When Being A Facilitator DOESNT Help

I talked with a group of internal consultants last week - they felt they had to wear too many hats in their work. They had to be consultants, facilitators, coaches and trainers - sometimes in the same one-hour session. They weren't always sure what role to be in and they felt that all this role-switching was draining them and was decreasing their credibility and effectiveness.

After learning a bit more, I suggested two things to them:

1) At times they were trying to serve as facilitators when another role would have been more helpful to their clients; and

2) It wasn't switching roles that was causing them trouble - it was how they were doing it.

I'm suggesting the same may apply to you.

First, let's look at when you and your client group are better off if you don't serve as a facilitator. My colleagues and I have identified five different facilitative roles you might fill as you work with a group - facilitator, facilitative consultant, facilitative coach, facilitative trainer, and facilitative leader. All of the roles enable you to use the same core values and ground rules to help a group improve the way it works together, but only the facilitator role requires that you withhold your content information or expertise from the group (what we call being "substantively neutral").

If the group is discussing how to improve sales and you have expertise on the topic or unique information because of your position in the organization, you don't share any of it. If you don't need to share any content information with the group and if you're not a group member, you can be a facilitator.

But you lose credibility and reduce your effectiveness if you call yourself a facilitator and then start sharing content information, begin offering expertise on the content, or have a stake in the outcome of the conversation. Some group members will feel you are trying to meddle in their work and some will feel you are favoring others' points of view. In short, you are no longer neutral and you've overstepped your bounds.

But there are times when you need to be involved in the content of the group conversation at the same time you are helping improve its process. There are also times when you have relevant expertise. That's when you use the other roles. All of these other roles allow you to be involved in the content and still use your facilitative skills.

-If you're a member of the group, you are a facilitative leader. In my definition, you're a facilitative leader as long as you are using the Skilled Facilitator core values and skills while working in your group - even if you're simply a team member.

-If you're not a member of the group and you're helping them solve a problem or address and opportunity, you are a facilitative consultant. This role is ideal if you're an OD consultant. It's also great if you're an HR manager and need to share your HR perspective on the group's topic.

-If you need to formally teach the group some knowledge or skills, you are a facilitative trainer - you use your facilitative skills to help improve the learning process.

-If you are working one-on-one, you are a facilitative coach.

In my experience, it's fine - often best - to switch roles to help a group get results; how you do this greatly affects the results you can get for your clients. Here are some guidelines for establishing and switching roles:

1. Select the appropriate role(s) given what the situation calls for.

2. Reach agreement with your client about the role(s) you will fill to help them, and how you'll switch between them. Give them some examples so they know exactly what this will look like.

3. Before you switch roles, tell the group so they understand what you are doing and explain why you're making the shift.

4. If you need to switch to a facilitative role that you haven't obtained agreement on, re-contract on the spot before you fill that role.

If you select the appropriate facilitative roles and explicitly switch among them with permission, you'll bring all of your expertise - content and process - to your clients' challenges.

What do you think? If you'd like to share your thoughts, please email me.

© 2005 Roger Schwarz

Roger Schwarz, Ph.D., is author of the international bestseller "The Skilled Facilitator: A Comprehensive Resource for Consultants, Facilitators, Managers, Trainers and Coaches" and co-author of the recent "Skilled Facilitator Fieldbook: Tips, Tools, and Tested Methods for Consultants, Facilitators, Managers, Trainers, and Coaches," both available on Amazon.com and via other quality booksellers.

You can subscribe on our site to Fundamental Change, Roger Schwarz & Associates' free, monthly ezine: http://www.schwarzassociates.com/ezine_sig nup.html In exchange for subscribing, you'll receive a link to a free .pdf copy of "Holding Risky Conversations," a chapter from our recently-published fieldbook.

We write Fundamental Change to help you create workplaces and communities that are simultaneously highly effective and that improve the quality of life.

Every month we:

* Address issues important to you as practitioners and leaders
* Share client examples and case studies
* Offer tips and tools for challenging situations
* Offer resources to help you become more effective.

---

Lawyers With 2 Hands And Everything Else

I heard this back a few years ago. The boss... Read More

Increase In-House Nursing Homes Collections

The following nursing home collections report outlines 11 guidelines you... Read More

Why Training Fails

Sometimes when I conduct my workshop on Effective Meetings, one... Read More

Are You Ready to Sell Your Business

Make Sure You Understand Your Motivation for SellingAre you thinking... Read More

How To Jump Start Your Profits and Keep Your Profits Rolling

There are so many ways to jump start your prifits... Read More

Rethinking Workplace Security: How the Rules Have Changed

The workplace has traditionally been a dangerous place. Very early... Read More

9 Strategies for Writing Accounts Payable Procedures

The Cash to Cash Cycle Part Four of SeriesNext: Complete... Read More

Developing Your Mission

"The best Leader is one who knows how to pick... Read More

Middle-Aged Managers, the Forgotten Digital Divide

The digital divide is defined by the role computers play... Read More

Managing People - Why Is It So Difficult?

Managing, supervising, being a team leader is the hardest job... Read More

How to Hire the Right People

One of the biggest challenges any business owner or manager... Read More

Crisis Management Essentials - How to Communicate Effectively During a Crisis, Emergency or Disaster

A crisis, emergency or disaster can happen at anytime and... Read More

Knowledge Management - Lessons Learned and How To Identify Them

Many organisations use the term "lessons learned" to describe the... Read More

Faith is the LIFE-blood of Your ACTIONS before the Benefit -

Nothing has changed. Your ancestors lived by faith. Some planted... Read More

Managing After Downsizing

So, you survived the downsizing. Your company did something that... Read More

Popular Business Misconceptions Cost You Money!

Faulty information costs you money! Which of these popular business... Read More

Downsizing in Organisations - The Real Truth

I've met and worked with many people in all sectors... Read More

Intercultural Management

The role of a manager is evolving in response to... Read More

Catch Your Staff Doing Something Right

A long time ago, I learned something about being a... Read More

Is Your Employee Newsletter Management Propaganda?

It should not be. If it is an effective newsletter,... Read More

How to Hold Effective Staff Meetings

Many people believe that they conduct effective meetings, when all... Read More

The Key to Successful Performance Objectives

Have you ever tried to drive somewhere without proper directions?... Read More

How To Use W Edwards Deming

Human beings and the way they interact are extraordinarily Complex.... Read More

Succession Planning? ... Not on My Watch!

At first blush, it would appear there is no shortage... Read More

Stopping The Brain Drain: How To Capture Key Business Knowledge Before It Walks Out The Door

The verdict is in: More and more baby boomers will... Read More

Five Steps to Successful Business Succession

The great majority of family businesses in North America are... Read More

Coaching Employees in the Workplace

After a full week of training, you are still a... Read More

Hire People For What They Do Best

I recently flew from Seattle to Atlanta, I realized, just... Read More

Action Learning: Its More Than OJT

For centuries companies have used on-the-job training (OJT). OJT works... Read More

The Supervisors 14 Essential Truths For Communicating With Direct Reports

One amazing, but sadly true, fact of today's advances in... Read More

5 Tips For Creating Great Jobs

1) Create A Powerful "Mission Statement"-When your business mission is... Read More

Inspirational Power ( Part 1 )

The Fundamentals of Strategic Marketing, Some Key Traits for Greater... Read More

Challenge of ERP Implementation: Q and A with Rick Maurer

Question: ERPs seem like a good idea, so why is... Read More