Introduction: Setting the Tone for the Holidays

The holiday season is often an opportunity to gather with loved ones, but it can also come with challenges: differing opinions, old tensions, and the pressure of expectations. As facilitators, we know the power of intention and positive purpose in creating the environments we want to experience. This holiday, why not bring some facilitation skills to the table? These skills can help transform gatherings into opportunities for genuine connection, curiosity, and understanding. Let’s explore how you can use facilitation principles to create more meaningful and harmonious holidays.

Set the Intention Before the Gathering

Intentions are powerful tools in any facilitated session, and they’re equally valuable at family gatherings. Too often, we default to old habits, approaching conversations without reflection on what we truly want. Before the holiday begins, take a moment to set an intention. Instead of defaulting to convincing others of your perspective or expecting specific outcomes, focus on building or deepening relationships. An example of a strong intention might be: “I want to learn something new about my Uncle Bob,” or “I want to leave this gathering feeling more connected to my cousin.” When we let go of convincing others and, instead, shift to understanding and curiosity, we open up new possibilities for connection.

Another example could be setting an intention to let go of expectations around how the day should unfold. Often, we carry a mental picture of what a perfect holiday looks like, and deviations from that image can cause stress. Instead, try focusing on how you want to feel and the kind of energy you want to bring to the gathering. Is it kindness, patience, joy? Use these intentions as your anchor when things get a bit chaotic.

Break Out of Routines: Establish New Patterns of Interaction

Families often fall into routines—default ways of interacting that might not serve us well. Think about your family’s conversational routines and consider whether they’re leading you to the outcomes you desire. Just like in our facilitation work, where we try to break free from unproductive habits, we can do the same in family gatherings.

One way to do this is by incorporating a new ritual, such as opening the gathering with a reflection prompt: “What is something that has brought light into your life this year?” By replacing predictable, sometimes stale, routines with intentional prompts that invite everyone to share meaningfully, you can change the entire dynamic of your gathering.

Consider trying an activity like “Rose, Thorn, Bud.” Invite each family member to share a rose (something positive), a thorn (a challenge), and a bud (something they’re looking forward to). This simple exercise breaks the pattern of small talk and encourages a deeper, yet structured, connection. The more you practice breaking out of the old routines, the more space you create for authentic interactions.

Hold Space for Authentic Feelings—Even When They’re Difficult

Holiday gatherings can sometimes bring up challenging emotions. Whether it’s the stress of expectations or the resurfacing of past tensions, these moments can be hard to navigate. Instead of avoiding them, consider holding space for these emotions. This doesn’t mean dwelling on negativity but rather acknowledging that everyone may bring their own complex feelings to the table.

A powerful exercise is “Nine Whys,” where you dig deeper into why certain things affect you. For example, if you’re anxious about seeing a relative, ask yourself why that is—and then continue asking “why” until you reach the core of your feelings. This can help you understand yourself better and approach the gathering with more compassion and clarity.

Another helpful tool is simply naming emotions. If someone seems withdrawn or upset, it can help to acknowledge it gently: “I’m sensing there’s some tension here. Would you like to talk about it?” This acknowledgment can defuse defensiveness and create space for vulnerability. Remember, holding space doesn’t mean fixing—it means being present with the emotion.

Lean Into Curiosity with Active Listening

Active listening is one of the most important facilitation skills, and it’s invaluable in family settings, especially when there are different opinions. Instead of preparing rebuttals or filtering what others say through your own assumptions, try to be as present as possible. Reflect back what you’re hearing to ensure understanding. This practice slows the conversation down, creating space for genuine connection and reducing misunderstandings.

For example, if someone shares a strong opinion, try paraphrasing: “What I’m hearing is that you feel strongly about this because of X. Is that right?” Reflecting helps others feel heard and invites more thoughtful dialogue. Another useful tip is to use open-ended questions. Instead of asking, “Why do you think that?” which might feel confrontational, try “What experiences have led you to that belief?” This small shift encourages deeper conversation rather than debate.

Consider adopting “the power of the pause” during conversations. If someone says something provocative or challenging, take a breath before responding. This moment of pause can prevent escalation and gives you time to choose a response rooted in curiosity rather than defensiveness.

Incorporate Playfulness: Prompts and Games for Connection

Playfulness can ease tension and create a more open, joyful environment. Consider introducing a lighthearted prompt, such as, “What’s lighting you up these days?” or “What’s a holiday tradition you’ve always loved?” For families who enjoy a little healthy debate, try an activity like determining the “quintessential holiday movie” by collectively deciding on criteria. The key is to keep it fun and collaborative, encouraging everyone to share and connect.

Improv games like “Five Things” or even creating a “Family Portrait” through a storytelling game can also bring everyone together in laughter and shared creativity. Another favorite is “Reverse Charades,” where the entire group acts out a word while one person guesses. The collective hilarity can diffuse tension and remind everyone why gathering together is important.

Another great activity to consider is TRIZ, a facilitation technique that can add humor while helping the group identify unhelpful patterns. Introduce TRIZ as a way to brainstorm all the things that would make the holiday absolutely terrible—encourage creativity and laughter as people come up with the worst possible ideas. Then, have everyone reflect on whether they’ve ever unintentionally done any of those things. Finally, create a list of behaviors or traditions to avoid in order to make room for more positive experiences. This structured but playful approach can help everyone feel more invested in making the gathering as joyful as possible.

If you sense tension rising during the meal, try using humor or pivot to a lighter activity, like a “Gratitude Circle.” Invite everyone to say something they appreciate about the person to their left. This playful yet meaningful activity can instantly shift the mood and deepen bonds.

Navigate Traditions and Rituals Inclusively

Traditions are a big part of the holidays, but they can sometimes create tension, especially when different people value different things. Facilitation teaches us to co-create experiences—an approach that’s also useful when blending family traditions. Have an open conversation about which traditions are most meaningful to each person. This allows you to decide together which traditions to honor and what new experiences to create.

It’s also an opportunity to be inclusive, especially if you have guests from different cultural or religious backgrounds. Ask them what they’d like to bring to the gathering, and explore ways to integrate these elements into the family celebration. For example, if someone in your gathering celebrates a different holiday, invite them to share a story or ritual that’s meaningful to them. You might light a candle together or share a dish that’s part of their tradition.

You can also create new shared rituals. One family began the tradition of a “Holiday Memory Jar,” where each person writes down their favorite memory from the past year, places it in the jar, and then these are read aloud after dinner. This activity honors both individual experiences and collective sharing, fostering inclusivity and togetherness.

Embrace Spaciousness: Less Can Be More

In facilitation, we often talk about the importance of spaciousness—leaving room in the agenda for reflection, rest, and connection. The holidays are no different. It’s tempting to fill every moment with activity, but this can lead to stress and exhaustion. Instead, think about paring down your holiday plans to what is most essential. What activities are truly in service of connection, joy, and rest?

Leave space for unplanned moments—whether it’s a spontaneous walk, an afternoon nap, or an extended conversation over coffee. By embracing spaciousness, you create a more relaxed atmosphere where meaningful interactions can naturally unfold.

Consider building in a collective “Pause Moment” during the gathering. Maybe after dinner, suggest everyone take a few minutes to sit quietly, enjoy their dessert, or simply reflect on the day. These moments of stillness can help everyone decompress and allow for deeper, more thoughtful conversations to follow. Remember, it’s often in the unplanned, quiet moments that true connection happens.

Facilitating Joyful Gatherings

Facilitating during the holidays doesn’t mean you have to be the “official facilitator” of your family—it’s about bringing intention, openness, and curiosity to every interaction. By setting clear intentions, breaking out of unproductive routines, holding space for authenticity, listening actively, incorporating play, navigating traditions inclusively, and embracing spaciousness, you can transform your holiday gatherings. The goal isn’t to have a perfect holiday—it’s to have a holiday that’s meaningful, connected, and joyful. This year, let’s use our facilitation skills to create memories that will last.

If you’re inspired to bring facilitation into your holiday gatherings, share your experiences with our community! We’d love to hear what worked, what surprised you, and what new traditions you started. Let’s learn from each other and continue building a community of thoughtful facilitators—not just in the workplace but also at home. Join us in the Facilitation Lab to share your stories and get more ideas for transforming gatherings of all kinds.

The post Facilitating the Holidays appeared first on Voltage Control.

Table of contents

• Maintaining During Challenging Moments
• Staying Emotionally Connected 
• Practicing Adaptive Leadership
• Reflective Practices 
• Balancing Adaptability and Equanimity
• Conclusion
• FAQ

Equanimity—often described as inner smoothness or emotional stability—is a cornerstone of effective leadership. The ability to remain calm and composed, especially in challenging situations, is not just a desirable trait; it’s a necessity for those who lead teams, guide discussions, and make critical decisions. Yet, equanimity is often misunderstood. It’s not about being detached or indifferent; rather, it’s about maintaining a balanced state of mind that allows leaders to stay connected, adaptable, and responsive, even under pressure.

In today’s fast-paced environment, where unexpected challenges can arise at any moment, the practice of equanimity helps leaders maintain their composure and provide clear, steady guidance to their teams. This blog explores how equanimity can be cultivated and applied in leadership and facilitation contexts. We’ll delve into strategies for maintaining calm during challenging moments, staying emotionally connected while leading with equanimity, and practicing adaptive leadership. Additionally, we’ll look at the importance of reflective practices in maintaining inner balance and how to harmonize adaptability with equanimity for a resilient leadership style.

Maintaining During Challenging Moments

Equanimity, or inner smoothness, is a foundational quality for effective facilitation. As facilitators, we often face unexpected challenges or moments when things don’t go as planned—technology glitches, difficult group dynamics, or unforeseen questions. In these situations, maintaining equanimity allows us to remain open, flexible, and adaptive, guiding the group smoothly toward the desired outcomes. This inner calm not only benefits the facilitator but also influences the entire group, helping to maintain a productive and positive atmosphere.

While careful planning is essential to successful facilitation, the ability to stay calm and adjust to what emerges in the moment is just as critical. Equanimity provides the mental space needed to assess situations objectively, rather than reacting impulsively. Techniques such as focused breathing, grounding oneself, or engaging in mindful inner dialogue can be invaluable in cultivating this state of calm. These practices help facilitators stay present, manage their own emotional responses, and maintain clarity even when the unexpected happens.

Cultivating equanimity also sets a powerful example for others in the room. When a facilitator remains composed and centered, it encourages participants to do the same. This creates a ripple effect, where the group is more likely to stay engaged and collaborative, even in the face of challenges. In essence, equanimity is not just a personal tool for the facilitator but a guiding force that shapes the overall energy and effectiveness of the session.

Staying Emotionally Connected 

Equanimity is often mistaken for indifference, but they are fundamentally different. While equanimity involves maintaining emotional stability and calm, it also requires staying deeply connected to those you’re leading. This balance is crucial—staying calm under pressure doesn’t mean detaching from the emotions and needs of your team. On the contrary, it means being fully present, empathetic, and responsive, while managing your own emotional landscape.

As a facilitator or leader, maintaining this connection builds trust and credibility. It shows your team that you are not only capable of handling stress but also attuned to their experiences and concerns. Demonstrating calmness without disconnecting from your team creates an environment where others feel supported and valued, even in challenging situations. This connection is vital in fostering a sense of security and cohesion within the group, making it easier to navigate difficult conversations or high-pressure moments.

Moreover, staying emotionally connected while practicing equanimity allows leaders to be more effective in guiding their teams through challenges. It enables a leader to respond to team members’ needs in real time, offer support where it’s needed, and adjust strategies as necessary. This approach balances the leader’s internal calm with a genuine concern for the well-being of the team, ultimately leading to more effective and compassionate leadership.

Practicing Adaptive Leadership

Adaptive leadership thrives on the foundation of equanimity. In moments of crisis or when unexpected challenges arise, staying calm and emotionally regulated allows leaders to make thoughtful, well-considered decisions. This state of inner balance is essential for navigating the complexities of leadership, where the ability to adapt is often the difference between success and failure. Equanimity helps leaders to remain focused on long-term goals while being flexible enough to pivot when necessary.

Emotional regulation plays a key role in maintaining this balance. By tuning into your inner voice and recognizing early signs of stress or tension, you can take proactive steps to stay grounded. This might involve deep breathing, reflecting on your boundaries, or simply pausing to assess the situation with clarity. These techniques help leaders to process emotions effectively and prevent them from clouding judgment. The ability to remain calm and flexible under pressure not only benefits the leader but also instills confidence in the team, who will look to the leader for guidance during turbulent times.

Adaptive leadership is about more than just reacting to changes; it’s about leading with a calm, steady hand that guides others through uncertainty. Leaders who cultivate equanimity are better equipped to manage crises, inspire their teams, and make decisions that are not only responsive but also aligned with the organization’s long-term vision. This approach to leadership fosters resilience and adaptability, qualities that are increasingly important in today’s ever-changing business environment.

Reflective Practices 

Maintaining equanimity during facilitation isn’t just about staying calm—it’s about creating space for thoughtful reflection. Reflective practices, such as taking a moment to pause, breathe, or repeat what was heard, can significantly enhance the flow of a session. These small, intentional pauses allow both the facilitator and the participants to process information more deeply and engage more meaningfully. Reflection creates a buffer against impulsive reactions, enabling more considered responses and a more thoughtful dialogue.

Incorporating reflective practices into your facilitation style helps to smooth out interactions, making facilitators more approachable and the overall experience more collaborative. By taking time to pause, you create a rhythm that encourages thoughtful contributions rather than hurried reactions. This approach not only helps in managing the session’s energy but also fosters a more inclusive environment where everyone feels heard and valued. Reflection also aids in maintaining focus, ensuring that the session remains aligned with its objectives.

Regularly engaging in reflective practices can also help facilitators build their capacity for equanimity over time. Whether through journaling, meditation, or simply taking a few moments of silence before or after a session, these practices reinforce a state of inner balance that can be drawn upon in challenging moments. By integrating reflection into your facilitation toolkit, you not only enhance your ability to maintain equanimity but also create a more thoughtful, responsive, and effective facilitation style.

Balancing Adaptability and Equanimity

Equanimity and adaptability are two sides of the same coin in effective leadership. Equanimity provides the inner calm and stability needed to navigate the unexpected, while adaptability allows leaders to respond flexibly to changing circumstances. Together, these qualities enable leaders to maintain their vision and guide their teams through challenges with confidence. Balancing these attributes is key to leading effectively in environments where change is constant and unpredictable.

One of the key aspects of balancing these qualities is the ability to remain non-judgmental—both toward yourself and others. By avoiding snap judgments, leaders can stay open to new ideas and approaches, which is crucial for adapting to change. This openness also fosters a more positive and supportive environment, where team members feel encouraged to contribute and innovate. Non-judgmental awareness allows leaders to see situations as they are, without the distortion of preconceived notions or emotional reactions, leading to more effective decision-making.

Incorporating daily mindful practices, such as meditation or reflective journaling, can help strengthen both equanimity and adaptability over time. These practices create a foundation of inner balance that allows leaders to face challenges with clarity and poise, ultimately leading to more effective and resilient leadership. By cultivating these qualities, leaders can navigate the complexities of modern organizational life with greater ease, guiding their teams through both steady progress and turbulent change.

Conclusion

Equanimity is more than just a leadership trait—it’s a powerful tool that, when cultivated, can enhance every aspect of facilitation and leadership. From maintaining calm in the face of challenges to staying emotionally connected with your team, equanimity allows leaders to navigate complexity with grace and resilience. When combined with adaptability, it forms a robust foundation for effective leadership, enabling leaders to respond to change with both steadiness and flexibility.

By integrating reflective practices and mindful approaches into your leadership style, you can strengthen your capacity for equanimity and adaptability. These practices not only help you maintain your own inner balance but also create a more positive and supportive environment for your team. Whether you are leading a small group discussion or steering an organization through a major transition, the ability to remain calm, connected, and adaptive will serve you well.

As you continue to develop your leadership and facilitation skills, remember that equanimity is not about being unflappable; it’s about being present, aware, and responsive in a way that supports both your own well-being and the success of your team. By embracing this approach, you can lead with greater confidence and effectiveness, fostering a culture of calm, focus, and resilience in your organization.

FAQ

Q: How can I maintain equanimity during challenging facilitation moments?
Maintaining equanimity during challenging facilitation moments involves staying calm and adaptive in the face of unexpected challenges. Techniques such as focused breathing, grounding oneself, and mindful inner dialogue can help facilitators stay present and responsive, ensuring a smooth and effective session.

Q: How do I stay emotionally connected while maintaining equanimity?
Staying emotionally connected while maintaining equanimity involves balancing emotional stability with empathy and presence. By being fully engaged with your team while managing your own emotional responses, you can build trust and credibility, creating a supportive environment even in challenging situations.

Q: What role does adaptive leadership play in maintaining equanimity?
Adaptive leadership relies on equanimity to navigate high-pressure situations. By staying calm and emotionally regulated, leaders can make thoughtful decisions and guide their teams through uncertainty, balancing the need for stability with the flexibility to respond to changing circumstances.

Q: How can reflective practices help in maintaining equanimity?
Reflective practices, such as pausing to breathe or repeating what was heard, create space for thoughtful reflection and help maintain equanimity during facilitation. These practices enhance the flow of sessions, foster inclusivity, and allow for deeper engagement with the content and participants.

Q: How can I balance adaptability and equanimity in my leadership style?
Balancing adaptability and equanimity involves maintaining inner calm while being open to change. Non-judgmental awareness, mindfulness practices, and reflective journaling can help strengthen these qualities, enabling leaders to navigate challenges with clarity and poise.

The post Mastering Equanimity in Leadership and Facilitation appeared first on Voltage Control.

Humor is one of the most effective yet often overlooked tools for creating engaging, dynamic meetings. It can break down barriers, increase creativity, and reduce stress, all while strengthening team bonds and improving communication. In a world where workplace meetings are often seen as tedious or even dreaded, humor can completely shift the energy in the room and have lasting impacts on connection and alignment.

However, like any tool, humor must be used thoughtfully. Inappropriate or ill-timed humor can do more harm than good, leading to confusion, disengagement, or worse—offending participants. So, how can we leverage the power of humor to create positive, productive meeting environments? How can we encourage participants to join in, rather than feeling like they have to sit and listen?  Let’s explore the many benefits of humor in meetings, along with some practical tips to use it effectively without creating problems.

1. Breaking Down Barriers

Humor has a unique ability to dismantle the invisible walls that exist between people in professional settings. Whether it’s the hierarchy between management and staff, or the cultural or departmental divides within a company, humor can bring people together. It levels the playing field by humanizing everyone in the room, making them more relatable and approachable. A lighthearted atmosphere helps people feel more at ease, reducing anxiety and encouraging participation.  Make sure to know your manager, if they are covering a serious topic or are a more no-nonsense kind of person, it may not be appropriate. It is important to read the room when incorporating humor. 

How to do it:

• Start meetings with a fun, inclusive icebreaker. For example, ask participants to share a funny story about something that happened to them recently or a humorous trait unique to them. . This invites people to engage without feeling pressured and sets a relaxed tone for the discussion ahead. Kick things off sharing your own to build confidence and model vulnerability.
• Leaders can use self-deprecating humor to put everyone at ease. By poking fun at their quirks or missteps, leaders can show that they don’t take themselves too seriously, which in turn helps others feel more comfortable speaking up.

Example: Imagine a cross-departmental meeting where tension is high due to tight deadlines. Kicking things off with a playful comment like, “Alright, let’s see if we can get through this meeting without mentioning the deadline… whoops, I already failed!” can diffuse some of the pressure. It breaks the ice and allows everyone to settle into a more open, collaborative mindset.

2. Enhancing Creativity and Problem Solving

Humor stimulates creativity by shifting participants into a more relaxed mental state. When we laugh, we release dopamine, which improves cognitive flexibility and problem-solving skills. In meetings where creativity is crucial—such as brainstorming sessions or project kick-offs—humor can help people think outside the box.

A 2021 academic paper The Effect of Humor on Insight Problem-solving found that people in a playful mood were better able to think divergently, generating more ideas than those in a neutral or stressed state. Humor lowers the stakes and encourages participants to take risks in their thinking, fostering innovation.

How to do it:

• Use humor strategically during brainstorming sessions. If the group hits a mental block, introduce humor to shake things up. For instance, challenge the group with absurd ideas, like “What would this product look like if it were designed by a superhero?” This kind of humorous reframe can help participants see the problem from a fresh perspective.
• Add playful activities or metaphors to encourage lateral thinking. Asking people to think of creative analogies, such as comparing the company’s challenge to an unusual scenario like “running a lemonade stand on Mars,” can be both humorous and enlightening.

Example: In one meeting, a team struggling to design a new user experience started jokingly comparing their product to a pizza, with the leader saying, “Let’s be honest, we’ve been stuck in ‘crust’ mode for a while now. How do we move on to the cheesy, gooey middle?” This humor spurred the team into a more creative flow, leading to new ideas that ultimately broke the design logjam.

3. Reducing Stress and Boosting Morale

Meetings can often be perceived as stressful, especially when they involve high-stakes decision-making or problem-solving under time constraints. Stress has a direct impact on people’s ability to perform well, causing them to shut down or become overly cautious. Humor acts as an antidote to stress, offering a mental reset that helps participants feel more relaxed and open to contributing.

Humor doesn’t just reduce stress; it also boosts morale. When people laugh, they feel more connected to those around them, which can create a sense of community even in a formal setting. Shared laughter is a bonding experience, and it fosters a positive atmosphere that can carry through even after the meeting ends.

How to do it:

• Plan intentional moments of humor during long meetings to prevent burnout. This could be a funny video clip related to the topic at hand, or simply sharing a lighthearted anecdote about a past challenge.
• Use humor to celebrate small wins or progress during a difficult project. For example, if a major milestone is reached, you could joke, “Alright team, we’ve moved from ‘barely surviving’ to ‘definitely thriving’—nicely done!”

Example: My team was in a high-pressure pitch meeting, facing mounting deadlines and I used humor to release tension. Halfway through the discussion, I announced a “joke break” and shared a quick story about a time when a meeting went hilariously off track. The team returned to the discussion more focused and re-energized, ready to tackle the task at hand with a fresh perspective.

4. Strengthening Team Dynamics

A team that laughs together often works well together. Humor builds camaraderie and helps individuals bond through shared experiences. This is especially important in diverse teams, where people come from different backgrounds and may not have a lot in common. Humor can be a unifying force, creating a sense of shared identity.

Team cohesion is essential for productivity, and humor can accelerate that process. It reduces the perceived distance between people and fosters psychological safety—the feeling that it’s okay to take risks and make mistakes in front of others. This is particularly important in meetings, where participants may otherwise hesitate to voice bold ideas or dissenting opinions.

How to do it:

• Use humor to celebrate diversity within the team. For instance, lightheartedly acknowledge different work styles or personalities. “We’ve got the spreadsheet lovers on one side of the table, and the free spirits on the other. Let’s see if we can find some middle ground!”
• Encourage spontaneous moments of humor that naturally arise during discussions, but ensure that they’re always respectful and inclusive.

Example: During a team-building workshop, the facilitator encouraged participants to share a funny personal story about their first day on the job. This exercise not only brought a lot of laughs but also revealed some shared experiences, helping to build stronger relationships among team members.

5. Reinforcing Key Points in Memorable Ways

Humor is a powerful communication tool. It has the unique ability to make key points more memorable, as people tend to recall information that’s tied to an emotional response—such as laughter. This can be particularly useful when wrapping up meetings or presenting action items.

How to do it:

• Use humor to summarize key takeaways at the end of a meeting. For instance, you could create a humorous metaphor or visual that captures the main points in an engaging way.
• Lightly joke about the next steps to make them more digestible, like “So, Team A, you’re setting the stage—product launch—and Team B, you’re handling the spotlight—our marketing campaign!”

Example: At the end of a strategy meeting, a facilitator summarized the meeting’s three main takeaways by relating them to a popular movie. “We need to be like the Avengers: we have to work as a team, use our individual superpowers, and most importantly, we’re probably going to save the day in the final five minutes.” The group left the meeting with the key points top of mind, thanks to the playful analogy.

Appropriate Humor in Professional Settings: Striking the Right Balance

Not all humor is created equal, and what’s appropriate in a professional setting can vary based on context and culture. It’s important to strike a balance between humor that lightens the mood and humor that could be misinterpreted or alienating. The goal is to keep humor inclusive and positive, ensuring everyone feels comfortable and engaged.

Types of Humor That Work:

• Self-deprecating humor: When done right, poking fun at your own quirks or mistakes can help humanize you as a leader or facilitator. It shows humility and can put others at ease, making them feel more comfortable.
• Shared experience humor: Making light of funny or relatable moments the team has gone through together can be a great bonding tool. It reinforces the idea that you’re in it together.
• Light sarcasm and wordplay: A playful pun or bit of wordplay can inject some fun into discussions, especially when the meeting content is dense or dry.

Types of Humor to Avoid:

• Offensive or divisive humor: Jokes that touch on sensitive topics like race, gender, religion, or politics can alienate participants or even cause harm, even when no malice is intended.
• Targeted humor: Avoid humor that singles out individuals in a negative light or that makes fun of personal characteristics. It’s important to not make anyone feel uncomfortable or put on the spot.
• Excessive sarcasm: Sarcasm can easily be misinterpreted, especially in professional settings where tone is critical. Use it sparingly, and always ensure it’s light and playful, not biting or mean-spirited.

Cultural Sensitivity: Navigating Humor Across Diverse Groups

Humor is deeply tied to culture, and what’s considered funny in one part of the world might not be in another. This makes cultural sensitivity a crucial consideration when using humor in meetings, especially when you’re working with global teams or diverse groups. Humor that feels harmless to one person may be confusing—or even offensive—to another due to differences in cultural norms or language barriers.

Tips for Navigating Cultural Differences:

• Stick to universal humor: Focus on humor that most people can relate to, like shared experiences in the meeting or light, neutral jokes about common topics. Avoid humor that requires a deep cultural context to understand.
• Do your research: If you’re working with an international group or people from different backgrounds, take the time to learn about their cultures and what types of humor are considered appropriate.
• Be cautious with sarcasm and irony: Sarcasm and irony often don’t translate well across languages or cultures, so it’s best to avoid them unless you know your audience well.

Conclusion: Humor as a Facilitation Tool

When used thoughtfully, humor can transform meetings. It helps people engage fully, encourages creativity, reduces stress, and strengthens team dynamics. But like any powerful tool, humor needs to be used with care—timing, tone, and inclusivity are critical factors to keep in mind.1

Whether you’re leading a brainstorming session, navigating a high-stakes meeting, or simply facilitating day-to-day team check-ins, consider how humor can enhance the experience. By fostering a positive, lighthearted atmosphere, you’ll create an environment where participants feel free to contribute, collaborate, and connect.

The next time you’re in a meeting, don’t be afraid to add a little humor—but always use it with care, consideration, and inclusivity in mind.

The post Humor in Meetings appeared first on Voltage Control.

In collaborative work, consent plays a pivotal role in fostering effective teamwork and ensuring that every team member is aligned with the project’s goals and processes. Consent is not merely about obtaining agreement but about creating an environment of trust, respect, and mutual understanding. This approach helps to build a strong foundation for any initiative, making the journey smoother and more successful.

From the outset, seeking consent on ground rules and agreements sets the tone for how the team will interact and engage. This initial step is crucial as it ensures everyone is on board with the proposed direction and activities, laying a groundwork that encourages open communication and collaboration. When consent is prioritized, it signals that every team member’s input and perspective are valued, which can significantly enhance engagement and commitment.

In this blog post, we’ll explore the multifaceted role of consent in collaboration. We’ll delve into why it’s essential, how it serves as an assessment tool, and its impact on adaptability and team dynamics. By the end, you’ll have a comprehensive understanding of how to integrate consent into your collaborative processes and the profound benefits it can bring to your projects.

Importance of Consent in Collaboration

Consent is a fundamental aspect of effective collaboration. It ensures that every activity, format, and direction aligns with the group’s collective agreement. From the outset of any initiative or session, it’s crucial to seek consent regarding ground rules and agreements. This initial step sets a powerful foundation for the group, ensuring everyone is willing to engage and participate under shared guidelines.

When consent is secured early on, it becomes easier to build on it throughout the project. Facilitators can confidently guide the team, knowing there’s a mutual understanding of how to proceed. This practice not only promotes transparency but also empowers the group to voice their perspectives, enhancing the overall direction and outcome of the collaboration.

The act of seeking consent underscores the value of each team member’s contribution, fostering a sense of belonging and respect. This foundational step can significantly impact the group’s dynamics, making everyone feel more connected to the project’s goals and more willing to contribute their best efforts.

Facilitator Oversight and Consent

Facilitators often overlook the importance of obtaining consent from the group, especially those who are new to the role. It’s easy for a project manager or meeting organizer to dictate the collaborative process without checking in with the team. However, this oversight can lead to misalignment and disengagement.

Consent is more than a formality; it’s a signal of the group’s readiness to collaborate effectively. By seeking consent, facilitators can gauge the group’s understanding and commitment to the purpose. This step ensures that everyone is on the same page and paves the way for a more cohesive and productive collaboration.

Moreover, by prioritizing consent, facilitators demonstrate their respect for the team’s input and perspectives. This practice can help build trust and encourage more open communication, leading to more innovative solutions and a stronger sense of team unity.

Consent as an Assessment Point

Viewing consent as an assessment point can significantly enhance the facilitation process. When facilitators prompt the group for consent, the responses provide valuable insights into the group’s comfort and agreement with the proposed direction. This feedback allows facilitators to make necessary adjustments, ensuring the group’s needs and expectations are met.

Moreover, the pursuit of consent fosters adaptability. If there’s reluctance or resistance, facilitators can modify their approach to better suit the group’s preferences. This ongoing dialogue creates a dynamic and responsive environment where everyone feels heard and valued.

Using consent as an assessment tool helps facilitators to stay attuned to the group’s evolving dynamics. It allows for real-time adjustments and promotes a culture of continuous improvement, where the process is as important as the outcome.

Smoothing Transitions with Consent

When plans change, having an established process of gaining consent can make transitions smoother and more accepted by the group. If initial steps have been anchored in consent, facilitators can more easily navigate shifts in the moment. By naming what is being observed and proposing adjustments, facilitators can ensure the group remains aligned with the intended direction.

For instance, if a facilitator notices that an activity isn’t leading to the desired outcome, they can openly address it with the group: “Based on where we said we wanted to go, what do you all think about making this shift in the schedule?” This practice not only respects the group’s input but also integrates consent into the culture of the conversation, making adjustments feel natural and collaborative.

This approach helps to maintain momentum and ensures that changes are not perceived as abrupt or disruptive. By continuously seeking consent, facilitators can foster a more resilient and adaptive team environment.

Continuous Process of Seeking Consent

Consent is not a one-time checkbox; it’s a continuous process that significantly impacts team dynamics and success. From the beginning of a project to its completion, regularly seeking and adapting to consent ensures that everyone is engaged and aligned. This practice fosters a culture of transparency, respect, and mutual understanding.

Facilitators who prioritize consent create an environment where team members feel valued and heard. This approach leads to more effective collaboration, as the group is more likely to stay committed to shared goals and adapt smoothly to changes. Ultimately, consent strengthens the foundation of any collaborative effort, making it more resilient and successful.

By embedding the practice of seeking consent into the regular rhythm of team interactions, facilitators can ensure that the team remains flexible and responsive to both challenges and opportunities as they arise.

Conclusion

In conclusion, consent is a cornerstone of successful collaboration and facilitation. It sets the stage for transparency, mutual respect, and continuous engagement, which are crucial for achieving effective teamwork and project success. By viewing consent as an ongoing process, facilitators can foster a dynamic and adaptive team environment that is well-equipped to navigate changes and challenges.

The benefits of prioritizing consent are manifold: improved team dynamics, enhanced trust and respect, better alignment with project goals, and increased adaptability. Facilitators who embrace this approach can significantly elevate their team’s performance and create a more inclusive and empowering collaborative experience.

As you integrate consent into your facilitation practices, remember that it’s about more than just agreement. It’s about creating a culture where every voice is heard, every perspective is valued, and everyone feels a sense of ownership and commitment to the collective journey.

FAQ

Q: Why is consent important in collaboration? A: Consent ensures that all team members are aligned with the project’s goals and processes. It fosters trust, respect, and mutual understanding, which are crucial for effective teamwork and successful outcomes.

Q: How can facilitators effectively seek consent? A: Facilitators can seek consent by clearly communicating the purpose and direction of the project, inviting feedback, and making adjustments based on the group’s responses. This process should be continuous and integrated into all stages of the project.

Q: What if team members are reluctant to give consent? A: If there’s reluctance, it’s important to address the concerns and understand the reasons behind them. Facilitators can adapt their approach to better align with the group’s preferences and ensure that everyone feels comfortable and engaged.

Q: How does consent contribute to adaptability? A: By continuously seeking consent, facilitators can stay attuned to the group’s evolving dynamics and make real-time adjustments. This fosters a more flexible and responsive team environment, capable of navigating changes and challenges effectively.

Q: Can seeking consent slow down the project? A: While seeking consent may take time initially, it can prevent misunderstandings and misalignments that could slow down the project later. In the long run, it promotes smoother and more efficient collaboration.

The post Consent in Collaboration appeared first on Voltage Control.

As the Olympic Games kicked off in late July, the world has gathered and stopped in its tracks at the feats of such talented competitors. Seemingly-superhuman strength, agility, and skill draw us in and leave us in awe of each country’s best athletes, whether or not they win the gold. 

While we sit at the edge of our couch and yell for our country, or another, to win, something innate in us gets excited at the teamwork, movement, and intention we are observing. 

Games & play in our daily life, while they aren’t as intensive as the Olympic Games, provide us with the opportunity to engage in an alternate world, where the rules of life are temporarily suspended (Gamestorming). 

Facilitators have a unique opportunity to channel creativity, teamwork, and movement when leading their teams with games and play. It seems that when using games, we are simply channeling something that comes natural to us. The Olympics and the way that many of us get invested in games provides a reflection of what can happen with our teams, in our workshops, and as we facilitate! 

What Are Games? 

Dave Gray, Sunni Brown, and James Macanufo outline games as alternative worlds in their book, “Gamestorming.” 

“To enter into a game is to enter another kind of space where the rules of ordinary life are temporarily suspended and replaced with the rules of the game. In effect, a game creates an alternative world, a model world. To enter a game space, the players must agree to abide by the rules of that space, and they must enter willingly. Its not a game if people are forced to play. This agreement among the players to temporarily suspend reality creates a safe place where the players can engage in behavior that might be risky, uncomfortable, or even rude in their normal lives.”

Because games introduce rules that bring us into an alternate world, they act as a context through which social engagement can be structured. 

With this new structure in play, the normal method of engaging with coworkers, peers, or leaders can be adjusted to meet the demands and rules of the game. 

While the rules create a space to engage with the goal at hand, they also leave room for a freedom within structure. 

When we introduce these games into our facilitation practice and use them as methodologies for accomplishing business goals or learning, we also can introduce three benefits: movement, creativity, and teamwork. 

Games Introduce Movement

Games provide a method of introducing embodiment in meetings. While many of us sit at desks most of the day and use our computers to accomplish tasks, meetings provide a unique opportunity to move our bodies as we think with our minds.

Julie Baeb, a Senior Consultant at TeamWorks, relayed her beliefs on the importance of movement on our podcast. She mentions that she uses chart graphs because they force participants to still stand up. “I appreciate the need to stand up. I’ll do a ‘pick your side; coffee or tea.’ I literally get them to physically cross the room. I feel like movement is important. It helps your thinking and your creativity to move your body.”

The Olympics pose to us extreme movement, like moves named after Simone Biles. But movement doesn’t have to be as complex as a double layout with a half-twist in the second flip for it to be beneficial to our minds and teams. 

Games Elicit Creativity 

Forcing participants into an alternate world when solving problems can foster strong creativity that may not bubble to the surface ordinarily. “Playful activities introduce an element of novelty and unpredictability, forcing individuals to adapt and think on their feet.” 

Improv activities are examples of games that foster an environment primed for creativity, quick-thinking, and adaptability. 

LEGO® SERIOUS PLAY® is a wonderful example of getting imagination involved with games. It involves a facilitator guiding participants through building 3d models of their ideas. “The creative, reflective process of making something prompts the brain to work in a different

way, and can unlock new perspectives.”

Games Encourage Teamwork 

Games and play as structures for learning and engagement provide opportunities for teams to actually work together, as a team, as a unit! 

For instance, brainstorming sessions can be highly individualized by nature (every participant thinking on their own, by themselves). Gamifying or introducing a new, creative method of brainstorming that involves collaboration can make a once-isolating activity now team-oriented. “25/10 Crowdsourcing” is a great example; it forces participants to move around the room with their ideas, swapping them with other participants to vote. Laughter is often heard in a room where this activity is being used, which encourages psychological safety.

Games also can level the playing field. Traditional structures of interaction may favor higher-level employees or voices, while games force all to participate. Julie Baeb continues, “It gives voice to everybody in the room.” 

Overall, engaging in enjoyable activities boosts team morale and creates positive memories. Teams who game together have an increased sense of camaraderie!

Staff Picks

There are many ways to incorporate games, play, and game-like structures into meetings and workshops. At Voltage Control, we are not shy when it comes to using game-like structures when facilitating. Here are a list of some of our favorites: 

For Connection: Secret Handshake

Secret Handshake introduces a personal but silly way for participants to learn about someone else in the room. It is best used with groups of unacquainted members, especially in larger groups! 

Steps: 

1. Have the group split into pairs.
2. Instruct the groups that they have five minutes to create a secret handshake with their partner. They’ll begin by asking each other three questions each, such as “what are your hobbies?” and use the answers to help create the handshake. 
3. Select 3-4 volunteer groups to share their handshakes with everyone, and invite the audience to guess what the different activities and hobbies were that inspired the handshake. 

For Collaboration: I’m a Tree

We got this one from Stoke Deck! I’m a Tree is a classic improv activity that introduces creative thinking through metaphor and movement. It fosters boldness, teamwork, and perspective-shifts in a lighthearted manner. Best used to shift perspectives, get uncomfortable, and encourage out-of-the-box thinking!

Steps: 

1. Guide all participants to stand in a circle. 
2. Standing in the center, explain to everyone that they will use their bodies to create a scene, with you starting as a tree. Instruct them to join as other things they might see near a tree, announcing what they are resembling as they join the scene, and that once a third person joins the center, the previous two have to return to the outer circle. Then, the process begins again with the scene built around the third person’s object of impersonation.
3. In the center, say, “I’m a tree!” while impersonating a tree stance.
4. As the third person enters, walk back to the outer circle, leaving room for a new scene. 
5. Continue until all have participated.
6. Debrief by talking through the experience with the team, asking if they had inhibitions, what they learned about teamwork, or how focused they became on the task at hand. 

For Reflection: The $100 Test

The $100 Test is a novel ranking system that engages participants in teamwork and creativity when making decisions on prioritization. Best used when structuring participatory decision-making, closing a meeting, or when needing to gauge group feedback on ideas. 

Steps: 

1. Share the list of items in need of prioritization. 
2. Split up participants into groups of 3-5.
3. Explain that they have $100 to spend on the list of items and that the dollars represent importance. Prompt them to write a brief explanation for the amount. 
4. Give the groups 30 minutes to assign their values.
5. Collect the papers, and lead the group through the total amount assigned to each item. 
6. Highlight the top two highest-dollar items, and discuss first steps for moving forward. 

For Idea Generation: Five Things

Five Things encourages quick, confident thinking alongside group support. It both stimulates agility and camaraderie. Best used before a session to stimulate creative thinking or as a bonding activity before or during a meeting. 

Steps: 

1. Gather everyone into a circle
2. Explain the game: Going around the circle, one at a time, as quickly as possible, everyone will share 5 things that fit into a particular category (for instance, 5 things you’ll find in the trunk of a car or 5 things you find on a school teacher). After each item, the group should clap and call out, “ONE!” and then “TWO!” etc. After the 5th item, the group yells, “5 THINGS!” 
3. Announce the category, and go first to model the pace and excitement.
4. Continue around the circle until everyone has gone.

For Strategy & Planning: Brand Takeover

We got this one from SolveNext! This activity shifts perceptions of what is and isn’t possible for your organization. Brand Takeover encourages outside-of-the-box creativity in the face of a challenge. Best used with teams that are stuck or restricted by perceived cultural expectations. 

1. Before beginning, select the brands you want to use as “taking over” each team (one per group). Prepare a large space for each team to ideate, including a flipchart or board with each brand’s logo and a few photos that show their company culture. 
2. Decide on an idea or problem statement of choice, and clarify it for the group. 
3. Explain that the organization has been taken over by another brand; For example, if you pick Nike, say: “You now have the resources, culture, and assets of Nike, and can use them to solve the problem at hand.” Describe that their task is to brainstorm ideas on how people at Nike might solve the challenge. 
4. Separate the participants into groups and direct them to their assigned brand board. Instruct them to write one idea per sticky note and place it on the space. Give them 20 minutes.
5. Invite teams to share their 3 favorite tactics with the room, explaining the assets and culture involved in the decision. 
6. Lead a discussion on how team members want your organization’s culture to look in the face of innovation and problem-solving. Ask them what it looks like to implement this culture now, starting with this problem. Discuss what changes need to be made in your organization that came to light during the exercise. 

The Olympic Games serve as a powerful reminder of the potential within each of us to achieve greatness through teamwork, creativity, and movement. These elements, when integrated into facilitation through games and play, can transform the way we approach challenges in our teams and workshops. Just as athletes push their boundaries to achieve the extraordinary, facilitators can inspire their teams to break free from conventional thinking, engage fully with the task at hand, and collaborate in ways that bring out the best in everyone.

Games create a unique space where the usual rules of interaction are set aside, allowing participants to explore new ideas, take risks, and connect on a deeper level. Whether it’s the structured embodiment of movement, the spark of creativity from playful activities, or the camaraderie built through shared challenges, games can unlock potential that might otherwise remain dormant.

By harnessing the power of play, facilitators not only make meetings more engaging and productive but also foster a culture of innovation and collaboration that echoes the Olympic spirit. As we cheer on athletes from around the world, let’s also channel that energy into our work, using games to elevate our teams and create lasting impact. If you’re ready to dive deeper into the art of facilitation and learn how to incorporate these techniques into your practice, our Facilitation Certification Program is here to guide you. Join us and discover how you can bring Olympic-level inspiration to your everyday work.

Facilitation Certification

Here at Voltage Control, we love encouraging creativity, teamwork, and movement with games and activities as we facilitate. Interested in learning more about how to structure activities for your teams in ways that will keep them engaged? Check out our Facilitation Certification Program, a three-month, cohort-based course designed to build your confidence and facilitation skills to lead. Our next deadline is September 13. 

The post Game On appeared first on Voltage Control.

Table of contents

• The Importance of Debriefing
• Achieving Consensus and Commitment
• The Role of Psychological Safety
• Integrating Debriefs Throughout Sessions
• Enhancing Decision Durability with Reflective Practices
• Conclusion
• FAQ

The art of conducting effective meetings is essential for maintaining alignment and achieving organizational goals. At the heart of this process lies debriefing—a vital practice that transforms mere discussions into actionable plans. Debriefing not only ensures that every participant is on the same page but also fosters a culture of continuous improvement and shared commitment. This blog post delves into the significance of debriefing, its impact on consensus-building, the role of psychological safety, the benefits of integrating debriefs throughout sessions, and the tools that can enhance this practice. Join us as we explore the transformative power of debriefing in facilitation.

The Importance of Debriefing

Debriefing is a crucial aspect of effective facilitation, ensuring that we take the time to reflect on what transpired during a meeting. This process goes beyond merely reviewing events; it involves engaging in meaningful dialogue to ensure everyone is aligned. Misalignment often leads to dysfunction in meetings, even when there was initial agreement. By the end of a session, different interpretations and understandings may emerge, making it vital to capture and discuss these differences.

Taking the time to document and visualize the outcomes of a meeting is essential. When tasks and decisions are clearly outlined with assigned responsibilities, it greatly enhances follow-through. This practice not only provides clarity but also reinforces commitment and accountability among team members. It’s a powerful way to ensure that everyone is on the same page and that the momentum from the meeting is maintained.

Debriefing also opens the door to other beneficial practices, such as identifying next steps and setting timelines. This proactive approach helps in translating the meeting’s discussions into actionable plans. What methods do you use to ensure alignment and effective follow-through in your meetings? Share your experiences and let’s learn from each other.

Achieving Consensus and Commitment

The role of debriefing in achieving consensus and commitment cannot be overstated. As facilitators, it’s crucial to dedicate time to make sense of what happened during a session. This process of making meaning and providing clarity ensures that everyone leaves the meeting with a shared understanding and commitment to the next steps. Without this, we miss the opportunity to solidify the outcomes and ensure everyone is on the same page.

Priya Parker eloquently describes the closing process as a combination of looking inward and turning outward. Debriefing serves as a moment of reflection, allowing participants to internalize what they’ve learned and understand its implications. This introspection is then translated into concrete actions and commitments, fostering alignment and a sense of shared purpose. Additionally, identifying potential obstacles during the debrief helps teams to address challenges proactively and ensure smoother execution of their plans.

Debriefing is also a chance for participants to express their thoughts in their own words, reinforcing their personal connection to the decisions made. How do you ensure that your debriefs result in meaningful commitments and consensus? Share your strategies and insights with us.

The Role of Psychological Safety

Psychological safety is a cornerstone of effective debriefing. For debriefs to be truly valuable, participants need to feel safe to speak up and share their honest thoughts. Without this sense of safety, critical insights may be left unsaid, leading to missed opportunities for improvement and alignment. As facilitators, it’s our responsibility to create and maintain an environment where everyone feels comfortable contributing.

To foster psychological safety, it’s essential to establish trust and openness from the outset. Encourage participation by asking open-ended questions and showing genuine interest in everyone’s input. Effective questioning is a powerful tool in this regard, and having a set of questions ready can guide the debrief process while allowing for spontaneous queries based on the session’s dynamics. Noting key points during the meeting can also provide a roadmap for the debrief, ensuring that all significant issues are addressed.

Reflect on the atmosphere in your meetings. Are participants freely sharing their thoughts, or is there hesitance? What steps do you take to create a psychologically safe environment for debriefing? Let’s discuss how we can improve this critical aspect of our facilitation practice.

Integrating Debriefs Throughout Sessions

Integrating debriefs at various points throughout a session, rather than just at the end, can significantly enhance understanding and engagement. Frequent, smaller debriefs allow participants to process information and reflect on their learning in real-time, facilitating smoother transitions between activities. This approach helps maintain alignment and ensures that key insights are captured and addressed promptly.

Incorporating these mini-debriefs at strategic points—such as the end of an activity or before transitioning to a new topic—can provide clarity and reinforce the session’s objectives. These brief moments of reflection help participants make sense of what just happened and carry that understanding forward into the next part of the session. While a larger debrief at the end of a session is still valuable, these smaller check-ins can keep the group focused and aligned throughout the meeting.

Think about how you structure your sessions. Are there opportunities to integrate more frequent debriefs to enhance understanding and engagement? How have smaller debriefs impacted your sessions? Share your experiences and let’s explore the benefits of this approach together.

Enhancing Decision Durability with Reflective Practices

The durability of decisions and learning in meetings hinges on effective debriefing. Reflective practices and visualization tools play a crucial role in ensuring that the insights and agreements from a session are retained and acted upon. When we take the time to reflect and engage in metacognition, both individually and as a group, we enhance our ability to integrate and apply what we’ve learned.

Digital tools, such as virtual whiteboards, offer powerful ways to capture and visualize the outcomes of a debrief. These tools not only make it easier to see and understand the group’s decisions but also ensure that everyone has a clear reference point moving forward. The key is to make these reflections visible, tangible, and actionable. By doing so, we increase the likelihood that decisions will be durable and learning will be long-lasting.

What digital tools or methods have you found effective for debriefing and visualization? How do you ensure that your meetings lead to durable decisions and sustained learning? Share your favorite tools and techniques with us.

Conclusion

Debriefing is an indispensable part of effective facilitation, providing the structure needed to translate meeting discussions into actionable plans. By ensuring alignment, fostering psychological safety, integrating frequent debriefs, and utilizing digital tools, we can enhance the effectiveness of our meetings. These practices not only solidify decisions and commitments but also contribute to a culture of continuous learning and improvement. As we continue to refine our facilitation techniques, let’s share our experiences and learn from one another to achieve greater success in our meetings.

FAQ

1. What is debriefing in the context of meetings? Debriefing is the process of reflecting on and discussing what transpired during a meeting to ensure alignment, capture insights, and translate discussions into actionable plans.

2. Why is psychological safety important in debriefing? Psychological safety ensures that participants feel comfortable sharing their honest thoughts and insights, which is crucial for capturing valuable feedback and fostering a culture of open communication.

3. How can I integrate debriefs throughout a meeting session? Incorporate mini-debriefs at strategic points, such as after completing an activity or before transitioning to a new topic. These smaller check-ins help maintain alignment and enhance understanding in real-time.

4. What tools can enhance the debriefing process? Digital tools like virtual whiteboards can capture and visualize meeting outcomes, making decisions clearer and more actionable. These tools help ensure that insights are retained and referenced as needed.

5. How do debriefs contribute to durable decisions and learning? Debriefs reinforce decisions and learning by providing a structured way to reflect on and internalize meeting outcomes. This practice enhances the likelihood that insights will be applied and retained over time.

The post Debriefing for Effective Facilitation appeared first on Voltage Control.

When it comes to leading meetings, there’s incredible room for growth.

Unproductive meeting culture costs the workforce 24 billion hours of wasted time. Many employees dedicate at least 15 hours a week to meetings while 71% of these sessions are considered unproductive. Ultimately, these statistics show that most meetings lead to a lack of productivity, a waste of resources, and a decline in communications. 

The best wait to reclaim this lost time and energy is to reform meeting culture as a whole.

In this article, we explore the path to leading better meetings with the following topics:

• The Art of Facilitation
• The Elements of Effective Facilitation
• A Meeting Culture Makeover

The Art of Facilitation

The art of facilitation helps shape leaders, c-suite members, and employees into the most knowledgeable individuals to start leading meetings. When it comes to improving one’s facilitation skills, it’s essential to examine the practice of leading meetings at its core. 

Facilitation has many definitions, but essentially, true facilitation requires an experienced individual to guide a group through the participatory process of understanding a shared vision, achieving a common goal, and building trust between each other. 

While leading meetings is an essential part of any company culture, leading better meetings requires us to invest further in this facilitation process: learning the art of facilitation by leaning into the scope of facilitation. 

Facilitation goes beyond simply hosting meetings. The most effective facilitation encompasses leading meetings while developing solutions and strategies, providing development and learning, promoting engagement and collaboration, and executing processes and programs. 

According to Artie Mahal, one’s scope of facilitation should include the following:

1. The best strategies and solutions to enhance performance in a meeting
2. The right programs and processes to improve execution
3. A focus on learning and development to encourage individual growth

Fostering cooperation and collaboration to increase the meeting’s effectiveness

The Elements of Effective Facilitation

While there is a variety of meeting styles and frameworks to choose from, leaders can lean into a universal set of elements for effective facilitation. These elements allow facilitators to get the most out of their teams and use every minute in a meeting to work towards a common goal.

Consider the following elements of effective facilitation:

1. Building Consensus

Consensus decision-making is an important element of facilitation. This approach requires participants to problem-solve collaboratively as they work together to reach a consensus. This process encourages each applicant to work together to ensure all parties agree with the final decision.

2. Facilitating Growth

The best facilitators approach leading meetings with a structure that encourages participants to grow. With a focus on personal development, leaders can create opportunities for professional growth in every meeting. 

Facilitators should practice effective communication as they challenge participants to take on new projects, solve more challenging problems and work together in ways they never have before. Approaching facilitation with growth and development in mind, facilitators can give their team the tools needed to turn an effective meeting. 

3. Displaying Empathy

Empathy is a powerful element in effective facilitation. Leading meetings with empathy allow leaders to connect with participants and level the playing field. Additionally, demonstrating that you understand and validate each attendee will make it easier to lead effectively. 

It’s easy for perceived power dynamics between facilitators and meeting attendees to create divisiveness in a meeting. Moreover, employees may not readily listen or participate if they feel that the person leading a meeting doesn’t understand them. Facilitators who practice empathy can manage these perceived power dynamics. 

5. Leading with Learning

Learning is another fundamental element of effective facilitation. Leading meetings that don’t provide participants with new information results in a waste of a meeting. Center learning at the heart of your meeting culture to ensure that your attendees find value in each session. 

FREE DOWNLOAD

Get Our Turn Failures into Lessons

Use this template to help guide conversations at the end of a project to analyze the good, the bad, and what has potential to grow.

Get It Now

6. Embracing Feedback

Incorporating feedback into meetings is an important step for any facilitator. Asking participants for feedback encourages them to be honest with their comments and concerns. Moreover, giving your attendees an environment that welcomes feedback allows for the most psychological safety. 

Encourage your meeting attendees to share what’s on their minds by including an opportunity to share in each meeting. While feedback isn’t always easy to listen to, asking for it will help you pinpoint areas to improve upon in the future.  

7. Meeting Mantras

Leading meetings properly requires facilitators to bring a level of intention to every session. Meeting mantras allow facilitators to follow a set of guidelines to ensure the most successful meetings. 

Consider the following as a checklist for your next meeting:

• Don’t Meet Without a Purpose

Having a set purpose in mind is key to leading meetings. Without a clear purpose, facilitators and attendees won’t have a goal to work towards. Go beyond having a vague concept as the reason for your gathering. View the purpose for your meetings as a tool to help you plan and prepare for a meaningful, intentional, and productive experience. 

• Disagree & Commit

The best meetings involve successful decision-making. Committing to a decision will allow attendees to decide on a path forward. Prepare for the most productive meeting by agreeing to disagree and commit. 

Ahead of the meeting, choose a “decider” that will have the final say in making the necessary calls to move a meeting forward. This individual will make necessary decisions and explain the reasoning behind them. Ultimately, the decider will allow all attendees to reach a consensus throughout the session. 

• Always Bring Your Best Self

Leading meetings can be challenging, particularly when attendees don’t want to participate or even attend. Make the most out of each meeting by encouraging all attendees to bring their best selves to the session. 

Experts suggest allowing employees to choose whether or not to attend a meeting. This way, they will always have a sense of intention in choosing to be an engaged, responsive, and joyful participant. 

• Work During the Meeting

Productive meeting cultures focus on working during the meeting–rather than before or after. Leading meetings that require attendees to do the work in the meetings will guarantee a session filled with productivity. 

FREE DOWNLOAD

Get Our Meeting Culture Redesign

Use this template to take an intentional look at your meeting systems and how you can redesign them.

Get It Now

• Create Emotional Safety

Emotional safety is a key element in designing meetings that encourage engagement. When facilitators create emotional safety in each session they lead, they’re giving all participants the chance to feel safe enough to share their true thoughts and feelings. 

• Capture Room Intelligence

Facilitators can bring out the best in everyone in the room. Make it a point to capture room intelligence by acknowledging the power of thoughtful collaboration. Facilitators can ensure the most effective meetings with structured activities and group discussions.  

• Embrace a Child’s Mindset

Children are ever-curious and creative. Harness the power of a child’s mind and spirit by making meetings a place for exploration and play. Leading meetings with the idea that “anything is possible” will help attendees capture the magic of energetic innovation. 

• Respect Everyone’s Time

Meetings don’t need to be long to be successful. Utilize an itinerary and agenda to ensure that meetings are as efficient as possible. This way, facilitators will get everyone in and out without wasting any time on unnecessary conversations. 

• Decide What to Avoid 

As a facilitator, it’s your responsibility to choose what to focus on and what to leave out of a meeting. Decide ahead of time what to say no to, what you won’t do, and what you will stop doing. This way, facilitators and attendees alike will only put their energy towards what matters. 

• Debrief for Durability 

The art of facilitation should always include a debrief. Debriefing allows facilitators to reiterate the most important meeting moments. 

During a debrief, facilitators should review the meeting minutes to summarize discussions, share the information obtained, confirm the consensus, and identify the next steps.

A Meeting Culture Makeover

Facilitation is an ever-growing field that allows for organizational growth to ebb and flow. To accommodate an ever-changing environment, facilitators should make an effort to constantly update their meeting culture. 

Basecamp founders Jason Fried and David Heinemeier Hansson encourage facilitators to view their organizations as a product, accounting for all the possibilities that come with regular improvements and updates:

“When you realize how you work is malleable, you can start molding something new, something better. We work on our company as hard as we work on our products.”

Make an effort to shape your company culture into one that champions effective meetings with these seven strategies:

1. Make Every Meeting Essential
2. Prepare, Prepare, Prepare
3. Invite the Right Attendees
4. Improve Your Facilitation Skills
5. Set the Right Expectations 
6. Encourage Psychological Safety
7. Set an Agenda

Leading meetings successfully starts with prioritizing the most effective elements of facilitation. At Voltage Control, we help leaders and teams change the way meetings affect their company culture! Contact us to learn more about the art of facilitation and how to make the most of each meeting. 

The post A Meeting Culture Makeover: Leading Meetings with Better Facilitation appeared first on Voltage Control.

As leaders, our shared priority is building an atmosphere of collaboration and confidence. A desire to breed success within our team is normal. The challenge is knowing how to get there and understanding what affects our perception. Consider this concept: Thoughtfully and inquisitively, rather than aggressively, applying pressure to conversations. The following interaction initiated an important conversation with our team.

‘Why Don’t You’ vs. ‘Do You Know How?’

There’s a young child playing at the pool. He’s running around, getting in and out, but waiting each time for his caretaker to give him assistance. It looks like he might even want to jump but is holding back out of fear.

The easy question for the caregiver to ask is, “Why don’t you jump?” Many people would’ve asked that.

The word “why” can carry judgment. As children, we were likely asked a version of that question often—it leaves a subconscious emotional scar on adults. The question, “Why?” becomes aggressive and has the potential to make us doubt ourselves. When asked ‘why…’ a feeling of self-consciousness arises because what if we don’t have the correct answer, or what if we disappoint?

His caretaker took the initiative to ask “Do you know how to jump in?”. He answered, “yes.”

This question allowed the child to provide an explanation, opening the door for conversation. The former might have put him on the defensive or pushback. That type of exploratory question is invaluable to us as facilitators and leaders. Rather than putting our teams, community, or loved ones on the spot with a harsh ‘why’ we can offer a more empathetic self-exploration of what we know or may seek to know. 

The caregiver followed that question with “Do you want to?” insinuating that if he didn’t want to, he wouldn’t be forced.

This is critical to our independence and to our innate human right to choose. If we can take the lesson here, not forcing those around us to do what we want just because we want them to, we learn to lead with kindness and understanding. We also can instill a sense of individual respect for our teams when we, as leaders, respect our teams’ right to choose. We gain a better understanding of how to truly help them grow, whether it be through additional support, resources, or a change to gain knowledge. 

The child responded with a version, “I want to, and I know how, but something’s holding me back.”

This came from such a place of curiosity and inquiry, and the caretaker allowed the child to talk through those things rather than making or forcing an assumption. Assumptions, as we all know, can lead to misunderstandings that affect every aspect of our organizations and communities. 

The approach certainly has an impact, not just on children. It begs the question, what kind of relationships are we foraging with those around us?

How do we shape perception, and what does it influence?

We shape perception with our approach. There’s a difference between challenging others and pushing others. Inquisition is positive pressure.

By shifting our approach to thinking with others, we can change how we interpret, encourage, and unleash everyone around us. Are you communicating through assumptions or asking questions to open up the conversation? Are you conveying curiosity about thoughts or emotions as well? How are you listening and using answers to shape your understanding?

FREE DOWNLOAD

Get Our LS What, So What, Now What

This activity builds a shared understanding of how people develop different perspectives, ideas, and rationals for actions and decisions.

Get It Now

Mutual value emerges as we align on our intentions, learn from each other better, and understand how to achieve our goals better. People naturally focus inward, but we also appreciate understanding the “why” behind how decisions are made. By providing transparency about our strategy, people perceive themselves as part of the effort rather than cogs in a machine. Lead with humility and recognize that collaborative efforts create the best ideas and solutions. 

We can mature in how we operate with integrity and convey authenticity as leaders and teammates. Perception of and by teammates then becomes a positive consequence of our ability to communicate and shape our decisions.

Information taken in also shapes perception. People naturally focus their attention on the messages we choose to put out. Are we clear on our values as a company? Are we living those out in how we operate? How are we managing the messages we share? Are we aligned in our approach, or is there something we need to dive deeper into through conversation?

Perception takes on many forms. Within the workplace, perception has a tremendous effect on the nature of both internal and external relations. Perhaps most importantly, the team environment can impact employee loyalty tremendously.

People perceive leadership and other teammates to understand their value, so they are more interested in contributing toward a common goal. Are interactions with our teammates positive? Do individuals feel valued? In particular, do they feel valued by leadership? When teammates perceive our intentions as exploratory, inclusive, and intentional, we develop team trust and enable healthy growth.

Interested in developing your approach? We offer Leadership Development Programs to unlock new techniques to reframe your approach to leadership. We work collaboratively to understand your current flow and find opportunities to improve it.

The post Do You Know How? appeared first on Voltage Control.

The secret to virtual workplace success starts with promoting work empathy. Empathy and similar soft skills are essential for today’s workplace and are a critical component in developing competent leaders.

The truth is that an overwhelming number of employees actively advocate for empathy in the workplace. According to recent surveys, 92% of team members believe empathy is undervalued, especially when it comes to remote work teams. 

In this article, we’ll explore the magic of empathy at work as we discuss the following:

• What Management Development is Missing 
• Soft Skills in a Remote World
• Practicing Virtual Empathy 
• The Effects of Empathy at Work

What Management Development is Missing 

Practicing empathy at work gives us the chance to be human. Empathetic leadership centers on our most human qualities: vulnerability, honesty, and compassion. Leading with empathy allows for a culture of care that encourages team members to show up as their most authentic selves and work to their fullest capacity.

Intentional leadership and management development are essential to cultivating powerful teams and stronger organizations. Today’s workforce requires companies to expand beyond traditional skills for managerial development to get to the heart of how leaders train, motivate and lead their teams. 

Experts agree there is a pressing need for empathy when it comes to management training. It’s clear: today’s training programs need to revolutionize the state of leadership by amplifying the needs of employees. This is especially true in hybrid workplaces as empathy is the key to connecting with employees and with leadership that works. 

Empathy-focused training programs shape leaders that can acclimate to today’s ever-changing workplace while meeting the needs of their team.

Soft Skills in a Remote World

Empathy is the answer to many remote work challenges. Distributed workers face unprecedented challenges in today’s world, such as disconnection, overwhelm, and anxiety, all of which make building engaging connections in the virtual workplace more difficult than ever. As a result, leaders need to be adequately and appropriately trained in how to understand, identify, and connect with such needs.

FREE DOWNLOAD

Get Our Remote Design Sprint 101 Guide

This is a comprehensive guide for anyone who wants to run their own remote Design Sprint. It outlines everything we’ve done at Voltage Control to successfully adapt our tried-and-true Design Sprint model for remote work.

Get It Now

In remote companies, soft skills like empathy are more important than ever. Empathy puts people at the heart of organizational culture. Training programs should prioritize empathy and similar soft skills by highlighting other empathetic leadership qualities such as:

• Optimism

Optimistic team leaders can challenge negative perspectives and provide the encouragement needed to keep going. Leaders should encourage their teams to focus on opportunities and possibilities rather than any potential setbacks.

• Vulnerability

Leaders should model vulnerability for their team members by sharing their fears and weaknesses alongside their hopes and successes. This level of accountability makes colleagues and team members feel safe enough to do so on their own. 

• Openness 

The best leaders are open and receptive to change. Practice empathetic leadership by responding adaptively to uncertainty and change as you teach others how to do the same.

• Sustainability

Stress easily stems from unsustainable practices. Lead with empathy by facilitating successful execution and encouraging others to do their best work while avoiding burnout. 

Practicing Virtual Empathy 

It comes as no surprise that the rise in remote work quickly reveals the pitfalls of distributed management. From employee burnout to ineffective leadership, remote work is not without its challenges. To lead virtual and hybrid teams in the face of such unprecedented complexities, team leaders need to approach running their organizations from a completely different perspective, one that incorporates empathy at work. 

FREE DOWNLOAD

Get Our Hybrid Work Guide

Define and navigate a hybrid workplace for your organization + run effective hybrid meetings and events

Get It Now

Organizations can combat challenges like increased anxiety and stress, a lack of communication and collaboration, and a decline in morale by reinforcing the following elements of empathetic leadership:

• Emotional Intelligence 

Practicing empathy at work allows team members and management to clue into each other’s emotional needs. This promotes an increased understanding of emotional intelligence, allowing for better communication and more effective conflict resolution.

Too often, workplace management programs emphasize developing hard skills like using certain software while ignoring soft skills like empathy and understanding that take human-centered leadership to the next level. Consequently, a lack of empathetic leadership in training programs can leave team members without the necessary skills to effectively connect and communicate with those they are leading. 

• Servant Leadership 

Employing empathy at work requires a certain level of servant leadership training. A servant leadership management style encourages team leaders to focus on growth while putting their team’s needs first. This approach encourages team members to put their needs first by serving the employees rather than having team members serve the leader. 

This people-first method is an excellent example of empathy at work and is a critical approach to cultivating a collaborative culture in a remote work environment. 

This area of development encourages leaders to prioritize their teams and empower them by putting them first. Servant leadership validates team members’ efforts and achievements by acknowledging employees’ hard work and showing team members that they are valued members of an organization. 

• Conflict Resolution

Conflict in the remote workplace presents a different challenge that traditional management development programs don’t address. Today’s leaders must be adequately equipped to identify and mitigate conflict remotely. Practicing empathy at work is crucial for distanced conflict resolution. 

Team dynamics aren’t as easy to decipher amongst remote and hybrid teams. The most effective virtual leaders need to gain insight into these dynamics, listen to employees, and gather unbiased objective information around the conflict to determine the best solution to unite team members. 

In addition to applying soft skills, virtual management development best practices encourage clearly expressed rules and regulations, regular team meetings, and an open environment for communication and collaboration to allow team members to do their best work and feel as though they are valued by their organization.

The Effects of Empathy at Work

It’s clear to see the effects of empathy at work. Empathy cultivates the skills needed for success and allows team leaders to see their team and the rest of the world from many perspectives. 

When successfully integrated into the virtual workplace, empathy drives an organization forward. It’s a vital element in remote work culture in the following ways: 

• Empathy drives cultural awareness

Remote teams can encompass members from all over the world and many diverse backgrounds. Building better-distributed teams starts with developing partnerships based on mutual respect, curiosity, and empathy. 

• Empathetic leadership boosts innovation

Innovation happens as a result of intentional empathy. Team members and leaders find empathetic inspiration and innovation by identifying with another’s point of view and working together to find the most creative and comprehensive solutions.

• An empathic workplace grows customer relations

Empathy allows employees to anticipate team leaders’ and their clients’ requirements and desires. This enhances their customer service capabilities as they can empathize with their clients immediately. Team members encourage their clients to share as they actively listen to their needs, concerns, and fears. In this way, they are demonstrating how much the organization values each client as an extension of their company. 

Empathy has the power to completely change your leadership development from the inside out. Contact Voltage Control to learn more about practicing empathy at work. We design programs to shift your company culture towards empathy.

The post Empathy At Work: Building Soft Skills for a Remote World appeared first on Voltage Control.

The empathy map may be your greatest asset in transforming and maintaining human-centered company culture. Often considered the initial step in the design thinking process, empathy mapping helps teams, leaders, and clients align with one another and promote deep connection and understanding.

While the map itself is a visual aid used to improve empathetic decision-making, the concept of empathy mapping has the power to shift your entire company culture. 

In this article, we explore how the empathy map shapes business, culture, and retention through the following topics:

• What is an Empathy Map?
• The Empathy Map in Design Thinking 
• Empathy for Transformation
• Empathy Mapping & Your Organizational Culture 
• Empathy Mapping for Retention

What is The Empathy Map?

An empathy map is a collaborative tool used to gain insight into clients and customers. Similar to a user persona, empathy maps typically represent a specific sector of customers and clients. The basic empathy map implements insights, data, and personas of one’s target audience to help an organization best enhance its customers’ experience. 

Developed by Dave Gray is especially popular with design thinking and agile methodology. An empathy map is made of quadrants based on four key actions:

• Said
• Did
• Thought
• Felt

The quadrants help to qualify insights and engagements from your interactions with others. Each trait allows for a glimpse into what a user may be experiencing.  

A traditional empathy map considers the following questions:

• What is the user feeling or thinking? What are they worried about? What are they hoping for?
• What senses does the user experience in this scenario? 
• What do they smell, hear, taste, or see?
• What will the user do or say while experiencing the product? Does their experience change in a private or public setting?
• What pain points might the user experience when using the product? What fears may the user have during this experience?
• What gains will the user experience as they engage with your product or service?

These questions will help you begin mapping as you and your team explore how to prioritize human-centered thinking.

The Empathy Map in Design Thinking 

In its purest form, the empathy mapping process is an effective project development exercise to help you embrace your user’s world and see things from their point of view. Though it has a variety of applications in shaping your approach to remote work, the diagram itself is rooted in the design-thinking process. During a design sprint, the empathy map is most useful at the beginning of the design phase. 

After gathering user research, the mapping process will help you translate your observations and better identify your user’s needs. Ultimately, this practice help to process key information to bridge the gap between concept deliverables and personas. 

The main benefit of empathy mapping is its ability to help us understand and adopt another’s perspective. When it comes to design thinking, taking a user-centered approach means making every effort to determine what others are thinking. This practice makes it possible to research, ask, observe, and understand. 

While an empathy map may seem like a simple diagram, it is a powerful tool for developing actionable insights for your team and audiences. This is an especially useful tool for distributed teams. With the help of online tools like Miro, Mural, Creately, and more, you can start the remote empathy mapping process with your team. 

Empathy for Transformation

As a critical aspect of human-centered methodology, empathy plays a major role in shaping one’s experience. This is especially true when we face firsthand others’ struggles, fosters, frustrations, and concerns. Centering empathy in all business decisions will give you the ability to enhance your brand, products, and services to best suit your team members and clients. 

To build an empathy-focused workplace, it’s essential to prioritize the needs, wants, fears, and hopes of others as you interact with each member of your team and audience. By learning to empathize with the help of an empathy map, you can best relate to the needs of your team and clients as you design a better overall experience for everyone involved. 

Empathy Mapping & Your Organizational Culture 

“We must establish a personal connection with each other. Connection before content. Without relatedness, no work can occur.”

Peter Block

The empathy map is critical in establishing connections and creating a culture of compassion. Such a culture strengthens bonds between team members and each other, leaders and their teams, and your organization and clients. Leading with intentional empathy facilitates conversations that highlight compassion, exploration, and creative problem-solving.

While empathy maps are often used to relate only to customers and clients, they are incredibly effective in breaking down the barriers within an organizational culture. Empathic leaders can use such tactics to identify, investigate, and fulfill the needs of their own teams. Empathy maps encourage organizations to view team members as whole human beings by accounting for their psychological needs like sleeping and eating as well as higher level needs such as self-actualization, esteem, and safety. 

FREE DOWNLOAD

Get Our Psychological Safety Check

Use this worksheet to explore the level of Psychological Safety present in your team. Psychological Safety allows teams to innovate, be creative, and increase team effectiveness.

Get It Now

The empathy map can easily be converted into a team leadership tool by asking questions such as:

• What is my team feeling or thinking? What are their fears and goals?
• What would my team say about their experience at work? What senses do my team members experience in the workplace? 
• What does my team smell, hear, taste, or see during their time at work?
• What will the team do or say while performing their jobs? 
• Does their experience change when working in-person, remotely, or in a hybrid setting?
• What pain points does my team experience both in and out of the workplace? What fears might my team face during this experience?
• What wins does my team experience as they work alongside their team and leaders?

Empathy maps help team members better plan how to shape conversations that drive a culture of empathy and compassion. 

A compassionate culture requires every member of an organization to encompass each other’s realities rather than operate from their individual perspectives. Such a culture allows for understanding, forgiveness, and the allowance of others to be human.

Empathy Mapping for Retention

Empathy has a transformative effect on workplace retention: it has the power to encourage both clients and employees to stay. 

In the workplace and beyond, people need to feel as though they are valued and understood. Empathy is the pathway to cultivating such feelings. 

Research shows that 95% of employees are more likely to stay with an organization that effectively empathizes with its employees’ needs. Likewise, studies show that emotions are the number one motivator for consumer loyalty. Ultimately, clients and employees must feel valued and validated to commit.

Using the empathy map is just the beginning of creating a compassionate company culture. At Voltage Control, we’ll help you apply the elements of empathy mapping to strengthen customer relationships and connect with your team. Contact us at Voltage Control to learn more about our custom programs to unify your team and develop a culture of retention.

The post Compassion Culture Is Here: Why the Empathy Map is Your Greatest Asset appeared first on Voltage Control.