2 day program in 2017


Melbourne: February 15 & 16

Sydney: February 21 & 22







 It's not just 'drawing'!



with Lynne Cazaly
using The Visual Mojo Method
1 day practical workshop

Sydney : March 8

Melbourne : March 21

Adelaide : March 23


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    NEW 2 day program in 2017



    February 15/16


    February 21/22








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    For the adventurers, cartographers and tool smiths 

    If failure is sexy and pivoting is in, that means we have a world of people who are keen to keep looking around, wondering, improving and trying stuff out.

    I reckon that might be you.
    I’m giving a big shout out and encouraging thanks to the:

    • adventurers : the people who cringe at bureaucratic BS and wasteful systems; 
    • modern day mapmakers and cartographers : who help people see what’s going on and where we’re going; and 
    • toolsmiths : those who use any type of tech, digital or analogue tool or  implement to get sh*t done.

    You're important mavens, facilitators and connectors in the workplaces of today … and the future.
    I think we’re always on the dangerous edge of losing touch with each other or wasting time on activities that don’t really make a difference.
    So as we head off on our next change journey or a transformation project or as we create a new product or try out something, I particularly want to zoom in on the mapmaker, the cartographer who helps guide or map what the heck is going on. 


    Unlock and formulate meaning 
    Static maps of two dimensional things – locations, objects, the universe, stars and planets – have a history as old as time. More recently, 3D and interactive maps have given us more knowledge, awareness, access and opportunity.
    We’re able to depict so much information and detail on a map, thanks to (now) well-recognised symbols and icons. And with the rise of digital mapping on our phones and devices, I think we’re breeding a new generation of map lovin’ people; who either like checking out (or in) where they are, or would LOVE to see more about where things are heading on your project.
    But there’s more to maps than just using them on our phones or devices to find out where we are or to use a GPS in a car to plot out the best or most scenic route. 
    Maps have a stunning place and role to play in the workplace. Here’s why:  
    “A map does not just chart, it unlocks and formulates meaning; it forms bridges between here and there, between disparate ideas that we did not know were previously connected.”
    From The Selected Works of T.S. Spivet by Reif Larsen

    To help people know what’s going on, to help them buy-in to the change or project or to see what’s next, we all need a little bit of map maker in us. Here’s how.

    Start by mapping the dialogue
    Dialogue mapping is the activity of facilitating a conversation and capturing the threads. When people say stuff, you write some of it down. It’s that easy.

    Once you’ve got some threads, you write 'em down. These threads I'm talking about, it’s what we mean when we say ‘connecting the dots’.  Often you’ll hear people ask, 'Does that make sense?' They’re hoping you’re connecting the dots!

    It's known as sense making: we’re trying to work out what’s going on and what we need to do about it. 
    The beauty of a dialogue map is that you don’t let key content vapourise upward in the room back out through the air vents! No, you capture it and map it. It means others can see what is being said, in dialogue. It brings seemingly unrelated items together, creating a systems approach to thinking and conversations.

    Yeah but what maps?
    Try some maps like this: 

    • For competing sides use an argument map or a pros and cons chart
    • Isolate the questions people have or are asking
    • Collate the answers or ideas you’re all coming up with
    • Scope out the rationale
    • Pinpoint the data, sources of information or research
    • Show the connections and relationships, links and lines.

    Yes, these are maps. 

    The land was unknown before you mapped it and now there’s a map, there’s a way forward. 
    You’ll look like an adventurer, even if you don't feel like it because that map helps keep holding the threads together. 
    I’ve found dialogue mapping to be one of the most powerful tools working with groups and different cultures, countries, fields, industries, levels of literacy and in groups of large and small numbers.
    ‘Hooray!’ is what people often say (out loud or in their head; you can tell by their a-ha facial expressions!) when they see the product or thing you’re discussing taking shape. They’re finally able to see what’s been sitting quietly in other people’s heads!
    Then once it’s up there, further collaboration happens. You can start building on it. 
    Beyond that conversation or meeting, it becomes an artifact of the conversation; it marks a time in history when sense was made based on what was known. Anyway, maps keep getting revised all the time! This may be version 1.
    We are not listening all the time
    Mapping the dialogue helps people hear each other. Because we’re not really listening, are we? Hello? Are we? Well not ALL the time! I don’t think it’s about ‘making’ people listen to us, rather we need to use some other ways of making information

    • easier to relate to (what's in it for me)
    • quicker to digest (who’s got time for big hefty packs of info)
    • clearer to understand (we're all important here).

    This isn’t dumbing anything down anywhere. We are always going to have complex information and content to deal with.
    But we must try a little harder to be better sense makers - for others in the room and most importantly, for those who aren’t in the room! 
    Dialogue mapping helps people hear what’s being said that they just missed (while they were checking their phone).
    It helps capture complex content and represents the views of all, not just the loudest.
    It helps create shared understanding. 
    Meetings are shorter, more gets done, it’s a richer experience and it’s highly engaging. Your brain can not look away (for too long) when there is a changing map up there on the wall, whiteboard, window or chart. 
    If you're stressing thinking this is art...
    Please relax. It doesn’t really matter what your map looks like; it can have roads and cities and stops marked on it like a real road map or subway map for example; or it could be a bunch of circles connected with lines or perhaps one wavy line with some points marked on it or a few cloud-blob shapes with some words in them. 

    In the words of Sensemaking guru Karl Weick...
    ‘any old map will do’. 
    It doesn’t matter what it looks like, ok?
    Just have something for people to look at so they know where they are and what’s going on. 

    But not too box-ey ok? 
    I would put one rider on maps; I think there is a danger in having a boxy organisation chart-style map that we’ve lovingly created on our desktop in PowerPoint over the past three days. Urgh. If it looks like a hierarchy or control-like or template-ish, no, not a map. 
    We can get a little hung up on trying to make a ‘plan on a page’ and then reducing all that text down to 6 point font size so it fits in all the boxes we’ve jammed on the page. In trying to make sense we've gone all box-ey. That’s an over-engineered piece of vanilla that neither engages nor inspires. It might tick somebody’s box but it’s not going to light anyone up with ‘hey, that looks amazing; let’s work on this thing’. 

    Then. Now. Next
    The main thing to do is create something that helps people see:

    • where they are
    • where you’re all going. 

    Then you’ve got something to go with; you can can start working out how you’ll get there. 

    Road trip anyone?
    “To put a city in a book, to put the world on one sheet of paper -- maps are the most condensed humanized spaces of all... They make the landscape fit indoors, make us masters of sights we can't see and spaces we can't cover.” 
    From Eccentric Spaces by Robert Harbison



    Facilitation for Consultants : 9 things to do

    Building on my recent post about Beyond Being a Consultant, there's a wonderful space for consultants, experts and thought leaders to step into organisations today, and that is in the role of a facilitator. 

    Not just being a clever smarty pants about your expertise, but also helping a team, group, executive, board or gathering of leaders to work through the stuff they need to work through and get to some meaningful outcomes. 

    I see it as a three element thing; when you're facilitating (as a consultant, expert or thought leader), you're helping this group be: 

    • PRODUCTIVE: you help them get stuff done. 
    • COLLABORATIVE: you help bring people together 
    • CREATIVE: you help them do good work.


    The 9 things to do

    I see there are nine things to do or questions to answer in being able to think, design and deliver an effective facilitated workshop or session for a client organisation. These things address what you need to engage with a client about facilitating a session, preparing to facilitate, designing the event and handling what happens during - and after - the session. 

    Looks like this ;-)

    Think about these things; ask yourself about them: 


    What’s my expertise? What do I bring to working with a group or facilitating a team? What type of sessions could I facilitate? 

    2. NEEDS

    Who are they? What are their needs? How do I best identify their requirements? Where is the 'gap' I can help them close? 


    What is my response? How do I propose we close the gap? What is my response to their situation? How will I bring my specialist expertise to their situation? What do I do?

    4. OUTLINE

    What does the session look like? What processes will we use and follow? What type of workshop or session will this be?

    5. AGENDA

    Designing the session, in detail. What will happen, when? How will we make best use of the time available? What games, tools, activities and resources are available to us? What will we do when we all come together? 


    Conducting the session. What will I do on the day of the event? How do I set up the room or space, run the agenda? What things are needed on the day? How do I start things off? 

    7. ADAPT

    The best-laid plans may need to change. Now what? Handling what happens on the day and dealing with unexpected changes. How do I handle how people respond and work in the session? What if...? 


    Tools, Tips, Techniques & Tricks: these are the approaches, the methodologies, the processes that facilitators have up their sleeve. 

    9. BEYOND

    Wrap Ups, conclusions and ‘What Next?': How will I wrap up the day? How do we make sure we achieved something? What could we do next? How do I make sure there is ongoing opportunity for us to work together? What else could I do to support them with their work? 


    New to facilitation?

    If you’re new to facilitation as an expert or consultant, it’s a great time to make a clean start. You can begin to add facilitation into your offer to client businesses. If you’re not already getting this type of work, would you like to? If so, you’ll need some contemporary facilitation skills to design the program or session, run it and get the outcomes needed. In this way you’ll get the most out of their time and their investment of getting everyone in the room on the same day.


    Already facilitating? 

    If you’re already facilitating, you can always, always enhance your capability, step-up the type and level of work you can deliver and help your clients get even greater impact and outcomes when you work with them. How might you need to think differently? What other processes or approaches or styles would you like to test out in facilitating your expertise with a client? 


    It's very now!

    Facilitation is a way of working with teams and groups that's very 'now'; with increasing requirements for teams to be more collaborative, to co-design and co-create things and for a more diverse team to be sitting around a workplace meeting room, the need for facilitators is greater than it's ever been. 

    Helping people get important work done, and done swiftly and creatively are the reasons why I LOVE working as a facilitator and building the facilitation capability of leaders of all sorts. I think it's one of the greatest leadership capabilities - whether you're a leader of a team or a leader in your own business, and particularly if you're a consultant, expert or thought leader. You know stuff that you can help your clients with; adopting a facilitation approach gets them working on it, together. 

    Building Facilitation Skills

    I enjoy supporting consultants, experts and thought leaders to boost their facilitation capability. In most of my facilitation workshops, I run a policy of 'any question at any time' and so there is always that uncertainty about 'what's going to happen' which is present in the room. This is a good thing to get used to. The uncertainty. It's about being less in control and more comfortable, confident, capable. 

    And even more fun than the questions at any time, I make my workshops on facilitation skills a facilitated experience. Yes, that's very 'meta' isn't it; a workshop on facilitation that is actually facilitated. No PowerPoint, no definitions, no yawn-yawn training. That means we co-create the agenda based on what we want to learn or what our challenges are and then we go through and cover off the content. It's more experiential; you get to see (what I think) is contemporary, effective, business-ready facilitation. Things happen in the room with us during the day and so as the facilitator, I have to handle them. This is how you get to see what to do, how you could handle the stuff that happens. This provides you with a 'real life' environment to see and experience great facilitation skills in practice in the room during the program. 

    Read more about the two-day facilitation skills program I run here for consultants, experts and thought leaders. 


    8 Strategies for Leading in a Crisis

    In the wake of the Australian Dreamworld disaster recently and the subsequent public views that things weren't perhaps handled as well as they should have been, it’s a timely reminder for leaders in all organizations, teams and businesses - of any sort and size - to be prepared when something unexpected and dreadful happens. 

    It’s not a pleasant topic*; for many leaders, this type of talk and preparation for a crisis that hasn’t happened takes them away from their daily work and can feel like a waste of time or a distraction from the priorities at hand. You may think, ‘yes I’ll handle that when it happens’ but your role in leading and facilitating in a crisis requires some prevention. 

    *Why am I writing about leading or facilitating in a crisis? My current work is as a speaker, author and facilitator. I’m a communications specialist. I’ve spent many years in my career studying and then lecturing in under-graduate and post-graduate Public Relations, Advertising and Communications and being the full-time leader in communications roles in health, education, government, sport. I held consultant roles for many other businesses over the first 20 years of running my own business. During this time I learned that responding to and facilitating in a crisis is a part of leadership. You take it on when you sign up to be a leader. You can’t hide or escape. So I was ‘in’ for leading and facilitating in a crisis when I took on a leadership role in an organisation. And then as a PR practitioner, I was doubly in. I had to be a facilitator of other leaders during times of crisis.

    I see there are some strong key pillars of timeless advice to be aware of and to put to work when a crisis hits, no matter what business you’re in, no matter your leadership role. 


    1. Be ready

    Always be ready. Crises aren't planned. You don't schedule them so you can't say ‘Let's have a meeting and do our media training in the two hours after the crisis'. You've got to be ready. Now. What if something happens today, or tonight or overnight? Or tomorrow afternoon? Would you be right to go? Would you really be ready? A crisis is an almighty shock for an organisation. It feels like it has come out of nowhere and then all of a sudden you are in it; it’s all around you; it’s everything you see and hear and it’s unexpected. But you still need to be ready. 


    2. What's your response?

    You need to know what you will do as a business. Just as you have an evacuation plan if there is a fire in your premises, what's your broad plan for if something tragic, disastrous and dreadful happens? For example, who’s on your Crisis Response Team - or whatever you call it. Who are they? And what will they do? Does the board meet immediately or have a phone hookup or does Leader A take the first media calls (or Leader B or C if A is on leave; and if they’re ill or away then is it Leader D and then Leader E if B and C are in Bali)? What’s your hierarchy or handling what’s about to unfold? Work it out. Now. 

    All leaders need to have been grilled with media and customer key message training. Recently. This is not so you can come up with smart arse legal-ese answers but so you can calmly and professionally handle the valid questions that will be asked of you by customers, families, staff, media, sponsors, suppliers, stakeholders, investors…

    By the way, they are not annoying questions, they are valid questions being asked by people who want to know. 

    So yes, your actual messages to families, staff and media may need some crafting and tweaking from PR gurus and speechwriting former political sidekick geniuses but people will want to hear from you. They need to hear and see your organisation represented and speaking. Swiftly. That’s how communication is. Quick. Even if there isn't much to say right now, you've got to be seen and heard. Either onsite where the crisis occurred or at a head office or work location and in your work clothes. It's all about visibility.

    If it looks at all like you’re absent, even if you're working so bloody hard behind the scenes, you still appear invisible and guilty and uncaring. The longer it takes you to come out and say something - even if you are consulting your legal team on the exact wording - the worse things starts to look. 

    Remember the look of Premier Anna Bligh after the disastrous Queensland floods. Sleeves rolled up and moleskins on and working. Not working sweeping out flooded shops. But working with the information coming through from the weather bureau and getting information together and attending briefings and then delivering her media conferences - both prepared messages and taking questions from the media. She was visible. Seen. Heard. Continually. And this visibility gave her great credibility. 


    3. Contacts at the ready

    Who’s on your list? Do you have your stakeholders and key contacts at the ready?

    Media contacts. Board. Key leadership staff and employees. Stakeholders. Legal. Suppliers.

    Can you put your hands on that list of information immediately? Who are they and what are their emails and phone numbers. Is it up to date? 

    But can you really touch that information now? Do you need to ring someone else to get this? Too slow. 

    I remember observing a team who took about two hours to bring together all the contact information they needed. This was after the crisis had hit. It was awful. Crazy. Do it today. Get it ready. Keep it updated. 


    4. War room, Board room or Bunker

    Where will your crisis response team meet? Where is your bunker? Where will you operate from? Is it adequately resourced with phones and printers and wifi and food and beverages? This is for the team (internal staff plus external consultants) who will be managing your organisation’s response to the crisis full time over the next days, weeks and months. It's also for the media and families and stakeholders who will be nearby, and in your face. They have questions and will need answers. 

    Coordinate it and control it from somewhere. Is there a space where you can run rolling media conferences -- because as new information comes to hand you'll need to speak to people on an ongoing basis. If you don't keep speaking you'll get intercepted as you leave your glamourous house in the morning, all freshly washed and showered and breakfasted. Not a good look to relatives and families traumatised by the crisis currently oozing from your company. Even if you’ve been working all night, we can’t see that. Get your team in that room and then get visible. You need to do and say something.


    5. Mindful Mantras 

    The sh*t is most certainly hitting the fan. Beyond the horror of a crisis, things will feel increasingly awful for the leaders involved. So what will you use to guide how you keep responding and managing through the crisis?

    Some of the best historical PR advice was 'tell it all and tell it fast.’ My sense is that isn’t adopted so much today. It’s more like ‘tell them some stuff but hold that and edit that bit and don’t you dare say that’. But other great kernels of PR advice are 'bad news doesn't get better with age’. It still stinks when it finally comes out so you can go with it now or let it fester some more. You choose. 

    Plenty of responses I see companies use seem to be legally based on a 'don't admit fault’ response. But then if that IS the advice, some leaders then translate that so they present with a 'show no emotion whatsoever’ approach or 'don't express sadness and grief'. But you are human. Your organisation is a group of humans working together. And you deliver services for humans. And some of the humans have been impacted - badly. Remember this. Show this.  is a group of humans working together. And you deliver services for humans. Remember this. Show this. 

    I recall hearing about a CEO of an airline who was photographed as they hugged a distraught relative. That's human. Better than saying 'our organisation has the highest levels of safety systems and audits in place and we are focused on the safety and health of blah blah crap and cliche down on the corner of Not Listening Street and Robot Voice Road.'

    Dull. Cold. Inhuman. Rich. Ivory tower. Distanced. Removed. Out of touch. Heartless. Money hungry. Bonus = my lifetime income. Uncaring. 

    This is what it progressively conveys. True or not it’s a heightened emotional environment in times of a crisis. 

    Customer centricity is such a thing today and thinking you are distanced from real customers is folly. They are right there. Watching you and waiting for you to show what type of company you really are, what type of leader you really are.


    6. Remain Calm

    There was a classic PR textbook ‘Public Relations Practice’ when I was lecturing and practicing and in learning about communicating in a crisis, students would giggle at the matter-of-fact checklist we used to drill them on in preparation for a crisis. The checklist had ten points, of which numbers one, three, seven and ten read ‘Remain Calm’. Throughout all the advice you have to remember to keep it together and so ‘Remain Calm’ got repeated on high rotation. 

    Anxious and crisis-fueled people say things. Some of that might not be helpful to traumatised customers or families or staff. Leaders under pressure can go all boss-like and 'I'm right’ and say things like ‘Yeah but I did do that' and then it's a ‘You took it out of context’ statement and urrrgh now the crisis is about how you’re responding to it, not about the tragedy that occurred and how awful people are feeling about it and what you're doing about it. This is called leadership. You will feel like sh*t during this but you need to stay calm.  Leaders under pressure can go all boss-like and 'I'm right’ and say things like, ‘Yeah but I did do that' and then it's a ‘You took it out of context’ statement and now the crisis is about how you’re responding to it, not about the tragedy that occurred and how awful people are feeling about it. It's called leadership. You will feel like sh*t during this but you need to stay calm.  how you’re responding to it, not about the tragedy that occurred and how awful people are feeling about it. It's called leadership. You will feel like sh*t during this but you need to stay calm. 

    In the midst of a crisis, the PR team I worked in would say to each other 'this will get worse before it gets better'. And it does. It feels like a movie ‘Under Siege’; you feel under attack, on the defensive and like you’re being blamed for every thing that's happened over the entire life of the organisation. But keep it together. It will likely get worse before it gets better. More information will come out. Media will arrive on the doorstep. Any doorstep. Your doorstep. All doorsteps.

    I remember working in a hospital and in times of crisis (infection outbreaks, doctors strikes, accidental deaths and other awful system failures) that media and journalists would interview staff in the car park arriving for work. The media were simply looking for information. Staff were briefed to direct them to the PR team. I’d be circling the hospital and I’d say to the media, 'Come in. We have our media centre up and running with rolling news conferences from team experts and other information on hand for you. Let's get you a coffee and get you set up. The CEO will next speak at 11'. briefed to direct them to the PR team. I’d be circling the hospital and I’d say 'Come in. We have our media centre up and running with rolling news conferences from team experts and other information on hand for you. Let's get you a coffee and get you set up. The CEO will next speak at 11'.

    And they'd come in. And we’d be in better control of what was getting out there. 

    And it was madness. For days. Little sleep. A disrupted life. But you have to remember that people have suffered or died or been injured and families and relatives are having a frightful time right now and for the rest of their lives. Keep it in perspective. You have a job here to do. A leadership job. 

    Indeed as more information came to light it did get worse before it got better. More details would be uncovered and you could start to see what went wrong or where the system or people or situation had fallen or failed. And that’s just awful too. 

    But then the intensity would start to level out and we would begin to just carry on...in the new world we called 'post crisis world'. The business is never the same. People are never the same after the gut wrenching experience of tragedy and crisis in a company, particularly where people are badly injured or killed. There is a scar tissue and it never really feels like it heals. 


    7. Get real practice

    When schooling PR students in undergraduate and post graduate communications programs as a lecturer and tutor in the evening (after I’d just come from working in PR practice during the day) I was big on students applying learning to real life situations. No blah-blah lecture. Let’s get real here. Let’s look at something that’s happening now.  communications programs as a lecturer and tutor in the evening (after I’d just come from working in PR practice during the day) I was big on students applying learning to real life situations. No blah-blah lecture. Let’s get real here. Let’s look at something that’s happening now.  situations. No blah-blah lecture. Let’s get real here. Let’s look at something that’s happening now. 

    The unfolding of crises like the Thredbo landslide disaster and a Russian submarine sinking, the Deepwater Horizon oil spill, plane crashes and bridge collapses and product tampering and food poisoning outbreaks and bushfires and floods and terrorism and earthquakes and countless other horrendous and heartbreaking tragedies that impact hundreds of people from the victims and their grief stricken families, the first responders and the staff who are part of the wider work family.  

    In several organisations I worked in, we would practice our public response to a crisis. Not just who would wear the hard hat and direct the ambulances, but who was waiting out at the helipad to greet the media. Who was running the first news conference. Who got the first statement written. Who was caring for customers. Who was handling relatives. Who organised the catering for relatives. Time and again we would practice the response of the wider team. We'd practice the phone chain and the email announcement to staff and the media liaison. All practiced and drilled and tested. Where were the points of failure? How long did that take to do? That’s not swift enough - let’s tighten that process up. How could we do it better? Is there a way to streamline that flow of information?  Who was handling Who the catering for relatives. Time and again we would practice the response of the wider team. We'd practice the phone chain and the email announcement to staff and the media liaison. All practiced and drilled and tested. Where were the points of failure? How long did that take to do? That’s not swift enough - let’s tighten that process up. How could we do it better? Is there a way to streamline that flow of information? 

    Our theory was that our brain doesn't know the difference between practice and reality. Let's drill ourselves in this so we are ready and practiced with real experiences. 

    Because point #1: It might happen tomorrow. 


    8. Look and listen 

    Crisis management is a domain of PR expertise. Any crisis that surprises us often stems from that other domain of PR expertise known as 'Issues Management,’ that is, an unattended situation or issue or ‘thing’ may build up and cause you a crisis one day. It’s good to be scanning what’s going on and keeping an Issues Register to track risk and what’s going on across an ’s operations.  

    In training students and in consulting with business, I've always aimed to alert people to thinking about the smoke before the fire or the hint that all may not have been well for some time prior to the crisis. For so many organisations there are hints of an impending crisis but the comments, concerns or complaints from customers or the feedback and reporting of issues from staff have little impact. They’re not heard. Some businesses don't want to press ‘pause' on their services - whether that be transportation or logistics, operations on patients, flights, machinery and equipment - because of the great inconvenience and impact it will have on daily operations and service. If it’s just to simply investigate another comment or concern and to check if something might need fixing, it’s all a tad annoying really. 


    But the true tragedy is that so often the crisis was a puff of smoke somewhere in the history of operations of the business. No matter how small or insignificant that puff of smoke was, it's how it manifests further into the future that creates the true sadness of a tragedy: that something serious may have indeed been prevented. 


    Beyond being a consultant

    When you’re a consultant, advisor or expert, you spend a lot of your business time delivering advice, working with a client and helping them with your expertise and know-how.

    Sometimes you have to work with more than one person. Perhaps it’s a business owner and some of their staff; maybe it’s a project manager and some of the project team; or it could be a senior leader in an organisation and some of their stakeholders or colleagues. 

    I reckon that every time you’re working with more than one other person, it’s time to put facilitation skills to work. 

    Facilitation means ‘to make easier’. When you’re facilitating, you’re helping to make great progress and to get things done. 

    While a one-on-one conversation often involves coaching or consulting, working with a group of people (say 2 or more) involves using some additional capability - and that capability is facilitation. 


    Facilitation : another tool in your toolkit

    Increasingly the capability of facilitation is coming to the fore for consultants, subject matter experts and thought leaders. You find yourself working with your client and some of their team … as a group. And you’re helping them work on something or create something together… as a group.  

    You may have been asked by a client to run a group session, a workshop, work with them at a team day, assist with planning or some other type of gathering.  

    It makes sense to use facilitation. When a client wants to get several people in the room at once and work with them, they want to achieve an outcome.

    That outcome may be to:

    • plan
    • design
    • decide
    • create
    • brainstorm
    • implement
    • solve

    … or other business task or project. 

    As the facilitator, you’ll be able to help them achieve their outcome AND use your incredible expertise, knowledge and advice at the same time. 


    Three key outcomes

    Going beyond consulting, I see that you're helping them do three main things. You help them be:

    • PRODUCTIVE: you help them get stuff done. 
    • COLLABORATIVE: you help bring people together 
    • CREATIVE: you help them do good work.

    Looks like this ;-)

    For you as a consultant, going beyond consulting and using facilitation skills, you'll focus on :

    • the work that needs to be done,
    • theway that work will be done,
    • the people who you're working with,
    • and the progress you'll help them make.


    It may feel a little 'clunky' at first

    For many consultants, shifting into facilitation mode doesn't come immediately, naturally or automatically. Yes you've likely got ace questioning skills and listening skills but you might be too quick to jump into prescription or solution, to provide 'the answer'.

    As a facilitator, you can draw the answer out; get people more involved. In the long run, they'll have bought in to the process more, having had more of a say.

    So if it feels a little odd or clunky at first, persist. You might find yourself switching from consultant to facilitator, to trainer, to speaker, back to consultant - all the while delivering your expertise, advice and experience in a valuable and helpful way.

    Plan a response, process or approach

    Don't launch into facilitator mode unprepped. Some of the best processes, models and tools for facilitation come from a little thought about what might suit this situation or group best. This doesn't mean control-freak over-engineering an agenda down to the last minute. What it does mean is some thought about where they are, what they need to do, how you can help them do that.

    Next: 9 things to prep

    Next post I'll unpack the nine things I think you need to do when you're adding facilitation to your consulting toolkit and what some of the things are to consider.

    Above all, know you have an extensive range of insight, experience and capability; make sure facilitation is part of how you deliver that expertise.

    With the world all co-creating, contributing and collaborating, it's smart as a consultant to be able to help people get sh*t done in a way that's beyond just consulting.


    How to get people to speak up, wrap up and shut up

    In these days of collaboration and co-design, working together and aligning the team… this is an ongoing challenge for people leading teams, groups and running meetings and workshops.

    How to get people to speak up, wrap up and shut up.

    Here’s what I mean...

    When I’m running training on facilitation skills - to help leaders become better facilitators of their people and teams - these three things often crop up as a challenge of being a leader of a team:

    • Speak Up: how do you get people to speak up, to contribute, to be engaged, to speak out and to share the ideas they have
    • Wrap Up: how do you get people to wrap up, to summarise succinctly what their thinking is, what their views and opinions are and to get to the point rather than rambling
    • Shut Up: how do you get people to shut up, to conclude - once they’ve delivered their contribution, we’d often like them to pause and let others speak, or better still, stop and listen to other contributions from around the room. How do you get them to stop talking!?

    Speak up. Wrap up. Shut up. 

    Hmmmm, it sounds a bit harsh really. 

    It’s harsh because we’re making it about ‘them’. We went them to speak up. We want them to wrap up. We want them to shut up.

    If we’re a leader, what can WE do about it?

    It’s not about them because:

    It’s hard to speak up if you don’t feel like you’ll be listened to or you have been interrupted often. It feels like no one will listen to you if you do speak up anyway.

    It’s hard to wrap up if you’re a person who needs to speak to think or says things like 'I’m thinking out loud here’ or you need to talk a bit to work out what you’re actually thinking about. 

    And then it's hard to shut up if people aren’t getting your message or they need you to keep explaining it or they didn’t listen to you the first time around and so you’re having another go trying to get your message to land. 


    So while it looks on the surface that if everyone would just speak up, wrap up and then shut up the world would be a wonderful place… there’s more going on here folks. 


    Speak Up

    How does a leader facilitating a meeting and leading a team help make the environment great so people feel comfortable speaking up? How are they giving people the opportunity, the time, the space and the ears of the room to deliver their contribution? Most of us have been interrupted by an eager contributor or cut off by someone with a supposedly better idea. I think a Leader as Facilitator helps hold the interrupter at bay and allows the person currently speaking to finish their thing; giving them the space to get their views out there.

    It's not just on THEM to speak up; it’s on you as the leader, as the facilitator of the team to make the environment right for people to want to speak up. 


    Wrap Up

    If someone is going on and on and on and not getting to the point, they may need some help articulating their thinking. If you’re a think as you speak person you have what I call a ‘talk track’ ; you need to talk to work out what you think. Maybe your idea is still evolving. In this case you need a Leader as Facilitator who will listen, prompt with clarifying questions or capture your key points so everyone else can see and hear what you mean. You don’t want to be pushed to hurry up and finish - especially if your thinking is still evolving. Maybe you haven’t got to your point yet. To be asked to ‘wrap up’ is pushy.

    It’s not on THEM to wrap up; it’s on you as the Leader as Facilitator to help people articulate what it is they think; to question, probe, clarify and elicit the information out of them. 


    Shut Up

    Then once someone is speaking or is contributing their ideas and view, how do we make sure they are heard and understood? Because once they are, they will take a break, they will stop. I think we keep talking or keep trying to raise the same point if we feel no one has listened or really let us know that, yes they have heard us. 


    Please don’t think you need to ‘shut someone down’. It sounds a bit violent and it’s pervasive in workplaces. Usually, they haven’t had the opportunity to speak. That is, a 'protected' opportunity to speak, protected from interruption or judgement. Nor have they been heard by the leader or facilitator of the meeting or the team.

    Back off, ease off and let go. Don’t rush to get people to speak up, wind up or shut up.

    Think and work as a facilitator. Adopt the capabilities of a Leader as Facilitator to create a great environment:

    1. Give people time to warm up and contribute 
    2. Give people opportunities that are creative to contribute
    3. Then when they speak, help them articulate their thinking : support them, question them or invite them to share more so you can help everyone understand what they’re saying.

    The environment will be better, you’ll get more done because you’re all able to hear one another. Today’s collaborative, creative and consultative workplaces require it.