Bacr july 15 v.2

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Facilitative Leadership
Skills
Presented by:
Shera Sever
Igniting The Spark™
Creative Solutions for Changing Times
Bay Area
Community
Resources
July 10, 2015
Promoting the healthy development of
individuals, families and communities

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Facilitative Leadership Skills
Introductions
Name
Program
Personal quality

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 Create a Personal Mission Statement
 Practice Active (Empathic) Listening
 Practice Giving & Receiving Feedback
 Engage in Participatory Facilitation Skills
As a result of this workshop, participants will:

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Recall a project, program or significant event
that exemplified you at your leadership best.
 Briefly describe the experience
 What were the 4 things you did/actions you
took as a leader that caused the experience
to be your personal best?
 What key lessons about leadership did you
learn from the experience?

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Your Purpose is Your Foundation
Leader
Values
Vision
Purpose-
Personal Mission
Statement
Action- Integrity
Legacy

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Your Purpose is Your Foundation
Values
Passions
Causes I Care About
Skills & Talents
MY PURPOSE IS . . .

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ACTIVE LISTENING

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Did I say that?
Read the information given to
you.
Whisper this information to
the person next to you

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“We have two ears and
one mouth so that we
can listen twice as
much as we speak.”
~Epictetus
Are you listening or
waiting to talk?

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E.A.R.S. Empathic (Active) Listening
Empathize
Imagine yourself to be the person before you
with all history, pains and joys.
Ask Questions
Ask questions that elicit more than a “yes” or
“no” response.
Rephrase
Restate what you heard the other person say
to their satisfaction even if you feel differently
Summarize
A condensed understanding of the most
important issues presented by the speaker

+Active Listening Model-Golden Rules
 Focus on what person is saying
 Stay quiet until speaker finishes
 Use body language
 Maintain eye contact
 Show genuine interest
 Ask questions for clarification
 Maintain an open mind and heart
7 Golden Rules

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Active Listening
Avoid interrupting
Don’t rush the speaker
Refrain from multi-tasking
Don’t avoid eye contact
Don’t neglect non-verbals
Don’t judge the person
6 Listening Alerts

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Active Listening: Let’s Practice
“Seek to understand,
then to be understood.”
-Steve Covey
7 Habits of Highly Effective People

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Active (Empathic) Listening
What questions
do you have?

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Giving and Receiving Feedback

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What is Feedback?
Feedback is sharing your perceptions of
another’s behavior and/or performance
based on objective observation and analysis.

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What is Feedback?
Goal in giving feedback:
To REINFORCE and/or REDIRECT the behavior and/or
performance of an individual.

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Positive Feedback:
for Reinforcement
Constructive Feedback:
for Change or Improvement
Instructional Feedback:
To Show or Teach
Three Types of Feedback

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Benefits of Feedback
 Builds Trust
 Improves Relationships
 Reinforces positive
behavior/performance
 Leads to improved performance,
and/or behavior changes, growth
and development.
 Contributes to self esteem, sense
of belonging, and team performance.

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Positive Feedback
Positive Feedback:
for Reinforcement

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Guidelines for Positive Feedback
 Sincere
 Immediate
 Specific
 Personalized
 Show appreciation

Giving Feedback (SSIP)
Sincere
Specific
Immediate
Personalized
.

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SHARE Feedback Model
S
Situation
H A
How it was Approached
R
Result
E
Expectation
SITUATION
Provide a “place in time”
that can be easily
identified.
HOW
Describe the exact
behavior that was
observed.
RESULT
Describe the importance of
the behavior; the value of
the contribution.
EXPECTATION
What behavior do you want
to reinforce?

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Let’s Practice Positive Feedback
S
Situation
H A
How it was Approached
R
Result
E
Expectation

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Constructive Feedback
PURPOSE of Constructive Feedback:
To redirect performance or behavior for
change or improvement
Constructive Feedback IS NOT:
 punishment
 criticism
 judgment
 labeling
 negative

+ Giving Constructive Feedback
 Determine When & Where
 Identify the topic or issue
 Be direct- State
observations
 Use “I” statements
 Be aware of your non-
verbal communication
 Ask questions
 Show respect

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SHARE Feedback Model
SSituation – Provide a “place in time” that
can be easily identified.
HA How it was Approached – Describe
the exact behavior/performance that was
observed.
R Result – Describe the result of the
behavior; the detraction it caused.
EExpectation –
What behavior do they need to redirect?
Three times this week
I noticed you were away from your
work station for more than 30
minutes.
This affected our production
schedule and our promise to the
customer.
Please do not leave your work
station except for scheduled
breaks.
If you have an emergency, could
you let me know first?

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Constructive Feedback
Let’s
Practice!

Receiving Feedback
Receive feedback as a gift
that provides you with
honest information about
your perceived
behavior/performance. Be
open to what you will hear.
.

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C.A.R.E. MODEL
Communication •Open, accepting, non-judgmental of
diverse communication styles
•Clear communication about
expectations, goals, changes
Attitude •Positive Attitude
•Trust, Respect, and Appreciation
•Actively Listen
Feedback •Sincere
•Specific
•Immediate
•Based on Performance
Enthusiasm •Encourage
•Empowering

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Honoring All Points of View

Every contribution in worthwhile
Even weird, way-out, confusing or “silly” ideas
Suspend Judgement
“We won’t evaluate each other’s ideas.”
“We won ‘t censor our own ideas.”
No modification of process once it is underway
~ Alex Osborn, Applied Imagination
Brainstorming Ground Rules
32

Tolerance for Diverse Communication Styles
Paraphrasing: “It sounds like what you’re saying is.
. . “
Drawing People Out: “Can you say more about
that?”
Mirroring: Repeating exactly their words, not yours
Gathering Ideas: Combines Mirroring and
Paraphrasing
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Stacking: 4 steps
Tracking: 3 steps
Encouraging: “Who else has an idea?”
Balancing: “Okay, we’ve heard x point of view, y point
of view. Is there a third way of looking at this?”
Making Space: Good for quiet members. “Was there a
thought you wanted to express?”
Intentional Silence:
Listening for Common Ground: 4 step process
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Brainstorming
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A few Don’ts
Don’t Interrupt
Don’t say: we’ve already got that one
Don’t say: “oh good one!”
Don’t favor your “best” thinkers
Don’t frown, raise eyebrows or other non-verbal
gestures
Don’t give up when group gets stuck
Don’t simultaneously be leader, facilitator, and the
chartwriter
Set a time limit
Don’t rush or pressure the groups

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What questions do you
have?

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The Great Turning
Imagine that you have an opportunity to share
your wisdom with a young person seven
generations from now (about 200 years in the
future). They are excited to hear from one of the
elders who stewarded the world through an
extraordinarly uncertain and perilous time in
human history.

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The Great Turning
In your letter, tell this young person about the
challenges of your world and how you played a role
in stewarding a life-sustaining civilization. What was
the world like during your times? What specifically
did you do to create change? What capacities
allowed you to do it? What wisdom do you have to
share with this young person who is so grateful for
you and eager to learn about how you helped to
create a future that allowed humanity to evolve and
flourish -- especially in a time when many scientists
and experts didn’t think we’d make it another 200
years.

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Facilitative Leadership
We’ve Covered a lot!
 Personal Mission Statement
 Active Listening
 Giving and Receiving Feedback
 Participatory Facilitation
 Creating Your Legacy
In today’s workshop, we’ve examined:

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Thank you for your time and participation.
Go forth and engage
with passion and purpose.
You are the ones we’ve been waiting for!
Igniting the Spark™
Creative Solutions for Changing Times
415.713.7727
www.sherylsever.com
coachshera@gmail.com

Bacr july 15 v.2

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