2.3.3.1 Facilitative Leadership Training

Facilitative
Leadership
Agenda
1:30pm Welcome
◦ Ice Breaker
◦ Review agenda
◦ Training Objectives
◦ Develop & Review Training Agreements
1:50pm Active Learning & Discussion

3:10pm Break
3:20pm Active Learning & Discussion
4:20pm Reflection & Evaluation
4:30pm Closing
TRAINING OBJECTIVES
Define Facilitative Leadership
Discuss how Facilitative Leaders can support your work
Identify how Facilitative Leaders center their efforts
Identify and discuss the Principles of Facilitative Leadership
Exercise: Explore YOUR personal strengths as a Facilitative
Leader
Reflect: How can I use today’s lessons in my work/volunteer
efforts
Questions?
TRAINING
AGREEMENTS
Be open
Show respect
Listen to each other
One person speaks at a time
Silence Cell Phones
Participate
Share experiences
Keep discussion confidential
Give feedback in writing
What is A
Leader?
“Leadership at its core, is a very simple process of thinking well or thinking

clearly about the situation facing them”
» Sean Ruth
LEADERSHIP STYLE
A Leadership Style refers to a leader’s way of providing direction,
implementing plans, and motivating people.
Your style describes HOW you lead.

There are many different leadership
styles.
No one style is correct for all situations.
Excellent Leaders…
 Know how to use the correct
leadership style for a given situation.
 Help individuals recognize and
maximize their full potential as team
members.
 Energize and engage people by helping
them create a meaningful sense of
purpose and direction in their work.
What is
Facilitative
Leadership?
Definitions:
LEADER: A person who has FACILITATE: To make easy or
commanding influence possible.
(power).
A Facilitative Leader:
Facilitative Leaders: Empower others to work together and
achieve common goals through relationships, processes and
outcomes. They make it easier for people to:
•Think, understand, & communicate their thoughts
• Work with others and focus on group goals and outcomes
•Speak up when there are challenges
•Make and carry out decisions
•Allow members to develop their own leadership potential
•Achieve high quality results through the group’s abilities
Leadership Is About Having A
Vision
Leadership Is About Inspiring Trust
Leadership Is About Seeing
Possibilities
Perspective Rectangles Exercise
How many rectangles do you see?
Leadership Is About Seeking New
Strategies
Leadership Is About Quality
Communication
Key Assumptions
Because Facilitative Leaders manage relationships, processes and
outcomes. It is important that you take time to learn about yourself
so that you can best support others. For example do you understand
your:
•Natural Leadership stance
Sel
s
nes
f-
•Your innate relationship with Conflict
ma
ar e
na
•Your communications strengths and challenges
aw
ge m
lf-
•Your ability to build trust…quickly
Se
Facilitative
ent
All of these will be tested as you practice Leadership
facilitation skills and engage others.

Group Awareness
Facilitative Leaders Focus On:
Setting
Direction
B
Capa uilding
& kn city (skill Inspiring
owle s
dge) Commitment
Facilitative Leaders Practices:
Set
Direction
Share an
Inspiring Vision
Balance Results,
Process and
Relationships
Inspire
Commitment
Practice
Appropriate
Maximum
Involvement
Create Pathways
to Action
Facilitate
Agreement
Build
Capacity
Coach Others for

Success
Celebrate
Accomplishment
Setting The Stage for Great
Facilitative Leadership
IMPROVE LISTENING
SKILLS
1) Choose to listen
2) Be an effective listener
3) Don’t interrupt unless necessary
4) Listening requires focus. You are
paying attention to the story, how
it is told, use of language and
voice, body language
5) Summarize to verify mutual
understanding, even where there
is disagreement
6) Don’t impose your solutions, you
can ask if they are interested.
**Listening Activity**
Facts - A true statement that can be proven with evidence. It
can be verified.
Feelings – Listen for the emotions you hear
Values – What core principles or underlying personal driving

forces do you hear behind the feelings
Adapted from University of Minnesota Extension. NELD North Central 2014 Chicago Workbook. Created by Jody
Horntvedt and Toby Spanier
Encouraging Dialogue vs.
Controlling the Conversation
CONTROL DIALOGUE
Encourages CONFLICT Encourages RESOLUTION
Supporting DIALOGUE
• Ask open ended questions that encourage broad thinking and
participation
• Use close-ended questions for details
• Listen actively
• Don’t evaluate
• Be comfortable with silence
• Be observant of body language
• Seek to understand, identify information to resolve conflict
• Offer genuine support
PRACTICE
EMPATHY
•Recognize emotions in others
•Have Fundamental “people skills”
•Have awareness of others’ needs/wants
•Consider others’ feelings as factors in
decision making
•Attempt to put yourself in someone else’s
shoes to feel & understand the person’s
perspective
PRACTICE ACCEPTANCE
ACCEPTANCE IS SIMPLY NON-JUDGMENTAL
UNDERSTANDING
…NOT AGREEMENT, sanction, compliance,

sympathy, encouraging, and the like
…is simply seeing something the way it is and

saying, “That’s the way it is.”
How do you
measure as a
Facilitative Leader?
Your Development Plan
Share an Inspiring Vision: Focus on Results, Process,
Create and communicate an
image of the future and get
Relationships: Build a structure for
performance and satisfaction that
Your Strengths:
others engaged in its pursuit. balances what gets done, the way it
Keep the mission out front. happens, and how people treat each
other. The structure should support
continued work when you are gone.
Seek Maximum Appropriate Model Actions that Aid

Involvement: Leverage the talent Collaboration: Encourage diversity
& interests of others around you of opinion and honor individual
by including them appropriately in perspectives. Help team members
the decision making process. stay focused on the task at hand
Work to increase trust and through modeling.
commitment through
engagement.
Design Pathways to Action: Bring out the Best in Others: Growth Areas:
Guide others in planning how to Coach individuals to do their best.
solve problems and realize Listen as an ally. Support the
opportunities. Help people see expression of others’ ideas. Work to
alternatives when executing a overcome obstacles.
plan.
Celebrate Accomplishment: Seize the moment to authentically celebrate

small successes. Acknowledge individuals and teams for their
contributions.
REFLECTION, QUESTIONS
and PLANNING
• Please share any
reflections from today
• Are there lingering
questions?
• In following sessions we
will discuss:
o Meeting Planning to
support excellent
facilitation
o Facilitation Skills
o Are there other items
we want to add?
THE END!
THANK YOU FOR PARTICIPATING!

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Facilitative

1:50pm Active Learning & Discussion

“Leadership at its core, is a very simple process of thinking well or thinking

Your style describes HOW you lead.

facilitation skills and engage others.

Coach Others for

Feelings – Listen for the emotions you hear

Values – What core principles or underlying personal driving

…NOT AGREEMENT, sanction, compliance,

…is simply seeing something the way it is and

Seek Maximum Appropriate Model Actions that Aid

Celebrate Accomplishment: Seize the moment to authentically celebrate

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