Facilitation
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Improvement is accelerated when actions learned are applied in the workplace. When individuals see for themselves that, by using their new actions, an issue of importance to them has been improved the new actions become the “way we do things around here”.

We use and train several proven facilitation techniques to lead people through the process of implementing improvements for themselves. This activity leads to a 'virtuous cycle' of continuous improvement and culture change.

The facilitation Action Learning model is outlined below:


Our facilitation processes are:

  • Feedforward for individual growth. Leaders and team members agree an improved approach to leadership based on the results of diagnostic questionnaires.
  • Team problem solving and decision making. Teams select real work constraints and use a rational problem solving method and effective interpersonal skills to decide an action. Implementation is, wherever possible, up to a team member. This forms the genesis of an ethic for continuous improvement within the team.
  • Role Negotiation and conflict resolution.Team members (or an entire team with another team) agree new actions with each other on a "quid pro quo" basis. These are written down and reviewed at a later date.
  • New Leader or new member transition. A process for accelerating the integration of a new leader or team member into a team.
Training

We have run the following workshops dozens of times on both a public and inhouse basis:

Leadership skills workshop (one day)

ŸEstablishing a shared vision and team goalsŸ How to delegate work ŸDeveloping teamwork ŸHandling conflict and dealing with difficult people ŸProviding feedback ŸUnderstanding impact on others. ŸPersonal action planning

Negotiating for Results (one day)

ŸA strategy for effective negotiation ŸEssential interpersonal skills ŸManaging the other side ŸPractising “win/win” ŸHow to prepareŸ Dealing with unfair tacticsŸ Negotiation Role Play

Developing assertiveness (half day

Developing self controlŸ A process for powerful conversations ŸUnderstanding others Ÿ Putting it into action

Facilitation skills (one day)

The purpose of good facilitation ŸHow teams operate when deciding Ÿ A process for managing meetings ŸCommon traps and how to avoid them Ÿ Practice at facilitation and feedback

Time management (half day)

Planning and setting priorities.Ÿ Common time traps and how to avoid them Organise yourself and your workspace. ŸUsing technology to save time.

Coaching to improve performance (half day)

A model for effective coaching, ŸCoaching assumptions exercise- how coaching works in the real world and where it can be used. ŸCoaching practice and feedback.

Project planning (half day)

Principles of good project plans. ŸProject planning exercise.Ÿ Project planning tools

High Impact Leadership (two days)

Prior to the workshop participants complete a 360 feedback questionnaire, the results of which are presented at the workshop.Ÿ Development of participants’ own ideal leader model.Ÿ Human behavior explained- how we can describe it, measure and benchmark ourselves.Ÿ Self awareness through feedback. ŸMotivating a team and turning a business around.Ÿ Reflection on insights and personal action planning.Ÿ Follow up coaching.

Building a high performance team (full day)

ŸA simple process to increase employee engagementŸ The “right stuff” for team leadership.Ÿ How high performing teams work togetherŸ How organizational cultures support continuous improvement and lean implementation ŸWhat is your team’s culture and how to change culture.

“John, many from the group asked me to convey our thanks for the excellent sessions you ran here. We all really got a lot out of it and the result you facilitated is already being put into place. It will create a fundamental shift in emphasis from me pushing deadlines and next steps onto the group at what have become very long meetings - with not all content relevant to all participants, to the project champions running their own interactive communication portals over the intra-net.”
- Roger Marty, Managing Director, Felton Industries Ltd