In this Facilitation Lab Podcast episode, host Douglas Ferguson interviews Grace Losada, Vice President of Learning and Development at Change Enthusiasm Global. Grace shares how her early experiences in peer counseling, athletics, and performance arts shaped her facilitation style. The conversation explores creating safe, engaging environments for learning, the importance of shared language, and the art of scaling intimacy in large groups. Grace offers insights on embracing mistakes, fostering connection, and designing impactful experiences, emphasizing playfulness and agency. The episode highlights facilitation as both an art and a science, rooted in intentionality, collaboration, and authentic human connection.

Show Highlights

[00:04:27] The DJ Turned Facilitator Story
[00:08:15] Beyond Psychological Safety: The Role of Enthusiasm
[00:16:52] Team Dynamics and Nonverbal Communication
[00:21:18] Advice to Her Teen Self
[00:24:02] Discovering Facilitation as a Discipline
[00:32:09] Designing for Impact in Large Groups
[00:37:38] Scaling Intimacy in Large Venues
[00:42:32] Connection as the Ultimate Outcome

Links | Resources

Grace on LinkedIn

About the Guest

Leveraging a background in learning and psychology, Dr. Grace Losada has served as an executive leader in start-up and high growth organizations at the intersection of business and social enterprise.  Well before the pandemic, she successfully built and led multi-functional national teams, both face to face and virtual, through rapid growth and change.  At the center of Grace’s work is creating professional environments that support the development of individuals and teams so people and business can thrive. 

Born and raised in Asia, Grace attended an international school that gave her a love of travel, a global perspective, and a dedication to inclusive development of people. She is grateful every day to live in sunny San Diego.

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Transcript

Douglas Ferguson:

Hi, I’m Douglas Ferguson. Welcome to the Facilitation Lab podcast, where I speak with Voltage Control certification alumni and other facilitation experts about the remarkable impact they’re making. We embrace a method agnostic approach, so you can enjoy a wide range of topics and perspectives as we examine all the nuances of enabling meaningful group experiences. This series is dedicated to helping you navigate the realities of facilitating collaboration, ensuring every session you lead becomes truly transformative. Thanks so much for listening. If you’d like to join us for a live session sometime, you can join our Facilitation Lab community. It’s an ideal space to apply what you learn in the podcast in real time with peers. Sign up today at voltagecontrol.com/facilitation-lab. If you’d like to learn more about our 12-week facilitation certification program, you can read about it at voltagecontrol.com. Today, I’m with Grace Losada, at Change Enthusiasm Global, where she serves as vice president of learning and development, supporting individuals and enterprise clients to navigate change in a more human way. Welcome to the show, Grace.

Grace Losada:

Thank you. Thanks for having me.

Douglas Ferguson:

So great to have you. I’ve been looking forward to chatting. I really enjoyed interviewing you for the alumni story and seeing that get published. So I know it’s going to be a great conversation today.

Grace Losada:

Looking forward to it.

Douglas Ferguson:

So you’ve shared that your facilitation roots trace back to high school, specifically to a retreat in Hawaii where friends nudged you into a pure counseling program. When you revisited that first immersive weekend, what was the moment you realized a well-held container could transform how people show up with one another?

Grace Losada:

Yeah. It was such a powerful experience. And I wish I could remember the name of the organization who embedded in our high school and helped us get this program off the ground. Because I feel like I tell this story sometimes and I want to give them credit, and I can’t remember the name of the organization and I feel terrible. So if they’re listening out there, remind me. But I went to a few different high schools, but in this particular instance, it was a small private high school where we got to do a lot of really cool creative things, just by the nature of our size. And also, I’m going to give credit to my headmaster. His name was Pieper Toyama, and he was just a gifted educator. And this peer counseling program was set up between our high school and a rival high school in the area where we had some bad blood, to be perfectly honest.

And so they set it up so that the sophomores, juniors and seniors got trained in this particular protocol. And then we put on an event for the seventh, eighth and ninth graders. And it was an overnight event, which I think is always risky when you’re dealing with middle and high schoolers. And we all camped out in a gym for two days and had really meaningful conversations about the nature of life and where all these young people about to launch. And certainly, because of the nature of the relationship in the high schools, we also talked a lot about human relationship and what that was like for us, and what we wanted to create going forward in the world. It was just a mindblower for me. I’ve never been exposed to something of that depth at that age, and they put the kids in charge. That was the thing that was just so incredible when I look back on it.

But there were just these moments of closeness and connection that were so emotional and heartfelt, and powerful and transformative. That’s the word I really want to say. It was transformative and you could just feel it happening. And people were laughing and crying and hugging, and we were a bunch of teenagers. It was great. It was truly, truly amazing. I’m so grateful for that experience. And I didn’t really know the impact at the time. I knew I was feeling something, I was experiencing something. I had no idea that that was going to be kind of a harbinger of things to come in my life, but it certainly was. Yeah.

Douglas Ferguson:

Let’s talk about the DJ turned lead facilitator twist.

Grace Losada:

So again, I was reluctant to join this group. I had no interest. It just didn’t occur to me. But a couple of my friends were like, “No, no, no, you got to do this. We’re going to all do this. Let’s go do this together.” And so I joined the group. And still not really seeing myself as any kind of a facilitator, or leader or… I just was a kid who was into theater and soccer and whatever. And not a great student, by the way, and just didn’t see myself in that capacity. And so I show up at this thing and we’re having all these conversations and we’re setting up roles for the event. So most people were going to be facilitators, and then there were a couple of roles that I would call more like production and logistics. And there was one role that was the DJ for the event, and you got to put together all the music and lead that effort. And I thought, “Oh, that sounds fun. I’ll do that.” And I raised my hand for it.

And the adults in charge, kind of pulled me aside and they were like, “Well, if we think that maybe we could really leverage your talents in another way that was just more powerful, are you open to that?” And I was like, “All right, sure. Yeah.” I was again, along for the ride. So they did not give me the DJ role. They put me in a facilitator role. And again, I think that they saw something in me at that time, that I didn’t really see in myself yet. And that’s again, the mark of a good educator. That’s hopefully, what we’re doing for young people when we’re educating, is we’re pulling things out of them that were going to help blossom and grow. And they did that for me for sure.

Douglas Ferguson:

So I was curious how that experience shaped the way you spot and cultivate leadership in others?

Grace Losada:

Oh, that’s a great question. Well, I guess I’m probably having these thoughts for the first time, because I don’t know that I ever really thought about that, but it absolutely did upon reflection. Because what I know that I have done with young people and adults that I’ve worked with in terms of leadership development, is most often trying to create the container, I guess I’ll call it. We’re creating the conditions and the container for something to occur, and then we have to let go. We let go of the reins. So when I work with people, specifically around leadership, which is a big part of what I do, you’re looking for these flashes of insight and beauty in the way that they’re relating to others, in the way that they’re reflecting vulnerably, in the way that they’re willing to share. And then you want to pull that thread.

So the best way I know to do that is to create an environment, to create a container, to create the conditions where people feel not only safe, but we talk a lot about psychological safety, and that’s super, super important. But it’s a step beyond that, because I need people to not just feel safe, but to actually feel excited and engaged in whatever the moment is bringing. And to take risks and to reach and to quite literally, grow in real time and watch that transformation happen right in front of you. It’s the most exciting thing I’ve ever experienced as a professional. And really, the thing that’s kind of cool about it is it’s almost effortless if you’ve set up the environment, because people take it on themselves. They drive their own ship, so to speak.

Douglas Ferguson:

I love that. And coming back to your point around it needs to be more than just safety, I think you missed a great opportunity to point out that it has to be enthusiastic.

Grace Losada:

Yeah. Well, right. And I should be talking about that. Change Enthusiasm Global, if nothing, we are enthusiastic. And I think that that’s just, it’s a symptom. It’s a marker of great engagement. When you’ve got people sort of on the edge of their seats because they’re so into whatever it is that you’re discussing or doing, the enthusiasm just starts to flow, and then you know, then you know you’ve got them.

Douglas Ferguson:

Yeah. So let’s talk about Parker School. Am I understanding, they champion student voice and you help recreate retreats for younger students?

Grace Losada:

That’s right. Yeah, that’s right. That school again, was just it was ahead of its time. And our headmaster was ahead of its time and very, very gifted. So another example of just empowering students, you had the opportunity to create not all, but some of your own courses. So being that it was a small school, they had sort of the core curriculum that was offered. And then if you wanted to do something that was slightly out of the box or unique, et cetera, you were empowered to design your own course. And you would find somebody on the faculty who would champion the work that you wanted to do, and you could put that whole thing together. And so, I remember one I wanted to do was photography, and I created the whole course and found a sponsor. And I did a photography course that I actually wrote that went on my transcript.

And so they were just very good about putting us in the driver’s seat. And I think for this particular peer counseling program, the idea of putting a bunch of teenagers in charge of some younger teenagers or pre-teens, that’s a really risky thing to do. You’ve got to have a lot of confidence in your ability to create that container. You’ve got to have a lot of confidence in your ability to create the condition, so that that goes well, because it could very easily go poorly. And you could easily put kids in a situation where real damage is done psychologically and relationally, and so forth, but they were just masterful. So another kind of pain point, right? So I mentioned we had 10th, 11th, and 12th graders in charge of seventh, eighth, and ninth graders. And mind you, in these schools, seventh and eighth was middle school and ninth was high school.

And so the freshmen were like, “What in the heck? You’re putting me back in middle school?” And so we were starting with a loaded situation, where people were already kind of like, “Oh.” But it worked, it just worked. And it was brilliant that they did that in the end, because it gave the freshmen this opportunity for what I guess I’ll call, like a transitional leadership. Because they were the oldest of the bunch. They were in a different sort of category in terms of their grade at school, but maybe they weren’t quite ready to lead because they were just getting their feet wet. And it gave them this sort of transitional leadership opportunity that I think initially, they felt like, “Oh, I’m being pushed back into middle school.” But then they quickly realized the ability that they had in that role to sort of stretch their own leadership wings, which was really cool.

Douglas Ferguson:

Yeah, that’s really neat, this idea of almost passing the torch and these ritualistic moments where people are priming for the next evolution of themselves.

Grace Losada:

Yeah, absolutely. The whole program really was essentially like a social emotional learning program. We talk a lot about that now in education. This was back in the early ’90s. And I think it was maybe just beginning to be a conversation around those things. None of those labels, I don’t remember any of those labels being put on what we were doing. But as I grew in my own career and went into the psychology and science of learning, I started to understand the wisdom and what they had set up for us and really appreciate them.

Douglas Ferguson:

Yeah, it’s powerful stuff. Speaking of foundational experiences, I’m always really fascinated by the influences folks have throughout their life that kind of shape who they are today, and what makes for great facilitation skills and just all the resources and experiences you bring into the work. And for you, early on, you balanced outrigger canoeing, and soccer, and dance, and theater, even playing some notable roles on stage. So I’m curious, how did the rhythm of athletics and the presence of performance train your facilitation muscles around timing, energy and reading the room?

Grace Losada:

Yeah, that’s such a good question. And again, one that I wasn’t aware of what was happening at the time. But upon reflection, I just think, “Oh, that was the recipe.” So I often talk about performance when I talk about facilitation, because I think when we think about facilitation, we think about clearing the way for participants to drive. And that’s really, really important. And I think that sometimes we forget because we’re so focused on clearing the way as a facilitator, there’s one way of thinking that maybe what we need to do is sort of fade into the background, be almost unseen as this thing starts to happen in the room with the participants. And there’s some truth to that, but I also really feel that none of it starts to happen unless the facilitator has the ability to model the energy and enthusiasm that we’re looking for in the event, in the exploration. Whatever the topic is, whatever the assignment is that we’re working on collectively, the facilitator sets that tone, at least initially.

And at some point, maybe they’re passing the baton to certain people in the room, but that’s sort of phase two. In the beginning, another thing that I’ll say a lot of times is no one’s going to learn from you if they’re not paying attention. And how do we get people to pay attention? Well, in the beginning, we kind of have to entertain them. We have to sort of pique their interest. And there should be the ability, I believe, of the facilitator to stand in front of a group of people well, to take up space and energy, and then also retreat and become smaller and be in command of that. It can’t be accidental. It’s got to be purposeful. And you learn a lot of those skills in theater and performance. So I was a dancer and I was an actress, and I loved those things, and I have absolutely brought them into my facilitation.

And when I am working with people who are learning facilitation skills, I bring that up right away. I recently led a development for a group where that was pretty much all we did. We called it a day of play and learning, and we took on different personas and they had to deliver content that they were used to delivering that they already understood really well, but they had to do it now in some kind of crazy character, and start to feel what that was to stretch and where were those points of authenticity, even when you were emulating something ridiculous, like Austin Powers. And just to really play with that and have fun with it. And it opens the door also to laughter, which is a huge connector for people.

And then when I think about the sports aspect, primarily, I did do a couple of sports early on that were individuals. I was on the swim team at one point, and I think I was just a very kinesthetic kid. I was very active, and so that was always a part of my life. But when I really got into it, was when I started to play team sports. And so it was the outrigger canoeing and soccer. These were sports where you have to be really in tune with your team and coordinated. And if you’re not pulling together in the same way with the same end goal in mind and with a certain rhythm, you won’t be successful.

So I think you learn to communicate with human beings in ways that are sometimes free of language. So you can’t always stop and sort of consult when you’re on the soccer field, or certainly not in an outrigger canoe boat. So if people don’t know what that looks like, it’s a six-man canoe and you’re all lined up front to back, straight down the row, and you have the steersman calling out the stroke changes, but you can’t hear each other. There’s no conversation. You’ve got to be in tune with each other.

And that one’s even really interesting, because you really can’t see each other either. You can see the person who is right in front of you, but that’s it. And so you’re not even picking up on body language. You’re picking up on energy. And again, you become successful in that space through solid human connection and being able to read each other and take unspoken cues towards a goal, while pulling together towards a goal. And I definitely learned so much about the dynamics of a team, because here’s the other thing, especially at that age too, right? We are still learning how to be good human beings. Well, I guess the whole life, we are trying our whole lives. But it’s high school. There’s squabbles. You don’t love everybody on the team, and that persists today, but you still have to work together. You still have to find a way to put all of those things aside and find a way to pull together. And I think sports are a tremendous way to do that.

Douglas Ferguson:

Yeah, absolutely.

Grace Losada:

Another thing that happens too in sports, I think, is that even though you have a designated position, so you’ve got a position in the boat, you’ve got a position on the soccer field, your defense or your offense, or whatever the case may be, but the reality is, when the game gets going, you’re trading positions. And you are filling in where you are needed, and you are looking at the gestalt, the whole picture, to understand where the detail lies and where the opportunity is. And I think that’s a great metaphor for life too. I think the people who really are successful in broader scheme of things, they’ve kind of figured that part out. They’ve figured out how to look at the big picture, and also understand how the minutia fits into that and feeds it.

Douglas Ferguson:

Yeah. An ability to move from high levels of granularity, to low levels of granularity, and even specificity sometimes, because we have to make decisions on really quick information. Some of it feels almost like intuition. And it’s really fascinating when they do those studies around, like baseball players, for instance. They’ll ask them, “What are you doing when you hit a home run?” And they’ll say all these things. And then you put a high speed camera in place and they’re not doing any of the things they think they’re doing. They’re just in a moment, right?

Grace Losada:

Yeah, yeah. It’s the difference between an expert and a novice. When we’re just learning something in the beginning, it’s not automatic yet. And so we’re being conscious about all of our choices. And the more you do it and the more sort of expert you become, oftentimes, the worse you are at being an instructor or teacher or mentor to someone, because now, all of these things that you’re doing are unconscious. It’s all automatic. And you have to really stop and reflect and think deeply. And sometimes you’re going to get it wrong about, “What am I doing? How did I get from point A to point B? What would be the roadmap I would give to someone?” And we’ve oftentimes put that way back in our mind somewhere, because now, it’s just automatic and we’re looking at different things.

Douglas Ferguson:

Yeah. I’ve often heard that referred to as the curse of knowledge. Once we get really good at something, it’s hard to remember what it was like to not know that thing or not be able to do it.

Grace Losada:

Yeah. Absolutely, absolutely.

Douglas Ferguson:

So another question about the past, and then we’ll get to kind of what’s happening right now. But I’m really curious, if you could sit beside your teen self after that first retreat, what short principle or reminder would you whisper into her ear?

Grace Losada:

I think it would be something about dreaming big. Because again, I think one of the things that when I… And maybe this is universal. This is probably not just me. I think it’s got to do with where we are developmentally. Right? But when I reflect back on all of these different elements that we’ve been talking about, the common thread for me was just not really being aware yet of my own agency and power as a human being. I don’t know if other people would say this, but when I look back on who I was at that stage in my life, I would characterize myself as a floater. I would sort of just like, wherever the wind took me in, I was just in the moment. And I wasn’t future oriented. I wasn’t really thinking about any of these experiences as being foundational or something that I would build upon in my life going forward.

I just didn’t have that awareness. And I wasn’t talking about that stuff at home with my parents. Some kids are. Some kids are really, and parents are really focused on kind of like, “You’re building your future,” and all this kind of stuff. I wasn’t getting any of those messages. My parents are not that style either. They’re very sort of in the moment as well. And I think I didn’t have an awareness that whatever I kind of dreamed, I could build it. I could do that, as we all can. And I might whisper that. And I think it’s a hard thing. It’s like the sliding doors principle. Right? Because on the one hand, maybe I would have made different choices and there would have been some different and new opportunities that would have come up in my life, and things that I would have created intentionally. On the other hand, it’s been a pretty good ride.

So I don’t know. Do I want to mess with it? I don’t know. But I think that there was definitely a lack of awareness on my part of like, the agency and power I had as a human being to create my reality. And that’s a belief that I’ve developed over time, that we all have that ability to create our reality to an extent, obviously. We can’t control certain outside forces, but I just didn’t have that awareness at all, and I think that would have been a helpful awareness for me to have from a younger age.

Douglas Ferguson:

Nice. So switching things up a bit, and you can talk about the present day, or at least leading up to it, you described joining Change Enthusiasm Global as the moment you realized facilitation is a distinct discipline. And I’m kind of curious, what assumptions you held about facilitation that was most productively challenged in that process?

Grace Losada:

I don’t know if it was an assumption, maybe it was. Yeah. Okay, it was. I guess it was an assumption that these things just happened, these magic moments with groups of people where they’re coming together with an intention, but it’s just sort of happening. And I probably did know because I was designing things as a facilitator without calling it that, designing experiences for people. And so I did know that there were certain things that I learned you could do to create one type of experience versus another, et cetera. If you’re looking to have a creative exchange, if you’re looking to have a problem solving exchange, there’s so many different reasons that we come together. I just didn’t know that it was a field of study. I just didn’t know that it was a whole profession. And of course, it is. Why wouldn’t it be, right? If there’s something like this that’s so powerful, why wouldn’t there be people out there who are thinking about and documenting and creating a common language around this phenomenon, this study, this professional ability? But I just didn’t realize that.

And I think anytime that you start to organize your thinking in that way, so it’s like, “Okay, now, I get it.” This is a whole field and there’s structured ways to think about this and approach this. And my goodness, the role of the producer blew my mind. And I sort of had had producers, I suppose, in a certain way, in different events and experiences, but there were no labels on any of these things. And so when we don’t have labels, we don’t have the clarity to understand really what it is that we’re talking about.

So it was like all of a sudden, everything came into focus. “Oh, that’s what we’ve all been doing this whole time. I get it. Yes, okay.” And now, because I have language and a structured way of thinking about it, I can be even more intentional about the choices that I’m making as I’m doing this work. And it just all of a sudden, rockets you forward in terms of the sophistication of what it is that you’re doing.

Douglas Ferguson:

Yeah. I love how much of a force multiplier that can be.

Grace Losada:

Yeah, absolutely. I’ve really felt it deeply. And also, there have been moments where I’ve kind of wanted to laugh about certain things and go back and thank people who have been a part of the journey. There was a woman that I worked with for a long time who, again, I didn’t call her a producer. She probably wouldn’t have used that label herself. I don’t remember what we said, but she sort of made sure that everything that needed to happen, happened. And then I was facilitating in this recurring learning experience that we were… It was an onboarding process for a company that I was with. And at the time that we were doing that, I was in graduate school. So I was being flooded with new thinking and ideas all the time, and I would get excited about those ideas and I’d want to bring them into the experience.

And so this was a recurring learning experience that was designed to be the same way every time. And every time I would show up and I would be like, “Karina, I’ve got this new idea and we’re going to do this whole new thing.” And she’s very much a very structured, organized thinker. I loved partnering with her because I would be out there with these wild ideas and she would help me narrow in and actually make it happen. And I know I sent her into a panic every time I would show up and be like, “I’ve got this new idea.” And she would kind of groan. But to her credit, she’d go along with it and it was a great partnership.

Douglas Ferguson:

I love that. In fact, I was curious to hear more about the producer-facilitator partnership. I was recalling in your alumni story, you had mentioned following the keynote with a learning session for hundreds, complete with streamers, lights and personal storytelling. And so I’m curious, it seemed like that experience taught you a bit about the producer-facilitator partnership. And so I’m curious about that, and what practices are now non-negotiable when you design at scale?

Grace Losada:

Oh, that’s a great question. Yeah. And that was a new aha again. As you said, there was a keynote. I think the keynote was for about 600 people. And then we were following that with a learning experience, an interactive learning experience for about four… Well, what was supposed to be about 400 people, ended up being almost everybody stayed for the learning experience, and that credit goes to Cassandra for her keynote. But as we were planning this and we were up against the wire because this invitation to create this experience came late in the game. So we didn’t have a lot of time to plan. And of course, we’re going to be delivering this in person together, but the entire team was remote. And we were given a producer by the company that we were serving in this situation.

And this was someone I had never met before, and they were producing the entire week long event for this organization and we were one piece of that. So we started talking, and initially, it’s just kind of the basics. Here’s a handful of visuals we want to share. Here’s some moments where we want to have some music and talking about microphones, and who’s going up and who’s going down, and just some real basics. And then I started to get the feeling that this gentleman I was working with, he was pretty gifted at what he was doing. And so then, I started bringing forward some really more theatrical, I’m going to say, ideas. And that’s a little maybe out of the wheelhouse of what you would typically see in corporate learning event, but he was right there with me. And then he started bringing in ideas and they were so good.

And what we ended up with was this experience that was very dramatic, very emotion… I don’t want to call it emotional, but it elicited a lot of emotion from the audience and got them involved and engaged in a way that was really important for the learning. I wanted them to feel personally connected to some of the stories that were being told and go on an emotional journey with the facilitators. I think we largely achieved it because of what the production team brought to the experience. If we hadn’t had the element of music and lighting and so forth, that really became almost like another member of the facilitation team where all of those elements in the room, we still would have gotten somewhere with the team, but it would not have been nearly as impactful. And so I look for that now, especially when I’m doing something on a bigger scale.

Because you’ve got to be able, I think, when you’ve got… The more people you have in the room, it’s like you almost have to have these things choreographed in an even stronger way to have the impact. It’s like, the more bodies that are in the room, the more things have the potential to be diluted. And if you really want to have the impact, you’re going to have to keep upping the ante, but you’ve got to have a producer who fully understands that and can work with you on timing. Timing is big and visual impact is big. We’re visual creatures. So yeah, gosh, that was a lot of fun. I’ll remember that forever. And it set a new standard for me, in terms of how I’m thinking when I’m thinking about designing for large groups.

Douglas Ferguson:

Yeah. It’s a different ball game when you got way more folks and way more things that you’re thinking about, what could go wrong or what attentions could shift. And it’s such a big wave that could happen.

Grace Losada:

Yeah, yeah. And everything does go wrong, by the way. Everything does go wrong. And I think that’s another beautiful part though of facilitation. And I think it’s a point where you can see a facilitator sort of level up when they… There’s this point where I think facilitators stop fearing that the mistakes and the errors and the things that go wrong, and instead, start noticing them as opportunities. And comfortably leveraging those things to propel the learning, whether it’s as simple as bringing human fallibility into the room and just acknowledging that these things happen, and what that does to people’s willingness to take risks and be wrong and show their vulnerability or maybe something more profound too. But I think that’s a really important lesson for facilitators. And I also think it’s one that you can talk about ahead of time, but it’s not until you really have the experience that you start to truly trust that.

A phrase that I use all the time is trust the process. And just know that whatever happens, it’s going to be okay. And that’s usually my final message when I’m working with a group of facilitators. And we’ve done everything we can to prepare, and then it’s time to release and just go do the thing. And the last thing I try and always remind people is, listen, trust the process. You’re not going to do something so wrong here that it’s going to sabotage the whole thing. In fact, it’s going to be beautiful. And just know that and just trust it. And magical things happen in these settings and I really enjoy watching that. And in that respect too, I feel as a facilitator, if we’re tuned into that, we never stop learning either, which is part of the appeal to me of facilitation. We get to continue learning and making new connections throughout this process, even though we’re sort of there supposedly setting up the learning for others. I think that part is magical.

Douglas Ferguson:

Yeah. I think similarly, you mentioned building a shared language for your facilitation team at Change Enthusiasm Global. What rituals, artifacts, or even debrief habits are helping keep that language alive across different clients and contexts?

Grace Losada:

That’s a great question. I think a lot of it is about repetition, deciding what’s really important. What are those things that need to be centrally held, and making sure that we’re attending to that over and over again, and we’re saying it over and over again. And I think also, there’s something about it that needs to be playful, so that that language… I’m trying to remember who I learned this from, but there’s this point when you’re being repetitive about something, there’s this point where it becomes a little obnoxious. And then if you keep going, it becomes fun again. And it’s funny, and you can be a little self-deprecating about it. And it’s like, “Yeah, I know I’ve said this 15,000 times and here we go, 15,001, because it’s that important.” And so I think I try and have fun with it, but it’s really about repetition.

There’s an educator, his name is escaping me right now. It’ll come to me. When I first read about in the world of K-12, he was promoting this idea of doing classroom walks. And so what he meant by that was getting together a group of educators and walking through the school building and observing in classrooms and having conversation about that. And the whole point of doing it from his point of view, was to create this common language. Because one of the challenges that you can have in education is you have three people conduct an observation in a classroom, and they come out and tell a story of three very different classrooms, even though they just looked at the same thing. And it’s because they don’t have a common language about how they want to talk what’s important, what are we going to talk about about this space?

And so just doing it over and over and over again, and doing it together and building that language together, and how powerful that is. And I think you have to be willing to allow the language to evolve as well, in that you’ll begin in one place and you’re on this hopefully, lengthy journey of learning. And as you do that, if your language isn’t evolving, you might be doing something wrong because that’s awfully static. Right? And so, I think you’ve got to be willing to allow the voice of the group to come alive and add to what you’re talking about and maybe take away too, when sometimes you realize that, wow, now we have a new awareness that so shifts our paradigm that we’re going to release this part of it, and because now, we kind of see that we want to go in this new direction. And that’s a co-creation. That has to happen collectively. You can start it, but then it becomes something that the group owns, I think, and it should own.

Douglas Ferguson:

So let’s take that ownership and intimacy to another level. You were wrestling with the question, how do we scale intimacy? When we spoke about the alumni story and as you envision ballrooms, maybe even stadiums, what designs, principles guide you to ensure that a massive venue feels like a small, brave space?

Grace Losada:

Yeah. I think I’ll be learning about this for a while, but where I am right now, I mean, I think we can think about it metaphorically like, just life and humankind. There are things that are happening on a global and on a national scale that we’re all experiencing. And yet, in our day-to-day lives, our relationships are much more intimate and direct, and we’re being impacted by what’s happening in our broader context. But still, our day-to-day reality is much smaller than that. If we were to draw circles around like, “What do I experience every day?” And then there’s these rings of context expanding from there, it’s kind of the same thing I’m thinking, when we’re designing for these large groups, is we have to be aware that there are certain things that are going to be experienced by all in this broader context in the space, again, whether it’s a ballroom or even a stadium. You could think about it in concerts too. Right? Everybody’s watching the band play, but they’re also having an intimate experience with whoever is sitting in the seats right around them.

And so being able to be mindful of what those things are, what elements are at play, and how can you impact them through design. Are there things that you can do through design that impact both the broader context and what’s happening in the little space? So yeah, in this instance, the event that we were talking about, we’re in this huge ballroom and there are certain things that everybody is experiencing, but then everybody is also organized into tables. And I think it was 10 tops in this particular environment. There were 10 people at each table. Those people are having an intimate experience. They’re having a unique experience in the room that’s going to be impacted by what everybody else is experiencing, but it’s also going to have elements that only occur at that table because of who is at that table.

And so really thinking about how we set up in a learning experience like that will have usually, moments where we ask people specifically to turn to your neighbor or discuss as a table or that type of a thing, and being really intentional about how we set those moments up. There’s also something to be said also about creating little allegiances and little teams within the team. So we had, again, in this particular experience, people were sitting in the room according to the division that they belonged in the company, and we decided to sort of lean into that. There were some things that the company wanted us to lean into with respect to that, to create a sense of camaraderie and connection on those teams, that was an opportunity to deepen the connection for those teams. And so there were certain things at play that we could pull on that were already in place within the organization, but then that was where we brought in certain color and team names. And we set up these moments of celebration that were specific to the team.

We had talked about there was an energy around and a desire initially, for us to put a lot of competition into the room, which is one way that you can do things. But I think that I tried to resist that a little bit because it can also backfire. And I felt like what this particular organization was trying to accomplish, might not be what they really needed. And instead, what they maybe needed was to celebrate together. And so we leaned into that a little bit, and it worked, and it was really powerful. Some of the intimate conversations that we were asking people to have were pretty emotionally laden. And those were quiet conversations that happened in small groups, and people kept that confidentiality. We talked about that part and set that up. And then we had these slightly larger experiences where people were still affiliated with a smaller group, but they were celebrating together in a way that was not diminishing to any other group, but still was uplifting for the group that they were a part of. And we had a lot of fun with that.

Douglas Ferguson:

So last question before we wrap up. When you imagine someone leaving your largest future events years from now, not recalling every bullet point, but remembering how they felt, what do you hope they say they carry forward in their work, their teams, and their lives?

Grace Losada:

I think it’s connection. I think it’s just about building connection. I believe that as social creatures, we are at our best when we are well-connected to each other, and disconnection is the thing that drives most of our challenges. And so if we’re promoting one thing, I hope we’re promoting connection, human connection.

I went to a concert several years ago, some people listening probably went to the same one. It was a Coldplay concert and I don’t remember the name of the album. I’m not good at this stuff, but it might have just been Colors, that might have been the name of the album, Colors. When you walked into the stadium, you got this wristband that sort of looked like a watch. It was white and there was no face on it. There was no numbers or anything, but it sort of looked like a watch and you were instructed to put this on. And so then, we’re all in the concert, and at some point, these watches start lighting up in colors that are forming patterns and just amazing beauty in tandem with the music. And also, sort of geographically, somehow they know where you are in the stadium because there’ll be waves of colors going through. And it was so powerful. I’ve never forgotten that.

And it’s something that I try and think about, as I’m designing experiences for people, just the power of that moment, how these little… First of all, it was unexpected. Maybe some people knew what was coming. I sure didn’t. And the wristband was white. And so when it all of a sudden, lit up in color, I had no idea that was going to happen. It was beautiful. So visually, it was stunning and it was a connector. It connected everybody. The entire stadium was going, “Oh, wow,” all at the same time. And we’re watching the colors flow through our bodies essentially. It’s connected to our bodies through, and it was the most powerful thing. That’s probably one of the things that that band, Coldplay, is known for, is that they’re good at eliciting emotion and a sense of connection in their audiences. And boy, did that work. That was really cool.

Douglas Ferguson:

Super cool.

Grace Losada:

Yeah.

Douglas Ferguson:

Well, we had to come to a close, so I want to give you an opportunity to leave our listeners with a final thought.

Grace Losada:

Oh, goodness. It’s just to have fun. Just play with this. It’s hard to make a wrong move. I think just have fun with it and recognize that if you have the opportunity to do this work, as in you’re functioning as a facilitator, or even participate as a participant in an experience that’s being facilitated by someone, what an incredible experience. What a wonderful way to learn, to create, to grow, to develop. I just think it’s a unique gift that we have. And not necessarily the way that things are always structured. There’s a lot of times where it’s a stand and deliver or a top down, or this is what it is, and it’s just a forced delivery. And so when we have the opportunity to create experiences in a more creative way that gives the power and the agency to the people in the room, it’s just beautiful. It’s magical. And just have fun with that. And I think the more fun you have with it, the better it goes. And I mean, that’s certainly my goal.

Douglas Ferguson:

That’s lovely, Grace. It’s been such a pleasure chatting with you. Thanks for coming on.

Grace Losada:

Thank you. Appreciate it.

Douglas Ferguson:

Thanks for joining me for another episode of the Facilitation Lab podcast. If you enjoy the episode, please leave us a review and be sure to subscribe and receive updates when new episodes are released. We love listener tales and invite you to share your facilitation stories. Send them to us on LinkedIn or via email. If you want to know more, head over to our blog where I post weekly articles and resources about facilitation, team dynamics and collaboration at voltagecontrol.com. wholeness of people and not just the fragments that we’re expected to show up with. So that we are connecting because we understand that people are carrying so many different things, either things from their past or things from their present that are affecting how they show up. And so how do we just take away the stigma? And make it acceptable to say, “You know what? If we’re not healing, if we’re not healing ourselves, if we’re not investing in that, our workplaces are going to stay sick, our society doesn’t get better.”

The post The Best Practices for Creating Safe and Engaging Learning Environments appeared first on Voltage Control.

I didn’t grow up thinking I would become a facilitator. My first career was actually in dance. For six or seven years, I performed professionally while also juggling different small jobs that I pieced together to make a life in the arts. Dancing nurtured my creativity and encouraged a willingness to try new things and take risks. It also required that I be comfortable in the spotlight. Even though I wasn’t the loudest personality, I learned to step into the spotlight with purpose, confidence, and presence. That experience has followed me into every chapter since and is undoubtedly a grounding foundation for my work as a facilitator now. 

Back then, when I was transitioning from dance into higher education, I wasn’t thinking about facilitation; I was thinking about college students. While working at AXIS Dance Company, where dancers with and without disabilities perform together, I oversaw interns—mostly college students. I found I loved mentoring them as they gained professional experience. Around the same time, my husband and I were involved in college ministry at our church, meeting students where they were and encouraging them in meaningful ways. Looking back, those two experiences were my first glimpses into a world of facilitation, even though I didn’t yet know the word for it.

So I went to graduate school for counseling—not with the goal of becoming a therapist, but because I wanted to be in higher ed. I loved the richness of that developmental time in life: students are asking great questions, trying things, and being vulnerable in ways that adults rarely are. After grad school, I worked in academic advising at UC Berkeley for two years, then moved into my current role at the University of Virginia as an academic coach. I’ve now been at UVA for almost seven years.

My role involves both one-on-one coaching and group facilitation. On the individual side, I meet with students about study strategies, time management, choosing a major, breaking down projects, or managing procrastination. It’s not always straightforward—sometimes students know what they need, other times I help them uncover the deeper challenges underneath the surface. On the group side, I design and facilitate workshops to support student success, such as navigating the transition, adopting a growth mindset, or using the science of learning. I also lead an accountability group for students who struggle with focus and/or organization.. In all these contexts, I began to wonder: how can I refine my skills to lead? What else is out there that could make me better at guiding these conversations and learning experiences?

Searching for Better Tools

During COVID, these questions became urgent. I was teaching a class of 150 first-year students online, plus leading a discussion section of 15 or 20 on Zoom. It was difficult to get them engaged. I remember thinking: I don’t have the tools I need to do this well. A few years later, I taught another in-person class for first-years, and although I managed some good breakout activities, I still wanted to get better. That’s when I started googling.

Somehow, I landed on the word facilitation. That became the keyword that opened up a new world. I discovered Voltage Control through one of their introductory sessions. I could only attend part of it before being pulled into another meeting, but even in that short time, I was struck by the energy, the interactivity, the way engagement was baked into every moment. That was exactly what I was searching for.

I didn’t do a ton of research beyond that. I saw enough to know that this was the kind of growth opportunity I was looking for. I wanted to learn how to design better experiences, not just transfer knowledge. I wanted tools that would help me spark participation rather than stare at blank Zoom screens. Facilitation seemed to be the bridge.

Making the Leap

In the end, the decision was fairly straightforward. I had professional development funding through my job, so the resources were available. The timing worked. The little taste I had seen from Voltage Control felt aligned with what I needed. So I jumped in.

There wasn’t one single dramatic tipping point—more of a quiet confidence that this was the right move. And I’ll admit, I was nervous. I didn’t think of myself as a facilitator at that point. I wondered if I belonged in a certification program where CEOs and senior leaders were also enrolled. But I knew that I wanted to grow, and that was reason enough.

Finding My Place in the Cohort

Once the certification began, I quickly realized the power of being in community. My cohort was filled with people from contexts wildly different than mine—executives, consultants, global leaders. At first, their titles were intimidating. But everyone was kind, and the pairing with buddies helped make the experience more personal. My instructor, Skye, had a background in higher ed, which reassured me that my context belonged in this space too.

During the program, I was paired with three great buddies from around the world. Each person was a valuable connection.: We were fellows journeying the path together, encouraging, sharing ideas and feedback, providing accountability, and more. Even though I sometimes wished there were more people from K–12 or higher ed in my cohort, the diversity of perspectives was a gift. It helped me see that facilitation is a universal skill, one that adapts across industries and cultures.

The content itself gave me several “aha” moments. Priya Parker’s work on the importance of purpose especially stuck with me. Slowing down to ask “why” before diving into planning has transformed the way I design workshops. I loved it so much that I borrowed the book from the UVA Library after giving my copy away, so that I could ask my new hire to read it so we could share the same grounding. The field guide activities were another highlight. I tried “I Used to Think, Now I Think” with a group of incoming first-years, and it worked beautifully. Such a simple tool, but powerful in helping students notice their own growth.

Perhaps the biggest shift, though, was simply starting to see myself as a facilitator. Before certification, I would never have used that word to describe myself. Now I do—with confidence.

Bringing It Back to UVA

The changes showed up quickly in my work. That summer workshop I mentioned, where I ended with “I Used to Think, Now I Think”—I don’t think I could have designed it as thoughtfully a year earlier. It felt like a workshop with more purpose, more intentionality, and more engagement. The response confirmed it. The feedback from colleagues helping to facilitate was overwhelmingly positive, and I’ve heard the Orientation Team wants to include the session multiple times next year, so more students can participate. A few students even stopped on their way out to say thank you and tell me how helpful it had been; for an 18-year-old to offer that kind of feedback unprompted meant a lot.

I have also found myself stepping into meetings and increasing leadership moments with more confidence. After being promoted last fall, I started contributing ideas in peer and supervisor meetings, suggesting new approaches, or gently redirecting conversations. I realized that facilitation isn’t just something I do in front of students—it’s a way of showing up in any group setting. Even as a participant, I can help make a meeting better. I’ve even caught myself drawing on field guide activities informally, like reframing a discussion with colleagues by borrowing language from “hopes and fears,” or inviting quieter voices in the room with a facilitation move instead of waiting for someone else to steer.

Looking Ahead

For now, I see myself staying in higher ed. Maybe at some point I would consider a move into talent development, but for now I still love working with college students and I love the vibrancy of this developmental stage..Wherever I go, whether in work or in my personal life, facilitation skills will translate. I know I’ll keep drawing on these tools whether I’m teaching, coaching, or leading meetings.

I also hope to keep connecting locally. I attended the first Facilitation Lab Charlottesville meetup, where I ran into colleagues from UVA I didn’t even realize had gone through the certification. That was energizing, to see how this work is sparking connections even on my own campus and within my context. I’d love to keep building those networks and practicing together. It reminded me of the joy of bumping into fellow learners unexpectedly—like discovering a shared vocabulary that makes collaboration easier. Knowing there are others nearby experimenting with facilitation gives me energy and courage to keep practicing, not just alone but as part of a living, breathing community.

Facilitation has given me new confidence and new language for the work I’ve already been doing. It has shown me that what I do matters, even if my context looks different from others in my cohort. If you’re considering certification, my advice is simple: reach out. I had a one-on-one call with Eric before joining, and his validation gave me the assurance I needed. Don’t be afraid to ask, does this fit me? The answer might surprise you.

And once you’re in, start your portfolio early. It’s time-consuming, yes, but worth it. The process forces you to reflect, to capture your growth, and to own your voice as a facilitator. For me, that was the real gift of certification: not just learning new tools, but learning to see myself differently. And now, whether I’m in a classroom, a meeting, or a community gathering, I carry that with me.

The post From Stage to Seminar appeared first on Voltage Control.

A New Chapter in Collaboration

As Miro unveils its next chapter in collaborative AI at Canvas 2025, we’re reflecting on a journey that began not with code, but with a question:

In an era when most AI tools promised to make individuals faster, we wondered how AI could make teams better. After years of running facilitation workshops around the world, one truth was clear: most innovation problems aren’t about ideas—they’re about alignment. People don’t struggle to think creatively; they struggle to think together.

That’s the problem we set out to solve. And that’s where this story begins.

The Vision Before the Tools

Back at SXSW 2025, we invited a room full of innovators, facilitators, and technologists to imagine a new kind of collaboration—one where artificial intelligence wasn’t a tool outside the circle but a teammate inside it.

Our session, AI Teammates: Facilitating Human Connection in the AI Era, wasn’t about automation or productivity hacks. It was about relationship. We staged a live experiment: participants interacted with fictional “AI teammates”—each with a personality and role to play in the group dynamic.

• There was The Challenger, who surfaced hard truths.
• The Synthesizer, who connected patterns across ideas.
• The Optimist, who expanded possibility.
• And The Historian, who anchored choices in precedent.

These personas weren’t chatbots. They were conversation archetypes designed to stretch how people think together.

As the session unfolded, something remarkable happened. The room came alive—not because of any output the “AI” produced, but because people started thinking differently about how they thought together.

When the exercise ended, one participant said, “I’ve never seen AI make a conversation feel more human.”

That comment stuck with us. It wasn’t about speed; it was about sensemaking. And yet, at the time, there was no product to make this vision tangible. It was still a simulation—a facilitation experiment about what could be.

The Moment Miro Made It Real

Fast-forward to the summer of 2025. When Miro invited us into the early beta of AI Flows and Sidekicks, we instantly recognized it as the missing bridge between concept and capability.

Here, finally, was the interface we had imagined at SXSW:
AI that could listen, synthesize, and act alongside humans, right inside the collaborative canvas.

We began experimenting in August, building facilitation patterns and testing how Miro’s new AI could support real-time group work. What we discovered was transformative.

AI Flows acted as intelligent pipelines—automating the translation of inputs (research, briefs, notes) into structured, visual outputs like user journeys, prototypes, or summaries.

AI Sidekicks took it a step further. They gave form to something we’d imagined months earlier at SXSW: AI as a teammate, not a tool. With Miro’s Sidekick framework, we could finally bring our original AI Teammate personas—The Challenger, The Synthesizer, The Optimist, The Historian—directly into the canvas as participants that offer voices often missing in the room. Whether surfacing dissent, expanding optimism, or connecting overlooked patterns, these AI teammates help facilitators create richer, more balanced conversations. What had been a facilitation exercise in Austin became an intelligent, inclusive system teams can now use in real sessions.

It was the perfect realization of our SXSW philosophy:

We brought our original AI Teammate personas—The Challenger, Synthesizer, Historian, and Optimist—into Miro as Sidekicks. We even added new ones:

• The Sketcher, who makes structure visible.
• The Co-Facilitator, who guides process and inclusion.

Each Sidekick embodied a mindset we teach in facilitation—listening deeply, synthesizing meaning, and supporting clarity.

For the first time, AI could actively participate in a team’s thinking process rather than merely executing after the fact.

Behind the Scenes: Building the Bridge

Our collaboration with Miro’s product and partner teams felt like a masterclass in co-creation. We shared prototypes, tested facilitation flows, and offered feedback on how facilitators actually use AI in live settings.

Our earliest conversations centered on one key distinction:

That question shaped our approach to every prototype.

We realized that the future of collaboration isn’t about speeding up work—it’s about amplifying shared understanding. AI should help teams see patterns sooner, articulate assumptions faster, and move forward together more confidently.

It’s not automation for automation’s sake. It’s augmentation for alignment.

Instant Prototyping: From Insight to Alignment in Minutes

To prove this approach, we built Instant Prototyping—a Miro AI Flow designed to help teams move from an opportunity to a prototype in minutes.

Instant Prototyping turns messy beginnings into momentum.
You paste your opportunity brief, add any research, and click “Run.” Within moments, the Flow generates:

1. Research Insights — a synthesized view connecting what you know.
2. User Flow — a map of how someone might engage with your solution.
3. Screen Requirements — what each step needs to deliver.
4. Prototype — a visual concept you can immediately react to.
   

The process feels facilitative: review, adjust, and re-run. Each iteration invites reflection and sharper focus. When the AI gets it wrong, that’s useful—it reveals assumptions, gaps, and preferences faster than traditional review cycles ever could.

“When the AI is wrong, it’s useful—it surfaces gaps and preferences fast, accelerating alignment.”

This pattern—speed plus direction—has become the backbone of how we help teams build clarity in real time.

Proof of Concept: Breakout Buddy

The first major product we built using Instant Prototyping was Breakout Buddy, a revolutionary Zoom facilitation app that gives hosts unprecedented control over breakout sessions.

In just a few weeks, we went from a blank canvas to a working prototype. Using AI Flows, we synthesized user research, mapped facilitator pain points, and visualized solutions—all inside Miro.

Each iteration made the design clearer. By the end of the first session, we weren’t debating what to build—we were deciding how to make it real.*

That clarity paid off. Breakout Buddy is now in review at Zoom’s marketplace, a tangible example of how facilitation-guided AI can accelerate both design and decision-making.

Instant Prototyping didn’t just make us faster; it made us truer to our facilitation roots—inviting multiple perspectives, clarifying intent, and turning conversation into shared artifacts.

Field Testing with Real Clients

Following the success of Breakout Buddy, we began testing Instant Prototyping and AI Flows with select clients in diverse industries.

• Financial Futures Planning App: A fintech startup used our Flow to translate complex customer research into clear decision journeys. Within a day, they had multiple prototype directions visualized—something that previously took weeks of back-and-forth between product and design teams.
• Local Home Services Platform: A startup supporting plumbers, electricians, and home service professionals used Instant Prototyping to map their booking experience. The team went from vague strategy discussions to a concrete, visual service flow in a single session.

These pilots validated what we believed all along:

Each engagement reaffirmed that the goal isn’t to replace human thinking—it’s to surface it faster, make it visible, and align around it collaboratively.

AI Teaming: A New Paradigm

At Voltage Control, we call this shift AI Teaming.

It’s the practice of designing relationships between humans and AI systems that are purposeful, participatory, and aligned with facilitation principles.

Most organizations treat AI as a personal productivity tool. But true transformation happens when AI becomes part of the collective intelligence of the group.

Facilitation provides the ethical and practical structure for that shift. It defines:

• How we listen to AI (and each other).
• When to pause automation for reflection.
• How to ensure every voice—including digital ones—is used responsibly.

AI Teaming is not about doing the same things faster. It’s about working differently:
more conscious, inclusive, and experimental.

“Facilitation has always been about helping groups find clarity together. Now AI can help us see that clarity forming in real time.”

AI Teaming, Not AI Tooling

There’s a quiet but crucial distinction shaping the future of work: AI tooling is about personal productivity. AI teaming is about collective intelligence.

Most organizations still think of AI as something individuals use to move faster — a personal assistant, a summarizer, a generator. Helpful, yes. But when every person uses their own AI tool in isolation, the result isn’t alignment; it’s fragmentation. Ten people might leave a meeting with ten versions of truth.

That’s why facilitation matters.

AI Teaming is built on three principles we’ve practiced for years in facilitation:

1. Inclusion: Everyone — human or machine — has a voice, but not every voice should dominate. The facilitator’s role is to balance inputs and create psychological safety for contribution.
2. Transparency: The group should always see how conclusions are reached. Hidden algorithms are the enemy of trust. That’s why we design Miro Sidekicks to work in the open — you see every prompt, every output, every change.
3. Purpose: AI should never be busywork. It exists to clarify, not to clutter. When used well, AI helps teams focus on why they’re doing something, not just how fast they can do it.

In practice, this means running meetings where AI participates visibly and democratically:

• The Synthesizer summarizes insights, and the group edits or corrects it together.
• The Challenger surfaces risk, and participants discuss trade-offs transparently.
• The Optimist explores new possibilities, and the team refines them collectively.
• The Historian recalls precedent, and the group draws lessons from what’s come before.
• The Sketcher maps structure, and the team spots patterns, gaps, and next steps.
• The Co-Facilitator proposes next moves, and the team stays aligned and engaged.

When AI joins the conversation like this, facilitation becomes the safeguard that keeps collaboration human.

We’ve seen how powerful this is in action. In workshops where we introduced Sidekicks as participants, teams reported higher engagement and greater confidence in their decisions. It’s not just that the AI saved time; it changed the tone of dialogue.

Participants started talking to each other more — not less — because they had a shared reference point to react to. That’s the paradox of AI Teaming: the more intelligence you add, the more human the process becomes.

“The future of collaboration isn’t human versus AI. It’s human with AI — guided by facilitation.”

Miro Transformation: Turning Capability into Culture

Technology adoption often fails because teams layer new tools on top of old habits.
Our Miro Transformation programs exist to prevent that.

We guide organizations through a facilitation-first approach to integrating Miro’s new AI capabilities responsibly.

• Step 1: Assess How Teams Work
  We observe how information flows, how decisions are made, and where collaboration breaks down.
• Step 2: Introduce AI Intentionally
  We co-design flows and Sidekicks that enhance—not replace—human judgment. This means creating ethical automations that preserve context, learning, and inclusivity.
• Step 3: Measure Real Value
  We focus on results that matter: shorter meetings, higher engagement, faster synthesis, and clearer outcomes.

Transformation in Action

• A global innovation team reduced alignment time by 60% by using Sidekicks like The Synthesizer and The Coach during workshops.
• A leadership group adopted AI Flows for decision documentation, cutting weekly update time in half.
• A product team transformed sprint planning from frustration to flow by running Instant Prototyping to visualize priorities on the spot.

Each story reflects the same truth: facilitation is what makes AI collaboration work—ethically, efficiently, and humanely.

Responsible AI: Designing for Trust and Inclusion

As the world rushes toward automation, facilitation is the counterbalance that keeps technology human.

In our AI Strategy Workshops, we help leaders define what responsible AI looks like in their organizations. Together, we explore questions like:

• How do we make AI reasoning transparent to the team?
• When should a facilitator—not an algorithm—make the call?
• How do we ensure that speed doesn’t silence diversity of thought?
  

Responsible AI begins with inclusion and ends with trust. It’s not a checkbox—it’s a culture.

By grounding AI use in shared principles, we ensure it supports the behaviors that make teams thrive: curiosity, dialogue, and accountability.

Product × Practice × Purpose

At Voltage Control, our partnership with Miro rests on a simple but powerful equation:

• Product gives teams intelligent scaffolding for synthesis and action.
• Practice ensures those tools are used with intention and care.
• Purpose keeps it all rooted in why we collaborate in the first place: to connect, create, and contribute meaningfully.

This triad—Product × Practice × Purpose—is the DNA of AI Teaming. It’s how we turn new technology into new ways of working.

Facilitator Reflections

When we facilitate, we tune into the subtle shift—the instant confusion gives way to clarity. You can see the spark. You can feel the room align.

Seeing that same shift occur with AI present on the canvas is extraordinary. It’s not about replacing intuition; it’s about scaling it.

Facilitators now have new instruments to play with—flows that structure conversation, Sidekicks that spark reflection, and automations that handle logistics so humans can focus on what matters most: the quality of connection.

That’s the art and science of facilitation in the AI era.

The Full-Circle Moment

From SXSW to Canvas, we’ve witnessed a transformation that began as a thought experiment and matured into a new practice of working together.

Today, every team can experience it firsthand:

• Run a Miro AI Flow to turn insights into prototypes.
• Invite AI Teammates like The Challenger or Synthesizer to expand group thinking.
• Use Utility Sidekicks to manage the board and free up human attention.

This isn’t a simulation anymore. It’s collaboration—amplified.

“AI teaming was once an idea we simulated.  Now it’s something every team can do—live, visual, and human with Miro.” —Douglas Ferguson, Founder & CEO, Voltage Control

Join the Movement

Explore how facilitation and AI come together to unlock team potential:

• Explore Voltage Control’s Miro AI Collection
• Join the Instant Prototyping Waitlist
• Discover Miro Transformation Programs
  

Because the future of collaboration isn’t about replacing people,  it’s about inviting AI in to help people work better, together.

The post AI Teaming Comes Alive on the Miro Canvas appeared first on Voltage Control.

As the air turns crisp and the nights arrive sooner, the horizon can feel a bit foggy—especially when teams are staring down big bets and competing priorities. October is a season for lanterns, and in our world of collaborative leadership and facilitation, AI Teammates are exactly that. They throw light just far enough down the path to reveal the next steps with confidence. Not because they’re perfect, but because they are tangible. A first draft beats a first debate, every time.

If you’ve felt the growing tension between moving faster and staying customer-rooted, we’ve been there too. That’s why we’ve doubled down on AI Teaming—collaborating with AI in the room so teams can shift from abstract concepts to concrete artifacts in minutes. Ambiguity becomes visible, discussable, and solvable. You see what you want—and just as often, what you don’t. Either way, you move.

This month, we’re excited to showcase how Miro’s new AI features make collaborating with AI not just possible, but exceptionally practical for facilitators and leaders. We’re Platinum Sponsors at the Miro Canvas Conference, partnering to deploy facilitator-focused product innovation tools on top of these new features. These all roll out into the Miroverse soon; for now, there’s a waitlist as Miro completes the feature release process. Consider this your early lantern beam—what’s now possible and how to harness it for your team.

In the Room

Most organizations still treat AI as an individual productivity tool—something to use before the meeting to prep and after the meeting to summarize. That’s helpful, but it also isolates the learning and amplifies misalignment. You wind up with fast individuals heading in slightly different directions, creating more fog for the group. What teams need is shared momentum, not solo velocity. Bringing AI into the meeting—live, visible, and facilitation-ready—changes everything.

We’ve been experimenting with that shift for the past year. Some of you joined us at SXSW for our AI Teammates workshop, where we introduced AI personas to enrich team conversations. We imagined what it would look like to treat AI as a dynamic teammate, contributing perspective at just the right moment. Now, with Miro AI Flows and Sidekicks, that vision is ready for prime time. You can strategically place one-click buttons on your board to generate artifacts, synthesize research, or introduce a missing viewpoint—right in front of everyone. No toggling. No mysterious magic. It’s collaborative, transparent, and grounded in your team’s context.

This is a competency-building moment for teams. Instead of optimizing individual AI hacks, codify your best prompts and patterns as Sidekicks embedded in your templates and team spaces. That builds a shared library and spreads capability beyond a few power users. You’ll see your facilitation hygiene get sharper: clearer decision rules, tighter timeboxes, faster cycles of consent-based iteration. And most importantly, you’ll collectively build the muscle of collaborating with AI, not just using it.

Think of it like this: AI Teaming speeds up the “what” and “how,” giving you back time and attention for the “who” and the “why.” In a world filled with AI fog machines, your job as facilitator is to design a container where evidence is visible, decisions are crisp, and the team experiences AI as a lantern—lighting the next few steps together.

Activity of The Month: Instant Prototyping

Our new Instant Prototyping Template is a practical example of an AI-powered flow that transforms research insights and strategic vision into tangible prototypes. In minutes, you’ve created the full stack of artifacts needed to move from hypothesis to something the team can react to.

Then the facilitation begins. We pause for structured reviews and workshopping between each step—not to slow things down, but to build confidence. The first draft is a litmus test. It’s usually wrong in useful ways, surfacing gaps in context or fuzzy assumptions that would have stayed hidden for weeks.

Two practical tips make this flow sing. First, version as you go: duplicate frames before regenerating and version-label them (e.g., Flow v1.2). Second, trace decisions back to evidence. As you review outputs, highlight where a flow step or screen requirement connects to a direct quote, a research insight, or a JTBD. Decision clarity grows when the evidence is visible and near. You move faster because you trust the direction.

Speed matters. But what matters more is direction. Instant prototypes give you both—an initial draft to react to, and a concrete way to align around user-centered evidence. You’ll move from research insights to confident product decisions faster, with less debate and more learning. When the fog is thick, create a draft and let the team see the next step together.

From Draft to Decision 

When drafts are easy to generate, the bottleneck shifts from creation to decision. That’s a good shift—as long as you’re working with clear decision rules. We encourage teams to adopt consent-based iteration in place of endless consensus-seeking. Consent asks, “Is this good enough to try for now?” rather than “Do we all love this?” It privileges learning and movement over perfect alignment – small bets beat big arguments.

Put this into practice with lightweight, recurring moves. After each auto-generated artifact, timebox a three-part review: What’s useful here? What’s missing? What will we try next? Use dot votes to prioritize the top two or three changes and capture them as prompt updates or flow adjustments. Then re-run the relevant step. If a stakeholder says, “This isn’t it,” ask them to point to the evidence and translate their feedback into a prompt tweak or a research addition. 

Facilitators, this is where your craft shines. Name the decision up front. “By the end of this session, we’ll have a directionally correct prototype of onboarding plus a short list of open questions.” Timebox the creation of first drafts via the flow, then spend your energy facilitating the review and remix moments. Keep a visible decision diary on the board to track how evidence drove changes. The more you practice this loop, the more your team’s AI competency grows—and the more everyone experiences AI as a teammate rather than a mystery box.

Case Study: Breakout Buddy

We recently used the Instant Prototyping flow to build something our community has wanted for years—a Zoom app we’re calling Breakout Buddy. Many of you have joined our Facilitation Lab Mates events where we run speed networking and match people with accountability partners. The experience is energizing, but the logistics are painful. Zoom doesn’t design breakouts the way facilitators think. There’s no drag-and-drop. Timers are limited. You select number of rooms instead of people per room. And running patterns like 1-2-4-All requires manual, error-prone steps. We had a hunch that a facilitator-first tool could change the experience.

To build it, we gathered research from community listening sessions and Huddles, collected wish lists and gripes, and wrote an Opportunity Brief that detailed use cases like speed networking, group merge and split, and easy time extensions. We dropped all of that into the board and clicked once. The first pass got plenty wrong—exactly what we needed. It misinterpreted “preformatted” in a way that wasn’t helpful and didn’t yet account for saving and recalling group configurations. Those misses illuminated what we hadn’t explicitly included. We added precise requirements, traced the needs to specific quotes, and reran the flow. Within a few hours, we had a prototype that captured the core facilitator workflows, ready for a designer to polish.

Here’s what’s inside Breakout Buddy. You can rapidly set the number of people per room, merge or split groups to run patterns like 1-2-4-All, extend time with a single click, and mark participants who shouldn’t be assigned (think observers or folks with connectivity constraints). It remembers those choices so your cognitive load drops each round. The goal is simple—free you from tedium so you can focus on relationships, process, and purpose. The app is now in Zoom’s approval pipeline. We’ll offer it free to facilitators once it’s live; newsletter readers will hear first. In the meantime, the story behind it is the point: Instant prototypes helped us get from idea to clarity to build in days, not months, and kept us anchored in real facilitator needs every step of the way.

Run Your First Instant Prototype

If you want to try this with your team, block about 90 minutes and pick a clear decision to make. Load an Opportunity Brief and your best research, then run the flow together. The first set of artifacts—Research Insights, User Flow, Screen Requirements, Prototype—will land in minutes. Don’t rush past them.

Facilitate three quick reflections: What’s useful? What’s missing? What feels ready to test? Treat each draft as a conversation starter, not a verdict. Capture insights, update prompts, and re-run the step to see what changes. Keep early versions visible so you can remix later—seeing your evolution builds confidence.

Wrap with a simple consent check: Is this good enough to try for now? Record the decision and next steps in a quick decision diary. Even one or two cycles will shorten time-to-tangible dramatically and strengthen your team’s collaboration muscles.

Advanced Moves

Once you’ve got the basics down, keep evolving your flow:

• Codify what works. Turn great prompts into shared Sidekicks so others can build on them.
• Keep evidence close. Link research and prototypes so every choice traces back to insight.
• Remix intentionally. Combine the best of multiple drafts into a stronger version.
• Slow down to learn. Instant doesn’t mean reckless—pause for reflection where it adds value.
  

The goal isn’t to automate creativity, but to amplify it. Each run builds sharper instincts and a stronger rhythm for thinking with AI, not just through it.

The Facilitation Edge

The more AI accelerates creation, the more facilitation matters. Instant prototypes don’t eliminate the need for structure; they heighten it. Without clear decision rules, timeboxes, and roles, teams will still spin—only faster. The good news is that these AI-powered flows free you from tedium so you can lean further into the work that requires human judgment and relationship-building. You’ll spend less time herding tabs and more time helping people make sense together.

Treat your board like a living workshop. Place buttons where you want to trigger generative moments. Add visible agreement frames to capture consent checks and decision diaries. Name the decisions for each session and timebox the creation. Facilitate critique as remix. When the prototype is wrong—and it will be at times—frame it as a lantern in the fog that illuminates what matters next. Mistakes become maps.

And remember, bringing AI into the meeting is the unlock for team-level competency. Individuals optimizing alone will always struggle to align. Teams practicing together can develop shared habits that stick. We’ve been revitalizing our AI Teammate personas for Sidekicks so you can easily bring missing perspectives into the room. Imagine clicking a button to hear from a skeptical CFO persona or a privacy-conscious legal voice, grounded in your actual company context. That’s not science fiction anymore. It’s simply good facilitation—expanded.

Ready to bring this magic to your team?
Join the AI Teammates waitlist for early access when it launches in the Miroverse.

The post A Lantern in the Fog appeared first on Voltage Control.

In this Facilitation Lab podcast episode, host Douglas Ferguson interviews Rubens Filho, Director of Spells & CEO of Abracademy, about using magic as a tool for transformative learning and team development. Rubens shares how magic, psychology, and learning design are blended to create engaging, research-informed workshops that foster curiosity, wonder, and collaboration. The discussion covers the origins of Abracademy, the power of metaphor and storytelling in leadership, the importance of embracing diverse perspectives, and the impact of shifting from militarized to magical language in the workplace. The episode highlights the value of human-centered, memorable learning experiences.

Show Highlights

[00:04:27] Personal Journey into Magic
[00:06:10] Integrating Psychology, Neuroscience, and Magic
[00:11:04] The Role of Secrets and Trust in Magic
[00:15:22] Challenges in Blending Magic, Science, and Learning
[00:19:02] The Dual-Facilitator Model
[00:26:56] Magic’s Universal Language and Global Reach
[00:34:09] Looking to the Future: Humanity and Technology
[00:42:21] Final Thoughts: Shifting from War to Magic Language

Links | Resources

Abracademy on Instagram

Abracademy on X

Abracademy on the web

About the Guest

Rubens Filho transforms the way teams and organisations learn, grow, and connect. As Director of Spells & CEO of Abracademy, he has spent the past decade reintroducing the magic of human potential into the workplace—helping people rediscover wonder, belief, and collaboration through a unique blend of expert facilitation and real magic (yes, actual magic!).

Before entrepreneurship, Rubens spent 17 years as a Creative Director in global advertising, leading award-winning campaigns and multicultural teams across Brazil, London, and other international markets.

His mission? To make business more human—one magical experience at a time.

About Voltage Control

Voltage Control is a facilitation academy that develops leaders through certifications, workshops, and organizational coaching focused on facilitation mastery, innovation, and play. Today’s leaders are confronted with unprecedented uncertainty and complex change. Navigating this uncertainty requires a systemic facilitative approach to gain clarity and chart pathways forward. We prepare today’s leaders for now and what’s next.

Subscribe to Podcast

Engage Control The Room

Voltage Control on the Web
Contact Voltage Control

Transcript

Douglas Ferguson:

Hi, I’m Douglas Ferguson. Welcome to the Facilitation Lab Podcast where I speak with Voltage Control certification alumni and other facilitation experts about the remarkable impact they’re making. We embrace a method agnostic approach so you can enjoy a wide range of topics and perspectives as we examine all the nuances of enabling meaningful group experiences. This series is dedicated to helping you navigate the realities of facilitating collaboration, ensuring every session you lead becomes truly transformative. Thanks so much for listening. If you’d like to join us for a live session sometime, you can join our Facilitation lab community. It’s an ideal space to apply what you learn in the podcast in real time with peers. Sign up today at voltagecontrol.com/facilitation-lab, and if you’d like to learn more about our 12-week facilitation certification program, you can read about it at voltagecontrol.com. I’m with Rubens Filho, co-founder of Abracademy, where he creates magical learning experiences that helps teams grow, collaborate, and rediscover wonder in the workplace. He blends professional development, psychology, and real magic to transform how people learn, work, and connect. Welcome to the show, Rubens.

Rubens Filho:

Thank you, Douglas. It’s a pleasure to be here. Curious to know where this conversation will take us.

Douglas Ferguson:

I am interested as well, and we spoke earlier this summer, I guess it was late spring, early summer, and you’re anticipating a nice holiday and this 10 year anniversary, a lot of excitement around that for you. So I’ve been looking forward to this conversation. And so I want to start by looking back at the dawn of Abracademy. In 2015, Unicode founders set out to unlock the magic potential in people. So I’m just curious for the listeners, what inspired the idea of blending learning design and magic?

Rubens Filho:

Well, thanks for your question, Douglas. I guess in 2015 there was an idea of trying something different like making learning more engaging in some way, and that kind of converged with this, how can I say, skill that I had. I’ve been a magician since I’m a teenager and I met another magician. We start to talk about things about possibilities, and that’s when Alex told me, one of my business partners, he said, “Rubens, what if we create a school of magic?” I said, “Well, Alex, perhaps we don’t create a school of magic, but if we could use magic to teach people other things, that could be beautiful.” And that’s how we started it.

Douglas Ferguson:

At the time when you were thinking about teaching other things, were there needs you were noticing, or were there things that you were driven to help people understand about themselves or the world?

Rubens Filho:

Yes. I came from, after 20 years in advertising, I joined Hyper Island for a masters in digital transformation. So this year at Hyper gave me lots of space to think about the things I wanted to do, the business I wish to create, and that kind of brought me to realize that I wanted to work with people’s transformation. After working in communication for long, I wanted something more purposeful. And what I realized at Hyper is that digital transformation technology is just one side of the story, what’s important to change the other side, which is change the humans. And that kind of came together with this idea of bringing something new. So how can we help people transform and change? And magic seemed like a great way of doing it in an authentic manner with a different perspective.

Douglas Ferguson:

And did you meet Jenny at Hyper Island? Jenny Thielen, a good friend of Ultra Control and familiar with her work for a long time. Now I know she’s with you over at Abracademy. So did you all meet when you were at Hyper Island?

Rubens Filho:

No, not at that time. Jenny joined us two years ago. Of course, when we hear that each other went through a Hyper Island experience, then it makes everything easier. But at the time we didn’t know each other. We have lots of friends in common that are there or were there, but yes, it’s a recent acquaintance, let’s say.

Douglas Ferguson:

Yeah, yeah. And so coming back to beginnings, how did you first get into magic? What was the original draw there?

Rubens Filho:

Yeah, I had this drive for performance. So first I start doing juggling. I liked circles, I played with circles in my early teen days. And then one day I saw this magic course and that triggered my curiosity. I said, “Oh, let me take it.” It was before YouTube, so I had to become an apprentice of a magician, which was quite interesting. I was an apprentice for four months, and then I graduated with a magic show. So that was fun and that kind of… I started the journey. Then I became very passionate for a few years, and then as my career took off in other realms, then it became just a hobby until Abracademy.

Douglas Ferguson:

And what was your first magic show? Do you remember? Was there anything interesting about one of your early magic shows that’s memorable?

Rubens Filho:

Yeah, it was old times traditional magic, but I do remember that I performed three magic pieces and one of them was with doves. So I worked with doves for a few years, later on became bigger stage show. But today people don’t work with doves anymore. But I had two doves, would nurture and train them, and we worked together, collaborated well.

Douglas Ferguson:

Oh, wow. So early on it was collaborating with doves and now it’s collaborating with people.

Rubens Filho:

Yeah, exactly. I mean, I did other things, very interesting pieces of magic. But that was a great start.

Douglas Ferguson:

So I’m just curious about exploring more of the influences. There’s this psychology, magic coaching. How do you see them all fitting together?

Rubens Filho:

Yeah, I must say that first of all, there was my career in advertising as a creative director, I had to work with people from different backgrounds that had lots of different wants and needs and egos, and a lot of my talent was dealing with these people and bringing them together. So I think that is one part of the story of the foundational things that later on played a role. But when we got together and start to explore how magic could help, the first year of Abracademy, we only worked with young people and the need there was to give them confidence, to provide psychological safety so they could contribute. There was a sense of belonging that was born there. There was the element of play. We start to work with number of schools, but also with the NHS. We did work with some kids that had mental health challenges that struggled to keep their attention, even if it’s for 30 seconds and magic helped grasp that attention and then bring something new, some kind of learning.

There is this element of the experiential learning that in part I start to experience at Hyper Island, but we took to another level, how can we make experiential learning interesting and powerful? So the psychology and neuroscience aspect comes from another need. I realized that for us to use magic for a purpose that went beyond entertainment, we needed to bring credibility. So from the onset we partnered with a number of magicians that worked with Goldsmith University. They were researching through magic and we start to do some collaboration. And for years we had a scientist in the team. So we first started with neuroscientist, then we had a scientist that focused on well-being and positive psychology. Then we had another one that focused on decision making, and now we have one that’s about cross-cultural collaboration. So I think that was important to bring credibility to the work and the methodology we developed.

Douglas Ferguson:

So tell me a little bit more about the research. How did that work exactly?

Rubens Filho:

Well, there is a number of incredible scientists that do everything with magic. So they research cognition, they research attention, control, they research connection. They research whether secrets help build trust or not. So there are a number of researchers going on that use magic. When I entered this collaboration with Dr. Gustav Kuhn, who also wrote a fantastic book called, The Experience in the Impossible, published by MIT Press, and all this research is there somehow not entirely connected to what Abracademy does, but lots of seeds of things that can be further explored. So my idea at the time was to do things that went beyond just a gut feeling, “Oh, this could work, this could not work.” And that has been working incredibly well.

Douglas Ferguson:

Any particularly memorable research that’s come up that’s really influenced your work?

Rubens Filho:

I guess in terms of the areas, the research, for example, there is this element of perception and how perception works. And this is, let’s say, bringing awareness to the limitations of our perception. It is something that we do using the magic, and it’s fantastic because you can show something, then you show that people didn’t see it, it’s in their faces, and then you bring the reflection and you can move forward. And there are lots of different researchers in terms of where we don’t see and where we see. And that’s what we started to put together. There is also a great research. We had Dr. Hugo Caffaratti was our neuroscientist. He was researching wonder. And that moment that we experienced wonder, the very moment of this cognitive dissonance that we see something that doesn’t match our previous experiences. And then we have this moment of confusion, which is super powerful. But even more powerful is what comes after which is curiosity. And this developed into what we call the wonder mindset.

Douglas Ferguson:

Love that. You mentioned secrets and my ears perked up. What kind of secrets are we talking about there?

Rubens Filho:

Yeah, it could be all kinds of secrets. When you share something with someone and you can’t give your confidence to this person in a way, does that help or not help building trust? And it’s still controversial. I don’t have an answer, but the indication is yes, but the circumstances may vary of depending on what you share and what’s the intention behind sharing.

Douglas Ferguson:

Yeah, it’s not binary, right? There’s a level of intimacy maybe we’re willing to go into.

Rubens Filho:

And this is something I learned working with scientists along these 10 years is that research is difficult. It’s difficult because it researches a particular moment in time. So for example, if you want to research if a workshop is effective or not, it doesn’t work scientifically straightforward because there are so many elements into a workshop. So you can research probably one piece of it, a little part, one exercise, but not the whole thing, becomes a lot.

Douglas Ferguson:

Yeah, it’s really hard to control when you think about controlled experiment. It’s like how do you exactly compare an organization that did the thing versus one that didn’t do the thing? And were all the circumstances the same and all the outside variables. Interesting to think about, especially when you compare someone doing scientific research in a more specifically scientific realm versus a business realm.

Rubens Filho:

Exactly, yes.

Douglas Ferguson:

I’m still stuck a little bit here in these kind of informative moments. Can you share a moment or a story around an early tada moment that you had with a client?

Rubens Filho:

Yeah, I guess it was very interesting because first we worked with the schools and after a year we were going bankruptcy, right? It’s not easy to work with schools. I didn’t have knowledge about the grant space, how to apply for grants. So we started to shift our work towards the corporate space and work in the workplace. So we created the first workshop, it was a pilot, and then immediately we got a workshop with Comic Relief, followed by Twitter. And then came Freeformers, which was another learning company that after doing the workshop with us, they said, “Hey, we have this possibility of pitching for a project with HSBC would like to join us.” They thought the magic could bring something special to the proposal. So we pitched together and we won. So all of a sudden in company in collaboration with Freeformers, we had to train 4,500 people.

And I think this period, it was for a nine-month period, we used magic and we start to train our facilitators, magilitators we call them because they blend magic and facilitation. And I think the insight there was about the potential of magic because I had this idea that magic could teach certain things, but what I start to realize doing it more and more is that it was vast because magic has so many different elements from the science to the psychology, to the empathy, to the relationship with the audience, to the mastery, to the control of attention. So it is so vast that in this space of nine months we could really repeating it again and again and again, see that we had a proper business in our hands that demanded more and more attention.

Douglas Ferguson:

And it’s fascinating, all the variants of things that you can explore there. And I’m curious, which things did you find to be challenging? I’m sure that some things were magic just was ready fit for, but what were the things as you were building the business and working with the clients that you’re became real head scratchers? They’re like, “Oh, we really have to spend some time tackling this one.” Because I asked that question the most proud of those kind of moments when we hit the obstacles and really figured it out. So I’m curious what you ran into over the years like that.

Rubens Filho:

Okay, yeah, I’m going to share some and then you share yours. So we learn from each other. But I think one element that’s so always difficult is to blend all together, blend the science, blend the learning, blend the play. So making things make sense together. So if you developing a new session, let’s say, to talk about attention and how we notice the world, let’s say bringing all these elements together in a way that’s useful for teams, organizations, that is always takes time and takes effort. Over these years we have developed about 15 magical moments we call them. They are three-hour sessions that have one focus. It could be unlocking creativity. We have another one called Unleashing Imagination. We have the power of perception. So each one of them does one thing. Developing one, it’s one of our biggest pleasures to create something new using this vast resource that is magic. And also using, as we talked about, professional development, psychology and everything else.

Douglas Ferguson:

I think that single focus is so valuable. I think oftentimes people try to cram too many things into their agendas and it comes from often a healthy place of we want to do a lot for these. We don’t want to bring a lot of value, but it ends up just being distracting and overwhelming.

Rubens Filho:

And you see sometimes you create something that you find amazing, but maybe people are not ready for it or it’s not their focus at the moment. I don’t know how you find it. Would be curious to hear one of your experiences there.

Douglas Ferguson:

Yeah, for sure. The thing that came to mind for me was balancing because we get a lot of folks that are brand new as well as folks that have been facilitating for years. Coming in and shaping an experience and curriculum that can support both of those folks in the same space at the same time was a fun challenge. And a lot of it has to do with getting people into the right mindset of curiosity and how we can learn. Because for the folks that have been around a little bit longer if something that looks familiar, how do we make sure that they are put in a head space where they examine it and think about what’s different this even though it seems familiar? Because the more experience you get, the more everything starts to look the same because it’s like, “Oh, I can categorize this now I have this language and these ways of thinking about it.”

And also setting up structures, prompts, questions, and even building or scaffolding the experience where the folks that are more experienced can start to understand that there’s a lot to learn from the beginners too, just in how they show up and how they ask questions and how they struggle. Because that’s part of becoming really masterful in your senior capacity is your ability to notice what novice folks are doing and how to even coach them. Being able to explain why you do things the way you do, because some stuff just becomes maybe a force of habit or intuitive after doing things for a long time. So building that capacity to be able to explain it to others I think is really where you get into the higher levels of craft.

Rubens Filho:

Yes, indeed. And the passion that young facilitators bring, it’s amazing, isn’t it? So you have this blend of the experience that know how things work, and they are brilliant at creating these conversations that harvesting the learnings, but then you have this passionate facilitator that brings their energy and wants to divert things. I love that connection and that contrast. And in that regard, I would like to say that Abracademy has a very specific approach regarding magilitation as we call it, which is we always have two people in the room.

We have someone that comes from a facilitation background that can hold the learning, make sure that learning outcomes are there, and we have someone coming from the magic background that is in charge of the magic, but of the joy, of the energy. So it’s not fixed because depending on the facilitator and the magician, it could be that the magician knows facilitation. It could be the facilitator knows magic, a bit of magic, and they play. And I love it because it allows you to bring energy and rhythm to a session that otherwise would be more difficult.

Douglas Ferguson:

And it’s sort of like the improv concept of the ensemble. You’re bringing them together because they have these complementary qualities and when they work together in a cohesive way, it’s bigger than the sum of the parts.

Rubens Filho:

Definitely. When you find a team that becomes extraordinary, right? Because the two of them together makes something even more fantastic. Yes.

Douglas Ferguson:

And something think is remarkable about what you all are doing is if we step back and think about how magic is a powerful metaphor to begin with, and anybody could just invoke the magic metaphor in our facilitation or in how we relate to work, but you’re really taking it a deeper level. It’s more of an experiential tool in addition to the metaphor. So I’d love to hear a specific example of actual illusions or magic that you’re using to either shake up expectation or spark curiosity in learners.

Rubens Filho:

Yeah, thanks for the question, Douglas. I think I can share a few different things because it’s not one thing, the answer is difficult. The first one is, it is, let’s say common that we use a metaphor, we present a magic trick and we share the main idea of the workshop there or something that we want to focus on. So we have a magic trick, for example, which is a small box. And we talk about how important it is for leaders to be curious. And we ask people, “Hey, what’s in the box?” And people say, “Oh, it could be a ring, could be this or that.” And I say, “No, actually this is you.” “This is me,” I say, “And you can see that I’m quite blocked in my way. It’s quite squared. I need to stretch in order to get moving.” And so I take the elastic band off, as I say stretch, I open, but when I open there is a surprise because there is another box inside the box, I say, “But you see it’s not that easy because I’m more square than it looks.

I have all these defenses, I don’t want to change. But if I keep searching and then I open the other box, I find my values,” and inside this little second box there is like a sponge ball. It’s like a little fluffy ball and say, “When I find my values, which is what I care about, what’s important to me, magic happens.” And this moment when I reassemble the box, the box that was outside becomes inside and the one that’s inside comes outside so that I can talk about possibilities. So when I find my values, I can lead with integrity. And then as I open it again, there is another ball. So I say, “Hey, this becomes contagious. When I lead from within, I can bring more people with me.” And there is a less movement where I bring another ball from a different color and I talk about people from different backgrounds and all walks of life. So it straight away makes the point of the workshop, let’s lead from our values, let’s lead with integrity from our values.

Douglas Ferguson:

What a great way to connect people into an important learning. And I imagine too with the magic flare, there’s probably a bit of performance and how everything’s presented and how the ball show up and these kinds of things.

Rubens Filho:

Exactly. I broke it down a bit just for you to kind of understand, but when you do with the magic, it’s quite captivating and you create this wonder and then from this moment of wonder, we have a conversation about wonder, what’s wonder, how it impacts us, and then how curiosity is born. And then we invite people to be in this space of curiosity towards whatever they’re doing. If it’s a leadership workshop, could be about being curious about themselves, being more self-aware. If it is a team development work, it could be being curious about each other and how they work together. And if it’s something bigger for the entire organization, a change program for example, we can ask them to be curious about the entire organization. So using this magic prompt and this magic feeling, this feeling that magic creates to help people then start to shift their perspective.

Douglas Ferguson:

Yeah, that’s fantastic. And I imagine modeling such a powerful tool, and so if magic can allow people to flip a switch and experience wonder, and then you can talk a little bit about what was it like to experience that and how can we harness that more readily in our work? I imagine that’s a pretty pithy conversation, a lovely debrief to have with the team.

Rubens Filho:

Exactly. Exactly. And that’s what great facilitators know how to do also because we are known for the magicians, but we are also extremely good because our facilitators are very senior and extraordinary themselves. So when you are able to harvest an experience like that, then you can move on in their learning journey in a way that’s quite different. And it is not that linear, but it’s fantastic. It’s beautiful like reaching people from a different space.

Douglas Ferguson:

So I’m going to switch gears here a little bit and talk about, if I understand correctly, you spent four weeks in Brazil and a week in Kenya, intentionally slowing down. And what did that journey reveal about your leadership, the company, and your broader purpose for Abracademy?

Rubens Filho:

Thanks for the question actually because I think we need to talk about leadership in different terms nowadays and try to create at Abracademy space that we walk our talk so that we can all be curious and that we can have a less hierarchical structure so everyone can lead depending on what’s needed at the time. So I need to share that we had two maternity leaves in the first six months of this year, and we are not the big company. So it has an impact when two of your business partners go maternity leave. So I had to really accelerate and I was trying to be everywhere and doing beyond my role, and I did, but I was exhausted by July. So I said, “Now is the moment that I need this space and we will need to survive here.” So the rest of the team stepped up and they did what they need to do. So I come back now and I’m regenerated to a certain extent and we can continue to do what we need to do.

Douglas Ferguson:

That’s amazing. You stepped up when time called and then when you needed a break, the other stepped in. And I think that’s really what good teamwork’s about is supporting each other when we need to provide each other support.

Rubens Filho:

Kenya was work already, so it was very nice project, was a lab that we are creating for an NGO. And I think it’s fascinating for me is how universal the language of magic is because we’ve done workshops in 10 languages now, countless number of countries, and it always works. And it works not only because the magic, but also because of the emotions that come out of from magic, the spaces that magic allows you. They’re quite global. If you talk about this feeling of wonder, that’s a global feeling. Everyone in the world feels wonder. So it’s possible to debrief where you’re working with Chinese, Japanese, French, English, German, America, any culture, Brazilian, in any language. Curiosity, how perception works, there are so many elements, empathy, it’s a beautiful space to talk to humans because I think in this world of technology, we need to become more human. So we need to find ways to provoke the human there and magic is a good one.

Douglas Ferguson:

I love that idea of provoking the human. Let’s shift a little bit here with our remaining time. I want to talk about your 10 year celebration and maybe look to the future a little bit as well. So speaking of the 10 year celebration, I know you had a plan that had a really interesting arc. In fact, for me, [inaudible 00:28:31] work is such a core part of how we teach facilitation, how we think about it, big fan of open explorer clothes. And then I love that your appearing act to vanishing act arc because it was so rooted in the magic experience and so super cool and playful. So how did the team come up with that storyline and what does each phase mean to you? Just tell us a little bit more about this really thoughtful and creative journey that you’re taking with the 10 year celebration.

Rubens Filho:

Just to let everyone know, we are doing this 10 year anniversary schedule. It starts with this appearing act, which is September, October. We kick off with feasibility, with our stories, our origin stories. So it’s about sharing these moments and milestones that we had. Then we go coming together to rituals. So this is the gathering. This is the moment for our community to connect all the facilitators, magilitators, the clients, the collaborators. Then there is a moment of gifting and giving, which is like we call a generous spell. So we want to gift inspiration tools, sparks of magic for other people. The last one is the vanishing act. So this is what we are calling the transformation is how we want to close the cycle is with learning. It’s like a reflection where you have one takeaway. What did you learn over along this 10 years? So this is the moment, and I think I consider very important to your question, because we design learning like we design experiences.

This is something very important for Abracademy. We design a workshop, one would design a magic show. So we think a lot about the moments. If you look at a Abracademy design, normally we have four phases, which is we ignite, we explore, we unlock, and we embed. And we always follow these four moments, a moment of igniting the magic. A mindset, it could be that’s a possibility mindset because we have belief mindset, possibility mindset. We have the wonder mindset. So depending on the challenge, we ignite one mindset, then we explore what’s there to be explored in that particular challenge. Then we start with after this exploration to unlock could be connections, it could be thoughts, it could be anything. And then how do we incorporate this in the day-to-day we embed and we try to also design these 10 years in a way that was more meaningful and that lasted a bit longer. So we thought that each one of these phases demanded attention and could do the job that it needs to do, which is we are not celebrating ourselves only, it’s not celebrating our community and the amazing clients that trust us.

Douglas Ferguson:

Super thoughtful and I’m excited to track it from a distance. And one of the things that really resonated with me was this gifting and giving in January, February. And a thought that I had that was emerging for me is our annual conference is in February. And so in the spirit of gifting and giving, I would like to invite you to join us, a free ticket in February if you’re able to make it, or maybe someone in your stead. So I’m just throwing that out there.

Rubens Filho:

Wow, that’s beautiful, Douglas. And I’m happy to do something there if you want me to go share something. It could be one exercise, whatever. I don’t know what shape it takes, but let’s make this even more beautiful. I’m a deep believer in serendipity. I don’t know-

Douglas Ferguson:

There you go.

Rubens Filho:

… how much you read about the serendipity mindset. But it’s beautiful. We’re incorporating in our learnings too, and it’s a bit of what’s happening right now.

Douglas Ferguson:

Amazing. Yeah, the spirit of our conference is all about practitioners coming together and learning together. And so it would be absolutely many moments to try things out and show stuff. And so yeah, we’ll talk more about that. That’s exciting. And then I guess the vanishing act lasts from March to April. Do you have anything planned to really punctuate the end?

Rubens Filho:

I think what we want is kind of make sense, make meaning out of this period. So it’s not something that’s totally structured yet in terms of how we’ll make it, but it is bringing people together to kind of make a reflection. So for example, we have our magilitators club where we have the community. It’s not a massive community, it’s the people that work with us, but we want to bring them together, have a moment, and share the learnings over this period so we can create the future together also. So this can give us ideas and insights to a new moment. I think we also are firm believers in unforgettable experiences. Whatever we build is memorable. And when you create insight for people, when you create connection, you create something memorable. So I think this is a bit of what we are aiming at for this last act, let’s say the vanishing act, imagining the future. Also, obviously from the past and the present, we can imagine the future a bit like the magicians do, right?

Douglas Ferguson:

Yeah. It’s kind of a bit of a lens that we can peer through. And speaking of the future, I was thinking about your next 10 years and I’m curious how you envision Abracademy’s place in evolving landscape?

Rubens Filho:

It’s a very good question, and I guess the foundation is that in this world of technology, we need to become more and more human. So how can we push us to open up to this deeper humanity? How can we empathize much more? How can we be more daring, more creative? How can we innovate? How can we create things together? Maybe collaborating thousands instead of collaborating in dozens or in small groups. I would love to work with a group of 37,472 people, and can we create something there that’s amazing, that’s unique, that’s different? And I think that the technology will enable us to do that.

So help people embrace uncertainty, help people become more and more curious. These are core skills that we need to live in this space of not knowing. Magic is about being in a space of not knowing. We are constantly not knowing. If you want to create impossible, how can you know? You don’t know. So how can we support that? I think there is a massive aspect in terms of and how they can cope. I talk a lot about choosing curiosity over anxiety, choosing curiosity over ambiguity. So I think there are beautiful spaces for us to deep dive and create new things and create learning that’s engaging, but also that allows the human to be there. It’s not like something that you look and then you forget, that makes a difference.

Douglas Ferguson:

Yeah, I mean to use your words, it has to be unforgettable.

Rubens Filho:

Yes. Yeah. Curious to hear a bit from you too where do you want to go next 10 years? Because it is a difficult question to answer.

Douglas Ferguson:

Well, certainly people hear from me on every one of these episodes, but I echo your sentiment around leaning into our humanity. I think that AI is going to force us to do that. There’s a lot of fear of job loss and these things, but I think just with any massive technological shift and invention, it’s going to force us to reimagine what work is, what life is. We’re only on the tip of the iceberg. I usually compare it to when the iPhone came out. Amazing technology, App Store was also an amazing invention, but the first apps in the App Store were calculators.

Rubens Filho:

Yes.

Douglas Ferguson:

So I want everyone to just think about the fact that we’re in the era of calculator apps in the App Store, and so when do we move to… When we get to the point where we’re Uber is showing up, that’s when this AI stuff is really going to be mind-blowing. People think it’s mind-blowing now, but we’re still in the early days, and as rapidly as it’s accelerating, there’s a lot more in store. And I think that it’s important and incumbent upon us to think about our humanity, think about how we’re showing up, think about the life that we want to create for ourselves. It’s easier to guide that now before it’s thrust upon us, and we haven’t been intentionally tending.

It’s sort of like a garden. If we don’t take the time to carefully put the pieces in place, then we’ll end up with this overgrown garden then we had to deal with. So the daily tending and learning and spending time with this stuff I think is super important. So that’s where I’m really focused. It’s hard to have a very specific concrete vision of what it’s going to be like. I just know that we need to spend time cultivating our humanness, being really curious about how it’s changing and attentive to those things so we can set up structures that we’re going to be comfortable with.

Rubens Filho:

When you look at the serendipity mindset, there is a lot about when we tell a story, we make it much more linear than it is, and we forget all the details that were unpredictable and that change our direction. So I loved your question in the beginning when you asked a moment where things had an insight or there was a big change and there were so many of these moments, but I think these moments worked because we had an intention. Our intention remains the same as bringing more magic to the world, specifically the magic of people. Of course, we use the rep in the hat, but we want to unleash the magic of people getting to know themselves, each other and becoming curious about the world they live in. So how can we make this magic bigger? And we know it’s a big task. We won’t do it alone.

That’s why we need collaboration. That’s why we need to be creative, to innovate. But it’s very inspiring to keep that because then when the opportunity arises, we step in. For example, globally, we wanted to become global, but it was not that we, “Oh, let’s become global and create an office here or there.” It was in the pandemic that we became more global than ever because there was a limitation there that you could see as, “Oh, I lost all my business that was face-to-face in day one.” For four months there was zero. I am very curious to hear your story, but for us, we had the dream clients.

We were working with Netflix, we were working with Sony Music, and then all of a sudden, boom, nothing next day. And then we said, “Oh, let’s just start playing online. Let’s do something. Start giving away workshops and just learning the tool, learning how to create the emotions online and how to collaborate.” And I think that openness allowed us now to then become a global business. And now we can be anywhere in the world, not only online, but also physically. We have facilitators in different languages and from different cultures.

Douglas Ferguson:

Serendipity mindset, definitely very helpful during the pandemic being open to possibility. A lot of it was just going with the flow, right? Like, “Oh, here’s a new thing that just happened and how do we address this?” And just a lot of being very comfortable with uncertainty.

Rubens Filho:

Yes.

Douglas Ferguson:

That’s my recollection. To your point, there’s so many details. Some of them you forget. Some of them it is just boring to retell. But man, so much of it was just like, “Wow, everything’s just changing almost on a daily basis.” And you just had to roll up the sleeves and try things and see what stuck and listen to people’s needs. But it’s the same as it’s always been. But there was just so many people experiencing change at the same time that I think that’s what was so unique about it.

Rubens Filho:

Yeah, I love to observe how people react differently. There were people that were in fear for a few months. There were people that were problem solving straight away. And seeing all these different responses I think shows how different we are and how we need to understand each other to be able to collaborate and work better together. Because you cannot just leave one part of the people out because they’re not good in this and the others are. And it’s also like this beauty of diversity and bringing people with their strengths, but also their weaknesses to collaborate.

Douglas Ferguson:

There’s so many working styles and making sure we are supportive and our collaborative ways of working aren’t optimized for one type of individual.

Rubens Filho:

And that’s what the learning we want to create also, right? That can fit different personalities and ways of learning because there is not only one.

Douglas Ferguson:

Well, as we’re coming to an end here, I want to make sure to leave you time to offer our listeners a final thought.

Rubens Filho:

Well, thank you for this opportunity, Douglas. I would like to say that in the world of business, we use way too much the language of war, but we are in the front line. We create the war room. There is so much terminology about war, and there is so much terminology about sports, winning and losing and the ball is in our court and the champions and so on. But what if we use the language of magic, possibility, curiosity, wonder, in magic we make the impossible possible, we make the invisible visible and we make the ordinary extraordinary. So that’s my message. I think the extraordinary starts with us, and I hope we can all together create something beautiful. All these facilitators that are changing companies, that are changing teams, that are provoking people to grow and evolve. I hope we can get together, create something beautiful.

Douglas Ferguson:

I really like that there’s so much of business language as militarized. It’s hard to go a full day without just getting bombarded with. In fact, that right there, I mean, is a little bit of a stretch, but there’s so many places where these metaphors and jargon shows up. And I love the sentiment of adopting more magical language. I’ve heard of people saying they’re going to demilitarize their language, but actually offering them up an alternative I think is powerful. Also, if we really attune to those things, what a fun way to have a memory device. There are these daily reminders of like, “Oh, I just said that, or I just used that, or someone just said that,” and let that be our little memory device, our little reminder, the string around our finger that we need to be thinking more about magic. We need to be thinking more about wonder. So I love that invitation, Rubens.

Rubens Filho:

Thank you. I feel that the world’s not in a good place, and the more we use this violence, violent language, or a language where one wins and the other loses, I mean, this has an impact in our everyday lives and how we connect to other people. So if we shift, I mean, it makes a massive difference where you pay attention and how you act, therefore, because it’s also connect to your thinking and your actions. So let’s give it a go. It’s not easy, but we can try together.

Douglas Ferguson:

Love that. Well, Rubens, it’s been a pleasure chatting with you. I really appreciate you jumping on the show today. We’ll talk more soon.

Rubens Filho:

Thank you very much, Douglas. Thanks a lot everyone.

Douglas Ferguson:

Thanks for joining me for another episode of the Facilitation Lab Podcast. If you enjoyed the episode, please leave us a review and be sure to subscribe and receive updates when new episodes are released. We love listener tales and invite you to share your facilitation stories. Send them to us on LinkedIn or via email. If you want to know more, head over to our blog, or I post weekly articles and resources about facilitation, team dynamics and collaboration at voltagecontrol.com.his work look like for you as you continue to shape it? Where are you hoping it leads to?

Lori Boozer:

I’m hoping, and I’m just really getting started. I feel like Thailand was the birth of a vision, and now I’m in the space of trying to build out the different elements that I see, and that is a long game, but what I would love to see is really just creating more spaces for individuals to talk about healing and what that journey is really like, what it really takes. So that our workspaces and our places of engagement can be spaces that can hold the wholeness of people and not just the fragments that we’re expected to show up with. So that we are connecting because we understand that people are carrying so many different things, either things from their past or things from their present that are affecting how they show up. And so how do we just take away the stigma? And make it acceptable to say, “You know what? If we’re not healing, if we’re not healing ourselves, if we’re not investing in that, our workplaces are going to stay sick, our society doesn’t get better.”

Like collective healing and transformation, all the things that we say we want have nothing to do with just changing the system and everything to do with your own personal change. People are who make systems. We build the systems; they’re a reflection of who we are. So the more we give ourselves permission to heal and expand, the more we help our systems heal and change in ways that support people who can be whole people. So I think that’s where I’m hoping this conversation goes. What does healing look like? How do workplaces become safe containers for whole people? What role does facilitation play in helping people to make that bridge? And how do we embody that? How do we embody that in an age where we’re dealing with artificial intelligence, which I’m not against, but how do we not lose ourselves to it because we become more embodied in our humanity?

Douglas Ferguson:

Well, what an amazing journey to be on, and you’re at this moment of exploration and curiosity can be exciting and daunting and all the things. And I want to remind you, as a Voltage Control alumni, you have access to free office hours, and we love supporting and also just being a sounding board. Sometimes it’s just helpful to tell someone else something and then see how it feels to say it out loud. So join us for the weekly office hours if you ever, you know, contemplating a direction or wanting to sound out some ideas because that’s why we do it. That’s why we want to be there for y’all as you’re going through these transitions.

Lori Boozer:

Definitely. And I think I definitely will. I remember doing my little portfolio. And my picture was about, “How do you have difficult conversations?” And I remember saying, “I want to lean into the hard stuff. That’s where I want to be, in the space where people are afraid to talk.” So I think knowing that there’s continued support as I develop the vision that I’m working on is always great to have operating in the background.

Douglas Ferguson:

Yeah, happy to help and glad to be there for alumni. As we wrap up, I want to give you an opportunity to leave our listeners with a final thought.

Lori Boozer:

I would say for a final thought, I’m going to say two final thoughts. One is every time you feel fear; that’s the moment where you need to lean in. And I think right now there’s a lot of fear because of everything that’s happening, and so we shut down. But it’s like, how do we challenge ourselves to lean into what that fear is asking us to think about or to consider? I think we just have space with everything that’s happening back home to really lean into our healing and to lean into change and personal transformation and use that as an opportunity. And that’s on the individual side.

And I think on the collective side, I feel like, I don’t know that I’m a Meghan Markle fan, but she gets a lot of slack for her show, With Love, I think it’s called. But at its core, it’s really about connecting. And I feel like for all of the backlash that happens, and the way it’s talked about, it’s not just about making the jam; it’s the fact that she’s bringing these people into her world and they’re doing these activities together. And I guess, how do we continue to find ways in all that’s happening to have little moments of connection? To keep the charcuterie board parties going, jump on a Zoom with a bunch of friends. Like, how do we just continue to honor that and create space for that in front of us?

Douglas Ferguson:

Nice. Well, Lori, it’s been a pleasure. I could keep chatting with you on and on and on, but we had to hit the pause and pick up again some other time. But it was a pleasure having you on the show. Thanks for being here.

Lori Boozer:

Thanks for having me. And to be continued.

Douglas Ferguson:

Yes. Thanks for joining me for another episode of the Facilitation Lab podcast. If you enjoyed the episode, please leave us a review, and be sure to subscribe and receive updates when new episodes are released. We love listener tales and invite you to share your facilitation stories. Send them to us on LinkedIn or via email. If you want to know more, head over to our blog, where I post weekly articles and resources about facilitation, team dynamics, and collaboration: voltagecontrol.com.

The post The Greatest Secrets of Blending Magic and Psychology for Team Growth appeared first on Voltage Control.

In facilitation, leadership, and systems change, edges are not simply metaphors. They are indicators of movement, of invitation, of challenge and potential. They show up when we notice our comfort being tested, when our default tools no longer fit the moment, when our story rubs up against someone else’s, or when a group tiptoes toward transformation.

This July, we’re exploring the theme of Edges not only because it shows up again and again in our work, but also because it will guide us through our upcoming Facilitation Summit. To support this exploration, we’re highlighting one of our favorite peer coaching tools: Troika Consulting. This structured activity invites three people to rotate through the roles of client and consultant, holding space for reflection, clarity, and challenge.

This month’s featured facilitation activity is Troika and we’ve included five provocative prompts you can use for Troika that are tied to the acronym EDGES:

• E – Explore the Unknown
• D – Disrupt Patterns
• G – Generate Dialogue
• E – Embrace Tension
• S – Steward Emergence

Each prompt invites participants to work with a different kind of edge—personal, interpersonal, systemic, or strategic. Below, we unpack each letter of the acronym, explore the deeper meaning, and share how it can guide your practice.

Explore the Unknown

Troika Prompt: Where in your work or life are you currently standing at an edge—something uncertain, emerging, or uncomfortable?

The edge of the unknown can feel exciting—or terrifying. For some, it sparks curiosity and energy. For others, it can produce anxiety and resistance. What matters is not whether we enjoy it, but whether we learn to stay present with it. In our certification programs, we often frame this as a “growth edge,” a place just beyond what’s familiar.

Edges are not always visible. Sometimes, we sense them before we can name them: a pattern breaking down, a restlessness we can’t explain, an opportunity that feels both thrilling and destabilizing. Exploring the unknown requires a stance of openness—not to answers, but to noticing.

It also helps to remember that edges don’t always emerge spontaneously. Sometimes we have to seek them. That might look like joining a new community of practice, offering to facilitate in a new context, or even initiating a difficult conversation. Growth happens in motion.

Facilitators aren’t immune to stagnation either. We often see facilitators return to tools and scripts that used to feel alive but now feel rote. Standing at the edge of our own evolution means becoming reacquainted with uncertainty—sometimes even learning to love it. That’s a skill in itself.

Troika is especially powerful for surfacing these edges. As you speak your uncertainty aloud, others can help you see the contours of what’s forming—even if you can’t quite see it yet.

Disrupt Patterns

Troika Prompt: Where are you being invited to stretch beyond your facilitation comfort zone—and what’s at stake if you do?

Disrupting patterns means naming what’s familiar—and questioning whether it still serves. That might be a facilitation habit, a team dynamic, a structure, or even a mindset. Disruption doesn’t have to be violent. It can be intentional, thoughtful, even gentle. But it does require honesty.

We often see facilitators cling to methods that once worked but no longer fit the moment. The urge to “stick with what I know” is strong. But so is the cost of stagnation.

Stretching beyond the comfort zone requires vulnerability. It can also reawaken creativity. The edge here is not about abandoning everything—it’s about holding your tools lightly, staying flexible, and listening for what the group really needs.

In learning theory, this aligns with the zone of proximal development: that sweet spot where challenge meets support. Troika can illuminate this zone by reflecting back where your current comfort is limiting your next step.

And while pattern disruption may start with technique or practice, it often moves inward. It asks, “What am I avoiding by staying in this groove?” or “Whose needs am I prioritizing when I fall back on this routine?” Sustainable disruption requires pausing to explore our own attachments to comfort, control, or perfection. This deeper layer is often where real transformation begins.

Generate Dialogue

Troika Prompt: What’s a provocative question that lives at the edge of your current project or inquiry?

Some edges live between us. They show up in culture, power, language, identity, and expectation. These edges often surface as friction—but underneath that friction is potential. When we generate dialogue at these edges, we open doors to new understanding, deeper collaboration, and collective insight.

Provocative questions help us reach these edges. They challenge assumptions, uncover values, and reveal blind spots. The edge might be a conversation your team has been avoiding. Or a topic you’re nervous to name out loud. Or a question that feels just a little too big to answer.

In our Facilitation Lab meetups, some of the most powerful moments happen when someone asks a question they’ve been carrying alone—and discovers that others have been holding it too. That’s the power of dialogue.

This Troika prompt encourages you to name one of those edge-questions, and let others reflect it back, stretch it, or reframe it. What feels provocative to you may be the spark that helps your collaborators move forward.

Not every question will feel welcome in every space. That’s part of the edge, too. Facilitators must tune into when to push and when to pause. A provocative question in the wrong moment can close a group down, but in the right moment, it can open up entirely new territory. Timing and trust are everything.

Embrace Tension

Troika Prompt: Where have you felt tension at the edge of a group, culture, or identity—and how is that informing your work today?

Tension is not the enemy of progress. It’s often the signal that something important is at stake. In facilitation, we sometimes talk about the “tightrope” between comfort and discomfort. Stay too comfortable, and there’s no movement. Lean too far into discomfort, and people disengage.

The most skilled facilitators learn to surf this edge. They notice when tension arises. They stay grounded. And they help others interpret the tension, rather than flee from it.

Sometimes, we have to sharpen the edge to make it visible. Other times, we need to soften it so the group can move safely through. There’s no single rule. As we discussed recently, facilitation is not about erasing all tension, but about knowing how to hold it well.

This Troika prompt invites you to examine a moment of past or present tension—especially one connected to difference, identity, or power. How did it shape you? What did you learn? How are you applying that learning now?

We also encourage facilitators to notice their internal reactions to tension. Often, the discomfort we perceive in a group mirrors our own edge. Instead of smoothing over the moment, try asking yourself: What if I stayed curious? What might this tension be pointing to? What’s just beyond it?

Steward Emergence

Troika Prompt: Where are you holding on to an old pattern or process, even though you’re aware something new is trying to emerge?

Emergence is the process through which something new comes into being—often gradually, unpredictably, or at the edges of what we understand. It’s not the same as a goal or a plan. It can’t be controlled. But it can be stewarded.

Many facilitators sense when something new is trying to surface. A group dynamic shifts. An old strategy loses traction. A client begins to ask different questions. You might feel it in the language people use, or in the energy of a room.

The challenge is that emergence often requires letting go. That might mean releasing a process that once served you, or admitting that your usual approach is no longer aligned. It can be humbling—and freeing.

Troika is a beautiful space for stewarding emergence. By naming what feels outdated or misaligned, and asking others to reflect what they sense is trying to take shape, you create a container for clarity. You also signal your readiness to evolve.

This final prompt asks you to name the edge between what was and what wants to be. That’s where the real work begins.

And here’s the truth: emergence rarely feels efficient. It feels messy, slow, ambiguous. That’s because we’re not just solving problems—we’re making room for what didn’t exist yet. Facilitators who learn to live in this ambiguity become better stewards of systemic change, helping groups build resilience for the unknown.

Edges as Practice, Not Destination

Edges aren’t places we conquer. They’re places we practice. They invite us to show up with presence, humility, and curiosity. They are, as one of our team members recently said, where the magic happens—not because they are magical, but because of how we meet them.

As you explore these prompts, we invite you to try them in a Troika with your peers, team, or learning cohort. You don’t have to have answers. You don’t even have to know exactly what your edge is. You just have to be willing to look, to name what you can, and to listen to what others see.

We hope these prompts serve as a doorway to your next threshold—and that you walk through with intention.

Here they are once again, ready for your next Troika:

1. Explore the Unknown: Where in your work or life are you currently standing at an edge—something uncertain, emerging, or uncomfortable?
2. Disrupt Patterns: Where are you being invited to stretch beyond your facilitation comfort zone—and what’s at stake if you do?
3. Generate Dialogue: What’s a provocative question that lives at the edge of your current project or inquiry?
4. Embrace Tension: Where have you felt tension at the edge of a group, culture, or identity—and how is that informing your work today?
5. Steward Emergence: Where are you holding on to an old pattern or process, even though you’re aware something new is trying to emerge?

Walk to the edge. Look around. Listen. Something powerful lives there.

The post On the Edge of Something Powerful appeared first on Voltage Control.

I don’t remember when I first heard the word facilitation. But looking back, I can see how it found me. I began my career in health education, working at a free clinic in Los Angeles that served homeless and runaway youth. That work demanded deep listening, empathy, and the ability to draw connections across community needs, systems, and services. Later, after moving to Sacramento in 1988 and starting a family, I transitioned into education. It was a pivot that happened organically: as a stay-at-home mom, I told the principal at my kids’ school, “I don’t bake cookies, but I can write grants.” That was enough to get me started.

One of my first grants was for arts education. We used the funds to launch a school-wide Shakespeare festival. Every grade level prepared a performance, with sixth graders even writing their own Seinfeld-inspired parody. There were turkey legs and storybooks kid versions of Shakespeare plays for sale. It was magical—not just because of the grant, but because it tapped into what the community already cared about. That was a lesson I would carry forward: the most powerful ideas don’t come from funder guidelines; they come from people.

Over time, I came to realize that facilitation was at the heart of good grant writing. You have to bring people together, gather their voices, understand what they need, and tell their story with clarity and heart. The funders can tell when you’re bluffing. You can read a grant and know instantly if it’s real or not. I used to review federal and state grants, and it was obvious which ones were just parroting back language. The authentic ones had depth—and that only comes when you’ve facilitated honest dialogue.

I called it guerrilla dialogue back then. You couldn’t always get people to come to a meeting, especially after school. So I would show up wherever they were and start asking questions. I’m a curious cat by nature, and I would talk to parents, teachers, cafeteria workers—anyone who had a perspective to share. I listened with an ethnographic lens. The physical space of a school told its own story, too. The cracked pavement, the posters on the walls, the sounds in the hallway—it was all data.

Later, as I started working with high-poverty schools and refugee families, I learned to adapt even more. I ran listening sessions in Farsi, Pashto, Spanish—whatever language the community spoke. That required close partnership with interpreters, attention to cultural dynamics, and sometimes changing what I wore or how I showed up as a woman. But if you ask parents about their kids, they’ll talk. Everyone wants a better life for their children.

Rediscovering the Power of Structure

The challenge, over time, was that things started to shift. It got harder to get people to talk together. The climate changed—socially, politically. Mistrust was in the air. In educational spaces, I started to feel the strain. People weren’t just reluctant; they were polarized. I facilitated a session on school safety once where students spoke powerfully about not wanting police on campus. Officers in the room sabotaged the process. The district ultimately ignored what the students said. I left that project with a deep sense of betrayal.

That experience wasn’t unique. As facilitators, we sometimes get used. We create safe space, people open up, and then leaders go back to the plan they always had. I realized I needed to be clearer in my contracts, to protect not only myself but the communities I serve. That realization was a turning point. I wanted better tools, better ways to hold space, and more skill in client management.

Around that time, I started noticing Voltage Control in my feed. I think it was the algorithm doing its magic. I joined a few Facilitation Lab sessions and immediately felt at home. There were people from all kinds of industries—tech, academia, aerospace—and they were grappling with some of the same questions I was. It was energizing. One guy had like six computers. Another was a university professor. I loved the cross-pollination.

I hadn’t realized how much I missed having a community. As a grant writer, I was often the only one doing what I did. Same with facilitation. So finding a space where people were asking the same kinds of questions—even if they were solving them differently—was a huge spark. When I saw the certification program launch, and Eric (a fellow educator!) was involved, it felt like a no-brainer.

Learning New Tricks

I joined the very first cohort. The timing was perfect. I was winding down my formal career and stepping into a new chapter. My certification project pushed me to think not just about skill development, but about my identity and offerings as a consultant. We focused on my LinkedIn profile, using it as a way to refine my narrative. I started posting regularly, curating book recommendations, and testing what resonated. I eventually slowed that down, but the clarity it gave me was invaluable.

I remember getting some real pushback from my cohort: “I don’t think that word means what you think it means.” It was exactly what I needed. The feedback was honest, generative, and kind. Phil and I became close collaborators, and others in the group brought such different lenses—a psychologist, a business founder, someone calling in from Asia in the wee hours of the morning the middle of the night. That diversity was the magic.

What I also appreciated was how the program helped me formalize what I had been doing intuitively. I’d always followed my nose, but now I had a more structured process. I took the Magical Meetings course, fell in love with SessionLab, and began building agendas that were strategic, inclusive, and actionable. I started designing activities that spoke to power, meaning, and affect—the full range of communication styles. It wasn’t just about getting through a meeting. It was about creating real engagement.

Sparkable Moments

One of the biggest things that shifted for me after certification was how I work with young people. I’ve always had a strong rapport with students, but now I was more intentional about building spaces where they felt truly heard. When you bring in the right activities, the right groupings, the right rhythm—it works. It really works. Those kids hug me at the end of the session. It’s real.

Another area where I’ve grown is in cross-cultural facilitation. I think deeply now about how I show up, not just what I do. That includes being intentional with check-ins (even if they feel like a “time suck”) and pulling inspiration from books like The Art of Gathering to structure the space with care. I also became more proactive about navigating power. I had a session where I had to stop an adult in their tracks for going after a student. That protective stance is something I now claim unapologetically.

What I Choose Now

Today, I’m mostly retired—but not inactive. I just wrapped a two-year project with my former school district, where I worked with a team of teachers,  guiding them through equity-based design work using the Liberatory Design framework. We worked deeply with one school, building capacity across the year and even creating a custom field guide for the team to carry the work forward.

I’m also working with another district to reimagine their alternative education pathways. It’s fascinating to think about what school could look like for students who don’t fit the standard mold. We’re applying futures thinking, design tools, and, of course, facilitation. I do it because it’s sparkable. If it’s interesting, if I can help unlock something, I’m in. Otherwise, I go on field trips with fourth graders. I do what I want.

Learning Forward

What keeps me energized is what’s next. I still love learning. I’m halfway through Voltage Control’s course on futuristic thinking and eager to dive deeper. Futures Wheels, liberatory design, AI applications in equity work—these are all areas I’m curious about. I’m following Jeremy Utley from the d.school and exploring how we might use AI for good instead of just efficiency.

I may be an old dog, but I still love new tricks. What I want most is to keep asking better questions, creating better spaces, and helping people imagine what they haven’t yet imagined. Especially in education, where the stakes are so high and the systems so slow to change. It’s hard to sell design thinking in a system obsessed with 11-point fonts and funding compliance. But that’s exactly why we need it.

Learning and connection. That’s what I got from the certification. And that’s what I would offer anyone considering it: don’t underestimate the power of being in a room (or a Zoom) with people who ask the kinds of questions you ask. Even if they’re in tech or aerospace or consulting, if they care about how people come together to solve problems, you’ll find kinship.

This work is never done. But it gets richer when you’re not doing it alone.

The post From Guerrilla Dialogue To Liberatory Design appeared first on Voltage Control.

In this episode of the Facilitation Lab Podcast, host Douglas Ferguson interviews Lori Boozer, a narrative strategist and wellness visionary. Lori shares her journey from law to facilitation, emphasizing the importance of creating inclusive spaces for genuine participation and healing. The conversation explores group dynamics, the power of storytelling, and removing hierarchical barriers to foster authentic connection. Lori reflects on her experiences in Thailand and the need for “reparative engagement” in communities. Together, they discuss how facilitation can drive collective transformation, especially in workplaces and a world increasingly shaped by technology.

Show Highlights

[00:04:07] Recognizing Group Dynamics
[00:09:09] Zooming Out and Sensing Group Energy
[00:13:38] Reparative Engagement in Politics and Community
[00:22:39] Facilitation as World-Building
[00:28:43] Blending Facilitation and Narrative Change
[00:32:28] Understanding Behaviors and Work Stories
[00:36:32] Vision for Healing and Wholeness in Workspaces
[00:39:58] Final Thoughts: Leaning into Fear and Connection

Links | Resources

Lori on Linkedin

Lori on Instagram

Lori on the web

About the Guest

Lori Boozer is a social impact strategist, narrative alchemist, and wellness visionary with 20+ years of experience spanning law, politics, government, and philanthropy. Known for making the complex usable and the invisible visible, she has built a career designing stories, strategies, and systems that enable people and communities to thrive.

Her leadership has included senior roles in New York City government and philanthropy, where she directed multimillion-dollar initiatives focused on poverty alleviation, health equity, and community empowerment. At the Robin Hood Foundation, Lori led the $25 million Mobility Learning and Action Bets (LABs), advancing community-driven strategies to lift families out of poverty.

Drawing on lived experience and professional expertise, she integrates research, foresight, and cultural insight to help leaders and institutions move beyond performative change toward deep, transformative change. She is particularly recognized for her ability to merge strategy, storytelling, and spirituality into frameworks that shift paradigms, policies, and possibilities. She is also an adept facilitator, known for creating spaces where diverse stakeholders can engage truthfully, bridge divides, and co-create solutions that last.

Currently based in Southeast Asia on a working sabbatical, Lori writes, consults, and explores global approaches to wellness, belonging, and sovereignty. Her emerging platform, Root × Water, centers individual and collective healing, reminding us that systems change begins with self-liberation.

A sought-after speaker and facilitator, Lori creates spaces grounded in truth, courage, and connection. Her work continues to be guided by a simple belief: healed people heal systems — and build new ones.

Outside of her work, Lori finds joy in writing afrofuturist fiction, nature photography, global travel, and long afternoons at the spa.

About Voltage Control

Voltage Control is a facilitation academy that develops leaders through certifications, workshops, and organizational coaching focused on facilitation mastery, innovation, and play. Today’s leaders are confronted with unprecedented uncertainty and complex change. Navigating this uncertainty requires a systemic facilitative approach to gain clarity and chart pathways forward. We prepare today’s leaders for now and what’s next.

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Contact Voltage Control

Transcript

Douglas Ferguson:

Hi, I’m Douglas Ferguson. Welcome to the Facilitation Lab podcast, where I speak with Voltage Control certification alumni and other facilitation experts about the remarkable impact they’re making. We embrace a method-agnostic approach so you can enjoy a wide range of topics and perspectives as we examine all the nuances of enabling meaningful group experiences. This series is dedicated to helping you navigate the realities of facilitating collaboration, ensuring every session you lead becomes truly transformative. Thanks so much for listening. If you’d like to join us for a live session sometime, you can join our Facilitation Lab community. It’s an ideal space to apply what you learn in the podcast in real time with peers. Sign up today at voltagecontrol.com/facilitation-lab, and if you’d like to learn more about our 12-week facilitation certification program, you can read about it at voltagecontrol.com.

Today, I’m with Lori Boozer, narrative strategist and wellness visionary. She’s the creative root and water, a developing platform dedicated to individual and collective healing, freedom, and reimagining community. Lori is also writing about her journey from survival to alignment and the practices that help us move toward wholeness. Welcome to the show, Lori.

Lori Boozer:

Hi. Thanks for having me.

Douglas Ferguson:

It’s so great to have you here, and really neat to have you calling in from Thailand on such a special break from the insanity.

Lori Boozer:

I’m happy to have a break. I’m happy to call in.

Douglas Ferguson:

Yeah, so often we need breaks and we don’t get them, so I’m happy that you’re taking one and we get to spend some time doing it, so you’ll be… You’re clear-eyed and fresh and whatnot. So let’s get started here. You began your career as an attorney focused on individual cases in New York City. Looking back, what were some early moments that hinted you were already stepping into facilitation?

Lori Boozer:

I think I can say one of the earliest things that hit me, probably even before I got to law school. I remember interviewing for a fellowship, and they gave us some individual exercises, and then they gave us a group exercise, and I remember thinking, “This is the most perfect opportunity for me. I’m going to kill this.” And while we were in the group exercise, I remember sort of defaulting to… I wasn’t as engaged in the act of solving the problem they gave us. I was more focused on how to organize the group, how to collect everyone’s thoughts, how to keep the conversations moving. That was sort of just my default, the default position that I ended up playing. I don’t think that’s what they wanted us to do. So I didn’t get the fellowship, but I remember, it’s funny, this just came to me as you asked the question.

I remember in that moment thinking that that was really weird, and I said to myself, “Why were you doing that? Everyone else was leaning in and trying to solve the problem, and my draw was to how do we get the flow of this space to work?” And I was too young, I think, to kind of contemplate that facilitation was even a thing. But I think as you asked the question, I was sort of playing that role, and I think that that is an energy that has sort of always emerged from me in the different spaces that I’ve worked in. I think it’s maybe a combination of that, but also just the way that I think and sort of recognizing that I tend to be able to zoom out in a lot of ways that people aren’t able to when they’re stuck in the thick of a problem. And so I think just naturally I sort of take on this sort of facilitator-like position in spaces. And so that brought me to wanting to explore a more formalized way to improve the practice of it.

Douglas Ferguson:

Do you remember what you were noticing in the moment that made you want to focus more on the dynamics in the room versus the problem at hand?

Lori Boozer:

Disconnection and chaos, and I think I have… It’s like nails on the chalkboard. So when I’m in a space and I see humans unable to center and organize, I think I just naturally default to, “How do we bring order to the chaos?” because we’re trying to move towards a goal. And typically I’m in spaces where that goal is something that is to improve something, someone’s life, the betterment of humanity. And so that pull for me to want to see the outcome, the impact, brings me to a space of, “Well, I don’t need to dabble in the problem always, but if I can help us move towards, move the conversation that’s solving the problem,” that feels just as powerful to me. So I think that that’s kind of what I’m feeling. And I think the more you become embodied in your leadership, you start to feel physically what your friction points are. And so for me, my friction point is always, “We’re going in circles, we’re not moving towards the goal, people are frustrated. How do we make this feel like a smoother process for people to participate in?”

Douglas Ferguson:

So you’re more invested in getting to an outcome versus what the outcome was.

Lori Boozer:

Yeah. In that type of role, I think it’s more about creating the space, creating the container for people to show up in a way that allows us to get to the outcome. I’m invested in the outcome too. I guess it depends on what my position is. I have a job to do. If I’m purely a facilitator, then yes, but if I’m a manager, it’s probably a mix of both. I’m invested in what the outcome is, but I also know that in order for us to get a good outcome, my team has to operate in a certain way.

And I think one of the things that I took away from my training with Voltage, and I didn’t think this was going to be a part of the conversation, was the work we did around group dynamics and meeting structures. And I think people in management positions, we tend to make agendas and throw up meetings, and we don’t really think about ourselves as facilitators in that moment. And so in hindsight, after doing the work with your team, I really started to make the connections between this facilitation for a facilitation sake. You serve specifically as a facilitator; you show up in the space, and that is your role to create the container, to hold the space for the action and the activities to take place. But there’s also just the skill that you embody when you may hold different titles and positions in workspaces. And how do you bring the idea of facilitation through the way you organize your meetings, the way you create your agendas, the way you structure time with your teams to be more efficient? So I think that there’s a duality of that as well.

Douglas Ferguson:

Yeah, it comes down to, are we talking about competencies versus tools or identities or behaviors? And I think you’re speaking from that perspective of competencies. Anyone can take these competencies and apply them in lots of different scenarios.

Lori Boozer:

Yeah. And I think what’s important too, and why I think facilitation has become so critical and especially now, is that we’re so easily disconnected that I really, and maybe this is just my own personal way of thinking about it, but I think that there’s just a powerful moment in our current state of being where we need people who can hold those spaces because we’re so naturally inclined, in this day and age, to be so disconnected. We have computers in between us, we have social media in between us, we have AI now coming in between us. And so to use Priya Parker’s term, The Art of Gathering, in different spaces, in different capacities, to be able to bring people together in conversation or to achieve a goal or to work through things or improve dynamics and workspaces. I think people are overlooking, to some degree, how critical the competency is and how we need to, I think, train towards being able to hold or create more of these containers for ourselves.

Douglas Ferguson:

And you talked about zooming out earlier when you were in that moment, and I’m curious to hear more about that. What does zooming out mean for you? It conjures a few different things from me, and so I was just curious if it was about the moment or if it was about seeing a bigger picture somehow or stepping outside of what everyone else is in and noticing dynamics. What does zooming out look like for you?

Lori Boozer:

Zooming out for me, I think it looks like noticing where my own energy is being pulled and if there’s a bit of an imbalance there. So if I’m starting to lean into the dynamics of the conversation, like we’re trying to solve X and sort of recognizing that… It’s like I’m able to pick up on the human, the unspoken dynamics. I can see in this person that they don’t feel like their response is being heard or the idea is being respected. I can see tension, I can see hesitancy and people who don’t want to participate. I can see the people who are participating and taking up all the energy. And so sometimes that for me triggers, “Okay, I want everyone to belong.” I think it’s just a part of my natural wiring. I want everyone to feel heard. I think some of that comes from being a black woman and sort of understanding what it is to not feel heard or to not be seen.

So there’s a particular focus that I have sometimes in spaces where it’s like, “Is this space welcoming everyone’s participation in a meaningful way?” And so I think the zooming out is starting to zoom out, and I think a lot, we don’t do this right; we don’t really pause to pick up on the energies and the dynamics that play. We sort of just get really wound up in the thing that we’re trying to do. But when you have this inclination to facilitate, I think you can zoom out and say, “Ah, it looks like it’s a conversation, but really there are people who aren’t speaking.”

There’s stuff that’s not happening, which means that that collaboration, that interaction, that exchange isn’t going to be able to produce the best outcome because it didn’t have the participation of everyone in a way that would get to the best outcome. I think we get outcomes, but sometimes the silent people are carrying information that we need, and people who are not speaking up or people who are having their ideas overlooked. And so how do you create a container or space where everyone starts to feel engaged so that the outcome reflects the breadth of everyone?

Douglas Ferguson:

Yeah, it’s making me think how, I don’t know how good this metaphor is, but what’s conjuring up for me right now is this idea of some people’s style is more like they have a megaphone and they’re trying to rah-rah-rah and rile folks up. And some people have a bit more of a, they’re more like an antenna. They’re tuning and measuring the energy in the room and trying to drive engagement by understanding what’s there and responding to it versus the “Let’s pour energy in the room and hope everyone responds to the energy.” And certainly both approaches can work, but it’s fascinating to think about that distinction, and I’m wondering if any of that conjures up any memories or any thoughts.

Lori Boozer:

I think the rah-rah has its place. I think it’s like, you kind of want to walk around with a toolbox, and you want to understand what different spaces might require, and some spaces might require a rah-rah or some inspiration or an energy that just kind of elicits things from people. I think it depends on what the purpose of the space is. And I think that there’s different spaces where it’s intended to maybe be more collaborative, not so much focused on a particular person or a particular… Energy is supposed to be about this exchange. And I think in those spaces, rah-rah can kind of take up the space, but it doesn’t necessarily invite everyone’s participation in a meaningful way. I think if we zoom this out to society and not to, I don’t know, be a little rude. I think it’s the way we think about our political system. People run for office, and those people are like, “rah-rah,” and they bring in energy, and that energy elicits something out of you.

You go vote. There’s not really an exchange. You might not see this person in person. You may not ever be someone that goes to a debate and sees them hash out the issues, but there’s a dynamic at play that as a society who’s going to follow along in that energy. But I think what we notice is where the breakdown is, the disengagement of voters and sort of the silos of people who aren’t responding to the rah-rahs anymore. The people in Cole County who feel left behind, people who for whatever reasons are on the margins, and it’s like, “Well, the rah-rah isn’t enough to get those votes.” What they require is actual reparative engagement. And reparative engagement means that that’s more of an energetic exchange and more of a collaborative way of listening to and receiving what they have to say and inviting them into conversation. And that’s the difference. I think that’s a different part of the puzzle.

And I think that that’s maybe where politics kind of gets some things wrong in the ground game. We rely a lot on the rah-rah, but we don’t do enough in small communities to actually listen and lean into people who are not, what I would say, we have this idea of the polls telling us this group votes the most, so we’re going to rah-rah at that group, and that’s who we rely on. But then now we have built up these silos of people who are on the margins and who are not really feeling heard and seen within their government. So I think that’s the example that I would say demonstrates the difference between inspirational leadership and magnetism and moving people in the direction versus engagement and maybe reparative engagement in spaces where it’s about listening and exchange and collaboration.

And I think as we think about just how disrupted we are as a country, how divided we are, in order for us to see our own landscape shift, we have to think about… We look at facilitation as like this thing we use in office spaces, but it’s actually universally applicable because it’s really about the capacity to zoom out, zoom in, and understand how to bridge connections, hold space, and create containers for people to engage in dialogue and to feel belonging and that they matter. And I think we have an opportunity where it’s time to be out in some of these communities to do that, to change, to move away from just the rah-rah paradigm of politics.

Douglas Ferguson:

Wow. Yeah, I love that that question led to that line of thinking and sharing because I think it’s super relevant what you share here about voter behavior and politicians’ behaviors. It’s an important topic now given the landscape, but also it parallels how things work in the office, how things work in organizations of all sorts. Anytime you have a constituency that needs the need to be met, those dynamics are at play, right? That’s really fascinating, and I love this idea of reparative engagement. I haven’t heard that term before. Does that come out of the work that you do, or what are the origins there? Of that term?

Lori Boozer:

I think you mentioned that I’m on this break, so my time at my last job sort of came to an end, and I was in this in-between space of, “Do I get another job, or is there something else that calls to me?” And I was close to getting another job. The job I just left, I did a lot of work in community. My focus was really on community engagement. And I think as I was shifting into this space of giving myself permission to kind of rest and think about vision and what would I want to create, the question you asked, “If you had all the money in the world, what would you do?” And I think a lot of it really centered around healing and sort of healing as the missing link to some of the conversations that we’re struggling to have. And from a community perspective, I think I started to think about the ideas of what is repair at the community level.

There’s community engagement, but usually when we engage, we want something. I think reparative engagement is more about what does the community want and what are we building together? And how are we restoring trust in our communities? I think if you were looking at it through a political lens, reparative engagement is critical because communities don’t trust their politicians. And so I think it’s if you move away from a model where it was just about extraction, “I’m just going to show up when I need your vote, I’m going to give you enough things so that you feel like I care about you.” And moved into a model that said, “I have a two-year runway or a four-year runway. What does it look like to keep boots on the ground and to keep conversations going and to speak in my community from a place of repair and understanding? The harms that this community may have suffered, the harms that they currently suffer, the needs, the wants in a real meaningful way.”

I think that that’s how you restore the trust and how you bring a lot of siloed communities and siloed voters back into the fold. But you can’t build that trust if you’re just showing up a couple of months before the election. And I think that favors the status quo system because it doesn’t give people space to make a decision from a place of having had any real encounter. It’s just the name recognition, and there’s maybe limited options, two or three candidates, and you have to vote or you don’t vote, right? The worst case is you don’t vote. The medium case is you vote for someone you’re not really interested in, any of the candidates, because there’s not been any real engagement there.

Douglas Ferguson:

I want to bring us back to your trip in Thailand. So in the pre-show chat, you kind of mentioned some recent experiences and how it felt so different from your experiences at home, not only having a big break from being deep in work and in the grind but also just culturally. And it kind of echoes something you said earlier about being a black woman and how that influences how you show up in spaces. And it sounds like you had a similar experience in Thailand, just noticing what it was like to be in those spaces.

Lori Boozer:

Yeah, I noticed what it was like to feel welcomed and to feel… I think in America we talk a lot about this idea of belonging and inclusion and all the fuzzy words, and I don’t think anyone understands how to actually create that. And I think while I’ve been here particularly, I was in the northern part of Thailand, in Chiang Rai, for about four months, and it was an interesting… I felt unguarded, and I felt less hypervigilant, and I felt more belonging than I do at home because it is almost like there’s a level of hospitality and engagement that just accepts you in the state that you’re in.

I never really, I didn’t walk around feeling, “Oh, well, I’m black, so now I’m being watched,” or, “I’m black so I’m not going to get good care or good treatment.” I actually had to have surgery in Thailand, and I found myself kind of going along with the care in a way that I just would not back home because I would say, “Oh, they kill black people in America. I have to ask all the questions, do all the things. I don’t trust this doctor. I don’t feel comfortable; I don’t feel safe.” That’s sort of where the trauma exists. And then to be in a different country and feel like you can kind of relax, I think it’s kind of been really healing to give my system the space to feel free in that way.

And that’s why a lot of my work now is really thinking about healing and reparative practices and how do individuals heal, but also what does a collective healing actually look like. Because I think we don’t really know how to get ourselves there. So when you’re in a place where you just feel welcome and you can kind of let go, it’s like, “Well, how do you translate this energy? What’s the difference?” What’s the difference, Douglas?

Douglas Ferguson:

Yeah.

Lori Boozer:

What is the difference between the energy in a place like this versus the energy in America, and how do we get some of this good juju?

Douglas Ferguson:

Yeah. How do we create that imaginary world for folks so that they can start to adopt it on a more regular basis?

Lori Boozer:

Or how if we really wanted to explore ideas of belonging, when you think about it as a facilitator, this is the energy that you want to… That you create. You create that hospitable, welcoming, be-yourself, you-have-permission kind of energy. If you’re good, I have some bad facilitation. You’re just like, “Ah, I don’t know about this.” But I think when you do it, you kind of create that kind of energy. And it’s weird. It is like facilitation kind of lets you create these; it’s like world building.

You get to create these little spaces that are not the outside world. You’re going to leave the space and go back to the real world, but in the facilitated space, it’s protected, and it’s cocoon-like to some degree. And so I think the energy that I experienced here feels a lot like that. Welcoming energy is you want to create in those spaces. And I think, I guess, how I’m trying to connect this is… Part of how we move forward back home, I think, is in creating that energy more often, creating that welcoming, “I see you just because you’re you” energy, which I think is really hard for us because we’re so into containers and labels and boxes. But how do you create that? I think that that could be really healing for people to experience.

Douglas Ferguson:

That’s making me think of this group here in Austin. I used to get invited to, called House of Genius, and they had this thing where when you showed up, you weren’t allowed to tell people anything other than your first name. You couldn’t say what your job was, you couldn’t say your last name, you couldn’t talk about anything you do when you’re networking and chatting ahead of time. So as these startups are presenting and everyone’s given advice, everyone’s advice is on an even playing field because you don’t know if this person next to you is on three different boards of public companies or the janitor or whatever. And at the end you get to reveal during the networking after. I thought that was really interesting. When you remove the labels, when you remove the expectations, how much it shifted the dynamic of how I experienced the room and showed up, and I’m a white guy, and so it was a super neat space. They were creating.

Lori Boozer:

It’s interesting; when we did the last convening from the Mobility LABs initiative that I worked on at my last job, we did something similar. We purposefully had people leave off their organizations and their titles, and all they had was first names and the word “community member” on their name tags, but it was for the same purpose. It was to mitigate power dynamics, to remove the separators, the things that make you play a particular role. Because if you are a manager or the nonprofit and you see a funder and a foundation, there’s a default set of roles that you fall into. I think we don’t even realize that the way that we’re programmed, we sort of fall into roles within spaces based on how we react to people’s titles, what we perceive someone can do for us or not do for us. So it is interesting, the similar concept of how do we just make this about human beings in a room and less about in the room because you do X or you have Y.

And so I agree. I think that that’s actually a really powerful way to structure time, communal time together to take away the separators, the things we use to create distance or false connection. We connect with people for reasons that are about service to what we need, not necessarily the depth of who we are. So it’s a false connection. “I don’t get to know Lori, but I get to know Lori, who may have money to give me.”

Douglas Ferguson:

Yeah, yeah.

Lori Boozer:

It’s a very different thing. I used to hate that about my job because all I felt like was a dollar sign walking around.

Douglas Ferguson:

False connections. I love this idea. You’re making me think about how the false connections are very superficial, right?

Lori Boozer:

In front of you.

Douglas Ferguson:

Because they’re there because of some other pretense, but it really gets in the way; it’s a hindrance to go into, actually, deeper.

Lori Boozer:

How can you actually solve problems if there’s not or any real connection there? I think, as I was saying, that’s one of the things working in philanthropy that was a pain. It was like I wanted to connect deeply with people or learn about work that people were doing. Not necessarily because I had money to give, because I often didn’t, but I think people just connected with me as a dollar. And so that was like if I said, “I don’t have any money to give,” it was like, “Okay, next.”

But I’m like, “Well, I could probably help you in 10 other ways,” but because there’s no space to connect more deeply outside of the role. This wasn’t everyone, but there were just instances where you could tell where it was like, “Oh, I don’t have any money.” So that’s the end of that conversation. And I think, to your point, false connections, we have a lot of that. It’s like an epidemic. Social media is a false connection. We think we’re in community, but we’re not. We’re just on there chitchatting, and we feel like we’ve got a million followers, but we’re not actually connected in any meaningful way. We’re more socially isolated than ever before. So how do you get back to the real connections?

Douglas Ferguson:

I love that. I want to pivot a little bit to the future here as we’re kind of ending our time together. And I remember you talking about blending facilitation and narrative change and storytelling. What would an ideal project at that intersection look like for you?

Lori Boozer:

So I think the idea first came to me at my last job, where I was hosting a Women’s History Month event, and I did an activity, which was an icebreaker, where I basically wanted to demonstrate the concept: we’re not as connected, but we have more in common than we actually understand ourselves too within our workspaces. So I had people close their eyes and think about the community that they came from, not where they live now, where they grew up. What did it smell like? What did it look like? What did it feel like? Who were your neighbors? What did you do when you were a kid? You weren’t running up and down your local street. And then when we came back together, I asked people to share their experiences. And it was fascinating to watch these people who didn’t talk much in the office or seemed to not anything in common light up around these sort of shared childhoods filled with pride that they had in their communities or recognizing that they had touched the same spaces and letting people sort of tell their story.

And I think it disarms the room because you start to see another human. You don’t see the job, you don’t see the title. You see Lisa from Pennsylvania, and your aunt is from Pennsylvania, and then now it’s like, “My aunt is from Pennsylvania, and I grew up there too,” or… So it’s interesting letting people tell those stories because I realized that when we worked together, we are trying to solve the same problem, but we’re influenced by the perspectives that we have playing in our minds that are related to our personal stories. Whether we say it out loud or not, I am impacted by my personal childhood as a black woman growing up in a particular neighborhood. And when I’m in a nonprofit space, whether I’m saying that out loud or not, the perspectives that are playing in my mind are influenced by that experience.

And so I need to understand your experience, Douglas, but what was your experience? Because that helps me understand the perspective that you bring to the work and how we might bridge disagreement about the work because now we’re able to see eye to eye and understand sort of where we’re coming from. So when I think about narrative change and facilitation, I think that the narrative change piece, as twofold, is the personal storytelling to break down the walls between individuals, and then it’s the forming of a collective narrative in the facilitated space that supports the outcome that the group is trying to achieve. So once you break down the wall, and this is kind of like the divergence-convergence theory in some degree, right? There’s divergence in the beginning, but a lot of times it’s not just about the work; it’s just personal perspective. So how do you sort of chip away at that a little bit so that you can get to this collective outcome and use storytelling to do that?

And then when you get to the outcome, it is also, “What is the shared vision?” but, “What’s the narrative around this that we all are going to tell?” We now have a shared story. So we’ve gone from, it’s like divergence and convergence and narrative. We had these individual stories that are driving us in the background that we’ve now talked about and brought into the facilitated space, and we move toward this outcome, this shared outcome, but also a shared narrative and a shared story that we’re now going to tell collectively as a group that unites us around the work and how we want to present that work to the world.

Douglas Ferguson:

It also makes me think even slightly less deep, maybe a little bit more superficial. This trend manifests itself too, because you’ve got situations at work or disagreements come up, and when I say work, this could be in any collaborative endeavor. We’re trying to work on something together, and problems start to arise. And oftentimes this is rooted in beliefs and values and even fears that have been created in our prior collaborations, our prior projects. So it might not have been how we grew up or some of the foundational things about what we believe, but just some beliefs that we gathered around, “I don’t like this tool because the way my prior company used it was really painful,” or “They treated you really bad if you didn’t enter stuff in a certain way.”

And now when I’m being asked to use it here, I’m resisting. Whereas the person on the other side is like, “Why are they so resistant to the simple thing?” but not understanding the context by which some of those behaviors and beliefs were rooted. And I think people don’t spend enough time trying to understand the why behind behaviors. They just look at it as like, “Well, that’s dysfunctional, or that’s a difficult person.” And I think the spirit of digging deeper, really getting connected and grounded in what’s driving the need to feel supported in a different way.

Lori Boozer:

Right, yeah. We all have a work story. We all have a personal story, but it is just we’re carrying these things in every space that we go to, but there is no space to hold it because I think we came out of a time when it was looked down upon to be honest about how you feel. If you were bothered by the tool, you couldn’t just say what you thought, right? You had to kind of go along lockstep with whatever your job was asking. So then you do get labeled, or you get ostracized, or you don’t really feel like you’re fitting in, but it’s something that could be resolved if there just was understanding about what was happening. Or I think even people show up with all sorts of challenges that they don’t talk about, but we spend how much time at work. How much time do we spend in our job with coworkers?

I think it’s absurd that we have to leave all authenticity and humanity behind when we’re in these spaces for at least seven, eight, or more hours a day. They’re only 24 hours, so almost half your lifetime is spent working, right? I don’t know the exact data points. But what would it mean to just have more storytelling and narrative work in spaces? I think narrative work can also just be how the space tells its own story to create space for you to show up in that way. Like, “This is a space that values X, and it looks like Y.” And then you show up and you say, “Okay, I’m having difficulty with this because…” So it kind of feeds into the permission to lean into more authenticity, more connection, more understanding within the workspaces. So I’m still playing around those concepts, but I think just from an organizational change perspective, there’s a space for storytelling and narrative work that can be really powerful in terms of how we work.

And I think with AI now more than ever, we have to learn how to connect. We have to. We can’t go to work anymore and just be, “Oh, that’s just Bob,” and that’s it. Because that human connection is the thing that is going to distinguish what we do versus what a computer does. And the more we allow ourselves to lose that, the more likely it is that people will feel like, “Well, humans are just replaceable.” And I don’t think that that’s the case. I think that we’ve just lost a little bit of our humanity along the way.

Douglas Ferguson:

Yeah, it’s important for us to identify what that is and cultivate it. So what does this work look like for you as you continue to shape it? Where are you hoping it leads to?

Lori Boozer:

I’m hoping, and I’m just really getting started. I feel like Thailand was the birth of a vision, and now I’m in the space of trying to build out the different elements that I see, and that is a long game, but what I would love to see is really just creating more spaces for individuals to talk about healing and what that journey is really like, what it really takes. So that our workspaces and our places of engagement can be spaces that can hold the wholeness of people and not just the fragments that we’re expected to show up with. So that we are connecting because we understand that people are carrying so many different things, either things from their past or things from their present that are affecting how they show up. And so how do we just take away the stigma? And make it acceptable to say, “You know what? If we’re not healing, if we’re not healing ourselves, if we’re not investing in that, our workplaces are going to stay sick, our society doesn’t get better.”

Like collective healing and transformation, all the things that we say we want have nothing to do with just changing the system and everything to do with your own personal change. People are who make systems. We build the systems; they’re a reflection of who we are. So the more we give ourselves permission to heal and expand, the more we help our systems heal and change in ways that support people who can be whole people. So I think that’s where I’m hoping this conversation goes. What does healing look like? How do workplaces become safe containers for whole people? What role does facilitation play in helping people to make that bridge? And how do we embody that? How do we embody that in an age where we’re dealing with artificial intelligence, which I’m not against, but how do we not lose ourselves to it because we become more embodied in our humanity?

Douglas Ferguson:

Well, what an amazing journey to be on, and you’re at this moment of exploration and curiosity can be exciting and daunting and all the things. And I want to remind you, as a Voltage Control alumni, you have access to free office hours, and we love supporting and also just being a sounding board. Sometimes it’s just helpful to tell someone else something and then see how it feels to say it out loud. So join us for the weekly office hours if you ever, you know, contemplating a direction or wanting to sound out some ideas because that’s why we do it. That’s why we want to be there for y’all as you’re going through these transitions.

Lori Boozer:

Definitely. And I think I definitely will. I remember doing my little portfolio. And my picture was about, “How do you have difficult conversations?” And I remember saying, “I want to lean into the hard stuff. That’s where I want to be, in the space where people are afraid to talk.” So I think knowing that there’s continued support as I develop the vision that I’m working on is always great to have operating in the background.

Douglas Ferguson:

Yeah, happy to help and glad to be there for alumni. As we wrap up, I want to give you an opportunity to leave our listeners with a final thought.

Lori Boozer:

I would say for a final thought, I’m going to say two final thoughts. One is every time you feel fear; that’s the moment where you need to lean in. And I think right now there’s a lot of fear because of everything that’s happening, and so we shut down. But it’s like, how do we challenge ourselves to lean into what that fear is asking us to think about or to consider? I think we just have space with everything that’s happening back home to really lean into our healing and to lean into change and personal transformation and use that as an opportunity. And that’s on the individual side.

And I think on the collective side, I feel like, I don’t know that I’m a Meghan Markle fan, but she gets a lot of slack for her show, With Love, I think it’s called. But at its core, it’s really about connecting. And I feel like for all of the backlash that happens, and the way it’s talked about, it’s not just about making the jam; it’s the fact that she’s bringing these people into her world and they’re doing these activities together. And I guess, how do we continue to find ways in all that’s happening to have little moments of connection? To keep the charcuterie board parties going, jump on a Zoom with a bunch of friends. Like, how do we just continue to honor that and create space for that in front of us?

Douglas Ferguson:

Nice. Well, Lori, it’s been a pleasure. I could keep chatting with you on and on and on, but we had to hit the pause and pick up again some other time. But it was a pleasure having you on the show. Thanks for being here.

Lori Boozer:

Thanks for having me. And to be continued.

Douglas Ferguson:

Yes. Thanks for joining me for another episode of the Facilitation Lab podcast. If you enjoyed the episode, please leave us a review, and be sure to subscribe and receive updates when new episodes are released. We love listener tales and invite you to share your facilitation stories. Send them to us on LinkedIn or via email. If you want to know more, head over to our blog, where I post weekly articles and resources about facilitation, team dynamics, and collaboration: voltagecontrol.com.

The post How Can Facilitation Foster Genuine Connections and Healing in Our Communities? appeared first on Voltage Control.

Table of contents

• Essential Role of Meeting Facilitation in Blockchain
  • Facilitation for Global Collaboration
• Case Study: Cardano Constitutional Convention
• Meeting Facilitation for Web3, Blockchain, and Crypto Companies

Web3 continues to be one of the fastest growing sectors, with cryptocurrency and blockchain organizations expanding their footprint and exploring integrations to sectors both inside and outside of tech. Since these organizations operate through a unique combination of technological innovation and human collaboration, they can benefit greatly from implementing effective meeting facilitation.

Essential Role of Meeting Facilitation in Blockchain

Web3 organizations are not immune to the stereotypical unproductive meeting that plagues the corporate landscape. Through proper meeting facilitation, meeting culture can be changed for the better, which allows the organization and its individual participants to develop sustainable habits and best practices for optimal efficiency and beneficial collaboration.

Benefits of successful meeting facilitation for blockchain and Web3 companies can include:

• Better Decision-Making: Facilitators can help networks identify and overcome obstacles to shape the best possible decision-making process.
• Improved Transparency: Facilitation can help make communication clearer, allowing community members to better understand what’s happening across the organization. 
• Increased Engagement: Blockchain networks are reliant on community participation, and great facilitation can improve that participation and build lasting engagement.

Blockchain and cryptocurrency are driving forces for innovation in the tech world and beyond. Web3 organizations deserve the efficient outcomes that proper meeting facilitation delivers, and trained facilitators are able to help these groups maximize efficiency when it comes to the collaboration of their stakeholders and network participants.

Facilitation for Global Collaboration

There is an inherently global makeup to Web3 organizations, as many blockchain networks and cryptocurrency providers have participants and stakeholders scattered around the world. Since Web3 is not constrained by geographical bounds, its global talent pool can participate in virtual and hybrid meetings which require dedicated facilitation for global collaboration and diverse perspectives.

Facilitators are experts at designing processes that allow for maximum collaboration between different perspectives, and, above all, they are able to nimbly adapt to the needs of a given goal, event, or group of participants. Voltage Control Certified Facilitator Caterina Rodriguez explained, “If you have intentional design and purposeful structure, you can make [meaningful] conversations happen at a global scale.”

Rodriguez was one member of the global team of facilitators who partnered with blockchain network Cardano for their governance development project, which led to the approval of their constitution and their eventual transition to fully decentralized governance.

Case Study: Cardano Constitutional Convention

Cardano solidified itself as a leader in Web3 when the blockchain network drafted, revised, and certified an on-chain governance document that reflects their decentralized structure. The process required the input of stakeholders and network members who were stationed around the globe, so Cardano partnered with Voltage Control to ensure successful facilitation.

In the months leading up to the Cardano Constitutional Convention, facilitators led Community Workshops in dozens of countries around the world, with participants reviewing and revising sections of the governance document draft. While some workshops were facilitated remotely, facilitators frequently traveled to conduct these day-long sessions in person, ensuring an optimal meeting environment.

Facilitators worked closely with workshops hosts from each location to plan an in-person, hybrid, or remote event. They balanced unique cultural considerations, including language barriers and local requirements, while keeping the participants focused on the topics at hand and working toward a common goal.

After dozens of Community Workshops and Delegate Synthesis Workshops, the community gathered for the keystone event at the Cardano Constitutional Convention on December 4 to December 6, 2024. The event was run simultaneously at two locations connected by video link, Nairobi, Kenya, and Buenos Aires, Argentina, with additional remote participants joining from around the world. 

“The live Argentina-Kenya link was a milestone in global gatherings. I have personally never seen something like that happen where both locations were live and participating,” explained Certified Facilitator Reshma Khan. Attendees were enthusiastic participants, embracing the opportunity to connect and collaborate with one another for this important event.

The three-day event relied heavily on the skills of the facilitators to keep the final revision and drafting process for the constitution on track, with over 400 participants contributing to the final document. Ultimately, the participants produced a constitution that would later be ratified on-chain with 85% approval, and Cardano became the first blockchain network to have created decentralized on-chain governance.

Read the whole case study of Cardano here.

Meeting Facilitation for Web3, Blockchain, and Crypto Companies

Web3, blockchain, and cryptocurrency organizations can reap the benefits of successful meeting facilitation, including increased transparency, higher engagement, and improved decision-making. Facilitation can provide the key to optimal process design and network structure, as evidenced by the successful facilitation of Cardano’s constitutional creation process.

Voltage Control has partnered with countless top tech organizations to deliver tailored Facilitation Training Programs at the organizational level. Today, leaders in Web3 are joining that list, leveraging the program’s impact of sustainable facilitation practices and transformative change. Web3 organizations that partner with Voltage Control for facilitation certification can count on being at the forefront of the latest in facilitation techniques, best practices, and methodologies.

On an individual level, professionals from blockchain, cryptocurrency, and decentralized finance (DeFi) organizations are also increasingly joining the personal Facilitation Certification program from Voltage Control, with recent cohort members including CEOs, product managers, consultants, team leads, and beyond.

To learn more about how Voltage Control can partner with your team, contact us today.

The post Meeting Facilitation for Blockchain and Crypto appeared first on Voltage Control.

In school, I never hesitated to volunteer. I remember being a cheerleader for basketball despite being 4 feet 11 inches tall and definitely not the fastest on any field. Sports weren’t exactly my thing, but I loved bringing energy, pulling people together, and making sure everyone felt connected. Even though it was a tiny school, with only about 70 students in my graduating class, there were plenty of committees and clubs—Pep Club, FBLA, Student Council—and I ended up holding a governance role in nearly all of them. By senior year, I was the student body president, coordinating events, and rallying people around shared goals. It wasn’t ambition; it was simply a love for building momentum and energy.

I think a lot of that came from the way I was raised. My mom always pushed me to get involved, try everything, step out of my comfort zone. Being curious, eager, and willing to dive into new things just became second nature. It shaped my instinct to step into leadership roles, even though at the time I wasn’t really thinking about leadership or facilitation at all.

When I was at DHL, our vice president asked me to present at an internal department meeting. I was one of the most junior people in the room, but I stepped up and delivered my content my way—casual, interactive, conversational. I had everyone laughing, engaging, and openly giving feedback. Months later, at an all-hands meeting, she singled me out, saying, “Our best presenter is Kristi.” I was stunned. I hadn’t been intentionally performing; I had just been myself. But that moment sparked a curiosity. I began to wonder: what exactly was I doing differently? How could I refine it and become more intentional about creating engaging experiences for others?

I brought this mindset into our sports marketing initiatives. At baseball games, we didn’t just put up a DHL banner—we created a story. We dressed up as DHL drivers and delivered pizza to fans in the stands; we made it fun, memorable, and immersive. We had to create moments where people felt part of something bigger, moments that would linger long after the game ended. This wasn’t just brand building; it was community building, story building, and momentum building.

Later, when I transitioned into internal communications, I faced the challenge of getting people aligned around internal goals and strategies, which is notoriously difficult. I instinctively leaned into workshop formats—though, again, I wasn’t explicitly calling it facilitation yet. I realized traditional presentations weren’t going to move the needle. I needed engagement. That meant interactive activities, structured conversations, and visual ways of working.

It was around this time I started working with a coach, Mary Beth Mains, who became both a mentor and a good friend. She continually reinforced what I was naturally good at. I often overlooked these skills because they came easily to me, but she encouraged me to see them clearly, to acknowledge them as valuable, and to build on them intentionally. That encouragement was a crucial pivot point—it validated that my natural instincts were worth honing and deepening.

When the Format Becomes the Force

Moving to WHO brought a new level of complexity. Here I was, trying to help teams implement global health solutions in wildly diverse contexts. Every country had its own starting point, its own political landscape, its own tech capabilities. There was no single implementation plan that worked for all 194 member states. You couldn’t just roll out a policy and expect it to land.

I started to notice where things were breaking down: our meetings. Teams would say, “We’ve had five meetings and nothing’s moving.” And I’d ask: “What happened in the meetings?” Usually, they’d show a slide deck, ask a few questions, and… nothing.

So I started intervening. Asking: what is the actual purpose of this meeting? Is this about informing? Co-creating? Making a decision? Let’s get clear on that first. Then let’s create space for the people in the room to actually participate. Even at academic conferences, where the norm is to present and move on, I began experimenting with embedded 1-2-4-Alls or structured prompts to turn passive listening into idea generation.

I wasn’t trying to overhaul everything overnight. But I did want to inject curiosity, experimentation, and shared authorship into the way we gather. Not just to feel better, but to actually get things done.

One memorable example came during a major WHO workshop originally planned as an in-person, three-day event. Due to unexpected funding cuts and travel freezes, my team had to rapidly pivot to hosting the event completely online. Everyone around me was skeptical, convinced it couldn’t be done effectively virtually. But I had just begun the Voltage Control facilitation certification and was learning powerful methods like Liberating Structures, particularly 1-2-4-All. I told my team, “We can do this.”

Despite resistance and logistical challenges—like no access to Zoom and limited familiarity with Microsoft Teams whiteboards—I methodically began to apply the facilitation techniques I was learning. We rehearsed, troubleshot, and experimented relentlessly. The result was a huge success. We didn’t just meet our objectives—we exceeded them. Participants engaged fully, contributed rich feedback, and left energized rather than drained. It was a revelation to my colleagues: facilitation wasn’t a nice-to-have; it was transformational. From then on, they trusted me to structure interactions differently, understanding the power of a thoughtfully designed meeting.

Clicking Through the Chaos

I found Voltage Control the way a lot of people do: by Googling. It was the fall of last year, and I was searching for facilitation programs. Voltage Control kept showing up on all these curated lists. Coming from a marketing background, I know lists can be bought. So I was skeptical at first. But I kept seeing them again and again. Either they were very rich, or very legit. (Spoiler: it wasn’t the former.)

What stood out was the length of the certification. Most other programs were a couple of days or weeks. This one was three months. That felt like the right depth. I’d done a creativity coaching program the year before and realized how valuable it is to stretch learning out over time. It lets you try things, apply them, and come back with questions.

So I applied. I didn’t overthink it. I tend to ask questions later and trust my gut.

Learning by Doing, Not by Lecture

I’ll be honest. I showed up to the first day of the certification without fully understanding what I had signed up for. Skye kept referencing the final portfolio presentation, and I kept thinking, “Wait, what are we working toward again?”

But I loved that it was experiential. There were no lectures on theory. We’d read something, then immediately use it—Troika, TRIZ, 1-2-4-All. There was no lengthy breakdown of the method; we’d just try it, reflect, and move on.

It affirmed what I’d always felt. I’d rather run a meeting with a handful of liberating structures than with a polished deck. PowerPoint makes me break out in hives. I’d rather people interact with each other and the content than just sit through slides.

The cohort itself was also a gift. We clicked quickly, and that made the solo weeks in the middle of the program harder. When we returned to the final phase, there was real joy in seeing everyone again. The feedback and encouragement I received, even from people I hadn’t worked with directly, was incredibly validating. It reminded me: this isn’t just something I enjoy, I’m actually good at it.

Prototyping Change in Real Time

During the certification, I was building a real-time workshop for WHO. Originally, it was going to be in-person over three days. Then came the travel ban. Suddenly, we were going remote. My team panicked. “There’s no way this will work online,” they said.

But I was in the middle of certification and knew it could work. I started slowly—shifting our planning meetings to be more participatory, getting the team familiar with breakout groups and digital whiteboards. They were skeptical, but I kept going.

We didn’t have a Zoom license, so we used Microsoft Teams, which is famously clunky. Our consultants logged in with personal Gmail accounts to practice. We ran rehearsals. We built the whiteboards. And we pulled it off.

The virtual workshop exceeded expectations. We didn’t just gather feedback; we co-designed implementation pathways. Participants shared what would and wouldn’t work in their contexts. They offered open-source code, shared plans, and talked openly about collaboration. It worked because we created space for them to speak.

From Host to Catalyst

Since the certification, I’m being asked to help more teams—not just run meetings, but design gatherings that work. I’m doing diagnostic work with colleagues: What is the real purpose of your meeting? What kind of engagement are you inviting? Is your format actually aligned with your goals?

In the middle of our reorg, I’ve been working with leadership on what happens after the org chart is published. What kind of culture do we want to create? How do we design the space to live into that culture?

The certification helped me name and strengthen something I was already doing intuitively. It gave me tools, vocabulary, and the confidence to stand by my choices. When someone pushes back—”People won’t do 1-2-4-All,”—I now know how to hold my ground and say, “Let’s try it. Let’s see what happens.

Bringing Intention to the Unknown

Looking ahead, I want to do more of this strategic work. Not just facilitation, but guiding teams through the full arc of convening—before, during, and after. Helping them set the right questions. Helping them listen better. Helping them design with their stakeholders, not just for them.

WHO’s mission is to convene. My work is about making those convenings matter.

Whether I’m designing a multi-country workshop or supporting leadership through change, I want to make sure we’re not just informing, but transforming. That people walk away not just with information, but with ownership.

If you’re on the fence about the certification, I say: jump in. Try it. See what happens. If you’re like me, you’ll ask questions later. But you’ll learn by doing, and you’ll leave with more confidence than you walked in with.

This isn’t a traditional classroom. It’s an experience. And if you’re someone who finds energy in ideas, who likes bringing people together for a reason, then you’re going to love it here.

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