 By recording what is said,
you are saying, “Thank you
for making a contribution”
 You can use questioning
techniques to make sure
that the comment is refined
or deleted later
-
-

When formulating questions to get lots of ideas, the most
important attribute of the question is that it is open-ended.
-
 Answer: FALSE!
 Why: The key is to formulate a question that
helps the participants visualize the answers!
-

The Starting Question
Question Type A
The first thing we want to
talk about are inputs.
What are the inputs to
the scheduling process?
Question Type B
Let’s start with… If you were
about to develop the school
schedule, what is the
information you would need
to have close by?
You are interviewing a group of school registrars to talk with them
about the scheduling process. Which is the better starting
question? Why?

Ask Great Starting Questions
Four parts to Great Starting Question in Virtual Sessions
-
1. Notify who will start responding (Why is this so
important in the virtual setting?)
2. Begin with an image-building phrase (“think about,”
“imagine,” “consider,” “if”)
3. Extend the image to the answers (at least two phrases)
4. Ask the direct question (Type A) to get the information
you want
-

Scenario: You want the participants to identify the steps in the
hiring process.
-
What is the Type A question?
 “What are the steps in the hiring process?”
What image-building phrase can you use?
 “Think about the last time you hired someone.”
How do you extend the image to the answers?
 “Think about all the things you had to do to get that person
hired, all the steps you had to go through, all the people you had
to talk with, the forms and everything…”
-

Scenario: You want the participants to identify the steps in the
hiring process.
The Type B Question
 “We will start this with… Think about the last time you hired
someone. Think about all the things you had to do to get that
person hired, all the steps you had to go through, all the people
you had to talk with, the forms and everything… What are the
steps in the hiring process?”
-
-

 When do you use a Type B?
– At the beginning of every agenda item
 It takes preparation!
– If you don’t prepare, you will most likely use a Type A
 Create a list of Type B questions for the standard sessions you
facilitate.
-
-

Webinar Agenda
I. Getting Started
VII. Next Steps

Dysfunctional Behavior
46
* Arriving late, leaving early
* Silence, lack of participation
* Side conversations
* Doing other work in the session
* Negative physical reactions (video)
* Audible sighs of displeasure
* Negative comments about a participant
* Verbal attack directed at a participant
* Exiting the “room” in disgust or unannounced
Degree of Dysfunction
SeverityofDisruption As the degree of the
dysfunction increases,
the severity of the
disruption caused
by the dysfunction
increases as well.
COPYRIGHT 2014, LEADERSHIP STRATEGIES, INC.

What Dysfunctions Are in Your Virtual Settings?
What are the types of dysfunctions common in your virtual
settings?
Please type your answer in the Chat Panel.

Understanding Dysfunctional Behavior
Dysfunctional behavior is any activity
by a participant that is consciously or
unconsciously a substitution for
expressing displeasure with the session
content, the facilitation process, or an
outside factor.

Separate Symptom from Root Cause
 Treat dysfunctional behavior as a sign that the participant is
asking for help
 The participant is waving a red flag that is masking the real
issue (root cause)
 Dysfunctional behavior is a symptom
 Dysfunctional behavior tends to get worse over time
-

Address Dysfunction Effectively
APPROACH PRIVATELY
OR GENERALLY
EMPATHIZE WITH
THE SYMPTOM*
ADDRESS THE
ROOT CAUSE
GET AGREEMENT
ON A SOLUTION
The general formula for addressing dysfunction:

 Late Arriver / Early Leaver
 Drop-out*
 Loudmouth
 Storyteller
 Broken Record
 Naysayer*
Dysfunctions
 Chatter*
 Workaholic
 Verbal Attacker
 Door Slammer
 Physical Attacker

Dysfunctions
Dysfunction Suggested Action
Drop-out
Maintains silence, fails
to participate
- Remind the group of ground rules.
(Everyone speaks.)
- Employ a round-robin brainstorming
activity to get everyone involved.
- Do a mini round-robin.
- Discuss privately during break to
ensure there is not an additional
problem.

Dysfunctions
Naysayer
Demonstrates
negative physical
reactions, voices
audible sighs of
displeasure
- Say with optimism, or jokingly, "It
appears that we have some concerns
about this alternative. Let's talk
about it. What are the issues?"
- Seek buy-in by asking, "How can this
be made better?"
- At the break, attempt to reach a
solution in which the person will
openly speak about concerns during
the group session.
- Be sure to get all the issues out.

Dysfunctions
Chatter
Holds side
conversations
- Remind the group of ground rules.
(Respect the speaker.)
- Discuss privately during break to
ensure there is not an additional
problem.
Some forms of the Chatter may not be dysfunctional
in the virtual world!!! -

Webinar Agenda
I. Getting Started
VII. Next Steps

Review: Virtual Facilitation Tools and Techniques
 The Platform
 Polling Questions
 Ground Rules for Virtual
Sessions
 Roll Call List
 Whiteboards
 Round Robins
 Mini Round Robins
 Chat
 Webcam
Copyright 2014, Leadership Strategies, Inc. 56
 Other Potential Features
– Breakout Rooms
– e-Biz cards
– Raising hands
– VoIP and Telephony
– Synchronous and
Asynchronous Sessions

DONE! Review Objectives
1. Outline a comprehensive methodology for facilitating groups
virtually.
2. Provide techniques you can begin using immediately.
3. Provide next steps for those who would like to learn more.
-

Webinar Agenda
I. Getting Started
VII. Next Steps

Next Steps – Learn MORE!
How to learn more…
 Training:
– Facilitating Virtual Meetings: Comprehensive
– The Effective Facilitator
– Get yourself AND your staff trained in virtual facilitation
skills!
 Book:
– CLICK: The Virtual Meetings Book
 Facilitator Guides: 15 step-by-step facilitation guides for
meeting leaders (ex: strategic planning, project planning, etc.)

Would you like us to follow up
with you?
Next Steps – Learn MORE!

Questions?
etraining@leadstrat.com
800.824.2850
Or, submit your questions for open discussion
on the Linked-In “Leadership Strategies
Facilitation & Leadership Community” Group
Join us on Facebook at
www.Facebook.com/Leadstrat
and Twitter @Leadstrat
www.leadstrat.com

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