I spent the early years of my career working in government and nonprofit spaces, and if you had asked me back then, I wouldn’t have said “I’m a facilitator.” I was an attorney for a while, primarily focused on individual cases helping families avoid eviction in New York City.In that world, my responsibility was laser-focused on the people I represented and whatever issue needed to be solved in court. I worked mostly alone or with a manager, never really needing to mobilize a large group to accomplish goals. It was just the nature of legal work—you handle your caseload, and you figure things out case by case.

However, as I grew in my roles, I began noticing that so many of the challenges I faced demanded more than just one person’s expertise. My move into city government introduced me to the vast network of agencies, community advisory boards, and elected officials that intersect in the shelter system. Managing those relationships required a different set of skills. No longer could I just rely on the typical “put a meeting on the calendar” approach to get things done. Suddenly, I was juggling multi-stakeholder collaborations, trying to ensure that cross-communication happened smoothly, and noticing all the ways good—or bad—facilitation could make or break a gathering.

The turning point, though, was when I started attending events and convenings where facilitation was either spectacular or absolutely lackluster. A few years back, I was at a conference in Baltimore, and there was a woman who absolutely lit up the room with her ability to unify everyone. She pulled us into tough conversations about race and economic mobility yet somehow kept the atmosphere open, supportive, and even fun. The next day, I sat in another session with a different facilitator who hadn’t tapped into that same energy. The difference between a transformative gathering and a frustrating one was striking.

That was when I realized that this is a specialized craft. It’s not just about telling people to speak up or dividing us into breakout rooms. I saw how skilled facilitators build arcs in conversations, make space for people who might otherwise be overlooked, and draw people into a shared sense of purpose. Good facilitation, I came to learn, could amplify our collective intelligence and address systemic issues in a way that top-down decision-making never could.

At that moment, a spark went off in me. I reflected back on my earlier career steps—moments when I’d been the one urging my team to structure the conversation better or break down silos. I realized I had always gravitated toward that role, whether I called it facilitation or not. Yet, I also recognized I was mostly winging it. I was operating off my gut instincts. That conference in Baltimore showed me there was a name, a body of knowledge, and a whole set of practices behind this. That conference was also a stepping stone to something I never knew I’d become passionate about: a formalized, trained facilitator.

Embracing My Innate Facilitator 

When I look back on my journey, I realize I’ve been stepping into facilitator-like roles for quite some time—even when I didn’t have the vocabulary or the framework to define what I was doing. My transition into city government was the first moment I saw how vital real collaboration was. I went from running my own legal cases to being responsible for group initiatives involving all sorts of stakeholders—shelter operators, local politicians, and various agencies. I noticed that simply scheduling another meeting usually wasn’t enough to align all those different priorities.

Initially, I’ll admit, I was part of the problem. I’d call a meeting, show up without a clear strategy, and see the frustration on everyone’s faces as we left the room more confused than when we arrived. Then I’d revert to thinking, “Maybe I’ll fix this alone,” which never worked out well either. Eventually, it dawned on me that I needed to do a better job of designing these gatherings. I had to become more intentional about how people were introduced to each other and how their ideas could be harnessed. It was a mental shift from manager to facilitator, and it was a pivotal moment.

A lot of my initial learning came from observation and intuition. I saw what I didn’t like in other people’s facilitation styles, and I noticed the good moments that made me think, “Yes, that’s how it’s done!” I started looking for resources online, discovering that facilitation truly is a broad discipline. There were books, tools, and entire communities dedicated to guiding people through tough conversations. In my work at Robin Hood—where we focus on community-driven solutions to poverty—I started recognizing this skill as essential. We talk about trust-based philanthropy, but it dawned on me that fostering genuine trust and collaboration demands effective facilitation.

Just knowing that there was a whole methodology behind this was a huge breakthrough for me. It aligned perfectly with how I’d been approaching community-centered grantmaking: treat partners as collaborators rather than just recipients, and try to create space for everyone to shape the process. In other words, everything I wanted to do—driving collaboration, forging connections, addressing systemic issues—could be elevated if I learned the actual craft of facilitation. I had the passion for it; now I just needed the structure and technique.

Finding My Home at Voltage Control

The real turning point in my facilitation journey came when someone on my team handed me an article about collaboration. It was all about deconstructing top-down managerial structures and ushering in a more equitable approach to working together. When I finished reading, I felt both excited and a little daunted. Yes, I wanted to foster that co-created environment, but how? Where does one even begin?

I started scouring the internet, googling “facilitation training” because I realized that if I wanted to show up differently for my team, I needed a formal learning experience. That’s when I discovered Voltage Control. I remember seeing the program details and thinking, “This is comprehensive, but also feels accessible and fun.” A big selling point was the sense that they really embraced creativity and hands-on practice rather than just academic theory.

So I applied. I wasn’t sure how I’d afford it, so I also submitted a scholarship application. Given the focus of my work on marginalized communities, I wanted to make a case for why I needed these skills—not just for my nine-to-five job, but to bring facilitation to spaces that couldn’t otherwise afford professional facilitators. When I got accepted and sorted out the financial piece, it felt like a validation of everything I’d experienced: “Yes, this is the place to learn. Yes, these are the skills that will help me be a better leader, manager, and collaborator.” It was time to get formal training for what I’d been doing on instinct for so long.

My Hogwarts of Collaboration

Stepping into the certification program felt a bit like getting a welcome letter to Hogwarts. I was excited but also super nervous. The pace was brisk; there were frameworks, readings, and practice sessions on top of my full-time job. But it was also exhilarating. Every session kicked off or closed with a fun activity, and we got to see so many practical techniques in action. For instance, when my turn came to lead an opener, I improvised a simple activity. To my surprise, it landed so well that people asked if it was from a resource or a book. In that moment, I realized that creativity and intuition truly flourish when backed by a strong foundation of theory and technique.

One of my favorite parts of the program was discovering how to structure an entire session or convening. We learned about the critical “pre-work” that Priya Parker advocates for in her book—ensuring participants know each other, understand the purpose, and feel prepared for the topic. Suddenly, I saw how even a simple team meeting could transform into a powerful collaboration tool if we gave some advance thought to design. That blew my mind because in workplaces, especially nonprofits, we often talk about big, lofty goals but skip the fundamental steps that ensure everyone is aligned.

The elective sessions were another highlight. I did workshop design and “cascades,” which focuses on navigating transition and organizational change. That second one was eye-opening because I’ve navigated countless transitions—new CEOs, staff turnover, evolving missions—and never had a structured approach to carrying people along for the ride. Seeing a facilitator’s framework for transitions made me realize how essential these skills are. We often pay huge sums to consultants to handle “change management,” yet many still overlook the real nuance of facilitation. Now I’m confident in wearing the “facilitator hat” whether or not I explicitly announce it in a meeting. And that confidence was forged in the program’s practice labs, reading, and peer feedback.

Leading with a Mindset of Inclusion

One of the biggest transformations for me is how I now approach leadership itself. In my earlier years, I thought the manager’s job was to be the “shiny, brightest thing” in the room, the one who calls the shots and directs people. But going through this certification process taught me the power of stepping back—of focusing on how to create a context where everyone shines. In facilitation, we often talk about making sure people know they belong in the conversation. That’s become a guiding principle for me: If I’m leading a meeting, how am I ensuring that each person feels like their experience and ideas are needed?

It’s also changed the dynamic in my team. I’ve always said I value collaboration, but now I have a concrete sense of how to structure it. I use practices like ensuring we allow space for those who are new to the team or who might have a quieter voice. I look at the agenda and ask, “Does this format reinforce participation or does it shut down dialogue?” Instead of calling a standard meeting and winging it, I might embed an interactive activity or a time for reflection. I make sure to consider who hasn’t spoken, and I directly invite them into the conversation. That shift has created deeper buy-in for our projects and, I believe, a healthier team culture.

Another big game changer is that I can now articulate my method. Before, I just leaned on gut feeling; now, I can point to frameworks and best practices. That’s helped me advocate for changes in how we host events or build consensus within my organization. I can say, “Here is why we need a round-robin format,” or “Let’s try a divergent-convergent technique.” I’ve discovered that many managers and directors appreciate seeing these approaches spelled out clearly. It’s not just me being a people person—it’s a disciplined approach that helps everyone do their best work and fosters a sense of belonging.

Catalyzing Conversations for Change

As I look ahead, I’m excited to integrate these facilitation skills into the next stage of my career—wherever that might be. I’m interviewing for new roles, but no matter where I land, I know I’ll keep championing co-creation and collaborative leadership. I’m determined to spread the word that if we truly want to address social issues like economic mobility or health equity, we can’t afford to ignore the power of skillful facilitation. Whether it’s in the philanthropic sector or with smaller grassroots movements, I intend to use these tools to make sure every voice is heard.

I’m especially drawn to supporting conversations around race, class, and the systemic issues that undergird the work I do. I’ve always been willing to lean into these topics, but I realize that many people are hesitant, especially now, given the political climate. Being a facilitator gives me “armor,” in a sense. It’s a structured framework that makes hard conversations more approachable for everyone. The dream is to combine narrative-change work, storytelling, and facilitation to create spaces where we can have honest, constructive dialogues about the challenges we face and how we want to move forward together. Idealistic? Maybe. But every new project is a chance to bring us one step closer to that vision.

If there’s one thing I’d like prospective students to know, it’s that facilitation is a gateway skill. It sharpens your communication, strengthens your leadership, and provides you with a toolkit you can apply to any environment—professional, personal, or community-based. It’s not just for people who want to run big conferences. It’s for anyone who wants to transform a group’s energy and purpose into real results.

So if you’re thinking about the certification, I’d say: jump in. Don’t be afraid to learn, experiment, and find your unique facilitation style. The payoff goes far beyond the classroom. It expands your capacity to create meaningful connections and lead in a way that truly honors every voice. As far as I’m concerned, that’s the future of work—and the future of our communities. And trust me, we need as many people as possible stepping into that space.

The post From the Courts to Collaboration appeared first on Voltage Control.

“There is so much humanity in vulnerability. If you’re going to ask others to be vulnerable, you have to be willing to do so yourself and let your walls down to have rich, honest conversations.”- Alyssa Coughlin

In this episode of the Facilitation Lab podcast, host Douglas Ferguson converses with Alyssa Coughlin, Chief of Staff Director for the Data and AI Platform Organization at Autodesk. Alyssa shares her journey into facilitation and leadership, emphasizing the importance of patience, active listening, and storytelling in effective facilitation. She discusses leading through influence rather than positional power, empowering team members, and creating a collaborative environment. Alyssa also highlights techniques for engaging quieter participants and the significance of addressing underlying tensions in group dynamics. The episode concludes with a focus on fostering a culture of collaboration and empowerment.

Show Highlights

Links | Resources

About the Guest

Alyssa Coughlin is a seasoned leader with a passion for facilitation, a skill she’s honed throughout her career, from student council to her current role as Chief of Staff at Autodesk. Her journey began in high school, organizing chaotic meetings, and evolved as she realized facilitation was central to her leadership style. After transitioning from pharmaceutical sales to project management in tech, Alyssa embraced facilitation as a critical tool for aligning diverse teams and fostering collaboration. She further developed her skills through Voltage Control’s certification program, where she gained confidence in her ability to create inclusive, engaging, and impactful meetings. Alyssa is now focused on scaling facilitation skills across her organization, empowering others to lead conversations and drive collective success.

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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Transcript

Douglas:

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 twelve-week facilitation certification program, you can read about it at voltagecontrol.com. Today, I’m with Alyssa Coughlin at Autodesk, where she is the chief of staff director for the data and AI platform organization. Welcome to the show, Alyssa.

Alyssa:

Thanks Douglas, and thanks for having me. I’m excited to be here.

Douglas:

Of course. Thanks for joining. Well, let’s get started by hearing a little bit about how you got into this work. How did you get into being a chief of staff and thinking about facilitation and bringing groups together to make better decisions?

Alyssa:

Yeah, chief of staff is something I kind of stumbled into. At the beginning of my career, I didn’t know about this position or what it entailed. I just knew I had this myriad of skills and they all centered around bringing people together and driving organizations towards common goals and really just kind of being that connective tissue that paves the way for others to succeed. I got here through various positions. I’m actually on my second career. I started as a pharmaceutical sales rep, which is very different, and from there I moved over to the technology space and I did project and program management, and that really morphed into being a chief of staff, and it’s been a really exciting career journey because I finally found the position that if I could have just dreamed it up and picked all of the things I like to do and I’m good at, it would’ve come down to being a chief of staff.

Douglas:

I was thinking about your alumni story and how you depicted this tale of facilitating long before you really thought about it from the perspective of that role or that title. I think I remember you talking about a prom planning committee, is that right?

Alyssa:

Yeah, and student council, and I have just been doing this forever and then didn’t realize it was facilitation until somewhat recently.

Douglas:

When you think back to those early formative days, what do you think were some of the key skills or some of the key ways that you were showing up that made you successful?

Alyssa:

I think being able to read people and read a room and having a high EIQ is invaluable when it comes to facilitation. And so when I was on the prom planning committee or student council, I would see that need and I would lean into it and step in and realize that this group all has the same intentions and they want the same goals, but they don’t really know how to get there. And so I would step in and I would lead that discussion and that conversation and just help drive them to the endpoint without necessarily feeding them the answers. It’s more about discovery and giving them an opportunity to figure out the answers for themselves.

Douglas:

Oh, I love that. So this idea of not feeding them the answers, what’s your favorite go-to technique? I mean, I’m sure you’ve grown a lot and advanced a lot since those days, but I’m sure this not feeding people the answers is still core component of how you show up. And so I’m curious, nowadays, which one of your favorite ways of not feeding the answers, but making it feel productive or inviting?

Alyssa:

Funny enough, I find the simpler the probing questions, the better because they leave a lot of room for interpretation. So if the group is starting to get there, but they’re not quite there, something as simple as, “Say more about that.” Or, “How did you get there?” Make them kind of reflect on what they’ve said so far and what they’ve learned so far, and then drill back into maybe something that deserves more detail that they glossed over or recenter them back on the original conversation. It’s really just corralling almost.

Douglas:

Yeah, I love that. And so much of that is active listening and curiosity

Alyssa:

And come to it with an open mind, even if it’s a topic that you are familiar with. When you’re trying to lead these conversations, just act like you’re unfamiliar with the topic and be like, “Well, that’s interesting. Say more about this.” Or, “Why are we doing it this way?” And sometimes just drilling back to those basics helps reground and recenter the group and helps them move forward in a more cohesive way.

Douglas:

Yeah, absolutely. And I love this idea of even if we know the answer, we don’t necessarily have to provide it as the leader.

Alyssa:

Exactly. And a good leader I think focuses more on teaching. That old adage of give a man a fish, feed him for a day. Teach a man to fish, feed him for life. I think leaders really live by that, and it’s so much easier to be like, the answer is ABC, but your group will never learn. Your group will never become self-sufficient and they’ll never be able to grow. And I think a good leader wants their group to actually grow beyond them. You don’t need to know everything to be a good leader or to be a good facilitator. You need to know how to embody the people around you to be their best.

Douglas:

Love that. And so let’s go back to those early formative days. If you could send a message to yourself or go visit with your younger self, what’s one piece of advice you would depart on that you now know, some of this wisdom that you’ve gained through the years?

Alyssa:

I think advice that I would give my younger self is to be more patient in the conversation. And that’s really hard. When we study facilitation, we learn about the power of the pause and the power of just a moment of silence to give others a chance to jump in or to reflect. And so as an extrovert, that’s so hard. I’m like, I’m ready to go. I have the answer. I’m excited about this. But that’s not really how you lead facilitation and that’s not really how you help the group grow. So my advice to my younger self would be just be patient, slow down and let the conversation happen more organically.

Douglas:

So this is a common one, so I find this fascinating. Did you find that that silence was uncomfortable for you or was it just this mindset of we’re going, following the energy and it’s being exciting and let’s move and go and go? Or was it just that anytime silence came up it was uncomfortable or maybe it was a mixture of both? I don’t know. How did it feel?

Alyssa:

I would say it’s a mixture of both. I definitely don’t want to lose the momentum from the conversation. And at the same time, there’s a little bit of an imposter syndrome around that silence. Am I failing if I’m not filling every second of this conversation? And moving past that and learning that, no, I’m not failing. I’m empowering and I am giving the group an opportunity to fill the space with what they see fit. But it’s definitely something that it takes practice, especially when you consider active listening and how your brain is just moving so fast and you’re like, I want to contribute all of these things to this conversation, but I need to slow down for a minute and actually listen to what the rest of the group is saying and allow them to fill some of this space as well, because it’s not a monologue or it’s not me just talking to myself.

Douglas:

You’re right. It’s not a monologue and it requires a group conversation to get past these obvious solutions to get to things that are novel and interesting.

Alyssa:

And I think what’s really important is for whatever the outcome you’re trying to accomplish, to really resonate and to have a lasting impact, it needs to be cultivated by the entire group. It’s not going to be as meaningful. It’s not going to take root if it’s just me or any one person just talking at them. It needs to be a story that we build and we tell and we see ourselves in together and not just about one person.

Douglas:

Yeah. So you mentioned the word story there. How often does story and narrative show up in your facilitation?

Alyssa:

All the time. I think people will resonate with that more. When you think about stuff that you can remember from years and years ago, whether it’s a song or it’s a story or something funny that happened, there’s a personal connection there and that’s what allows it to really stay with you for a long time versus, I can’t remember what I had for breakfast yesterday, because there wasn’t a story there. That wasn’t important and that didn’t matter to me. And so I think when you are telling a story, you are inviting a sense of belonging and purpose in whatever narrative you’re trying to explain, and it becomes a shared narrative at that point.

Douglas:

Yeah. I’m also curious, we talked a little bit about leadership, it’s come up already. And as someone who’s been drawn to leadership roles from a young age, how has your sense of what leadership is evolved through the years?

Alyssa:

I think I really started to understand my brand of leadership when I transitioned into the technology sector and I was introduced to Scrum and Agile project management. And so one of the foundations of Agile is servant leadership. And the whole concept around a leader paves the way for the team. They remove obstacles, they provide resources, they set everyone else up for success. It’s kind of the mantra, leaders eat last. And so that’s where I had this moment of self-recognition or self-realization and I was like, “Yeah, that’s my leadership brand.” And that’s why I’m passionate about it. I attribute my personal success to the success of my team and those around me. And that’s something that I really love about being a chief of staff is that’s my job. It’s to make my leadership team the best they can be and the more they succeed, the more I succeed.

Douglas:

I love that. This idea of our success is measured through the success of those around us and those that we influence.

Alyssa:

Absolutely. And I think that is so important for facilitators, because how do you measure a successful gathering or successful facilitation? It’s not about how you feel when you walk away from the session. It’s, what was the outcome of the session? What is the sentiment of everyone else who was there? Was it valuable for them? Was it meaningful? Will it last? And I think my brand of leadership just so naturally fed into what makes a successful facilitator.

Douglas:

What advice do you have for folks that maybe aren’t in positional leadership roles and how they might view leadership from this lens? Because I personally feel that there’s a lot of opportunities to lead as an influential leader even if you don’t have this positional power. And so I’m really curious, I’m sure you see a lot of that at your vantage point there at Autodesk, because you get to see a lot of different individuals in a lot of different roles. So what advice do you have for folks that maybe want to be in leadership, but maybe don’t have that position or just don’t feel like they’re a leader?

Alyssa:

Yeah, for those folks the first thing I would say is don’t equate management with leadership. They’re not the same thing at all. You do not need to be a people manager or any position of authority to lead. In fact, leading through influence is the hardest way to do it, and it will be the most pivotal skill set you will develop in your career. To be able to lead up, down, and across is going to be really important. My advice would be don’t doubt yourself. Take up space. You are in that room for a reason and your experience and your contributions are valued. And so share those. And help make room for others, because people will notice that if there’s somebody in the room who is maybe feeling timid about chiming in, make space for them and be like, “Well, what are you thinking?” And people will remember that, people will automatically look at you as somebody who is leading and who is helping to guide the group.

Douglas:

That is such a great tool just to bring others into the conversation.

Alyssa:

Never underestimate the power of that.

Douglas:

What’s some of your favorite ways to A, identify those that might need to be included, and then also just bringing them in subtle but powerful ways?

Alyssa:

Yeah, I think as far as identifying those as a facilitator, there’s definitely a little bit of pre-work. So whenever you go into a meeting or a session, you want to make sure you understand the audience and that you have the right people there. Priya Parker talks about generous exclusion and it’s so important. So if you have somebody there and they’re not speaking up, the first thing you want to do is make sure, is this person set up for success? Are they actually supposed to be in this meeting or this session, or are they set up to just not be able to contribute? And that’s not going to be a good experience for anyone. But beyond that, it’s a lot about reading cues and reading energy, and that’s so much easier in person.

So with Zoom, I always suggest camera’s on because as the facilitator, you can kind of read people, maybe they’re about to say something and then they pause or you can see their face light up or a scowl, and you’ll find clues that they have something to say. Then just gradually invite them in. Don’t put them on the spot, just be like, “Hey, so-and-so, I think you have a lot of expertise in this area. What do you think about that?” Something that kind of builds them up first instead of just putting them directly in the spot and being like, “Hey, you haven’t said anything.” Nobody’s going to respond well to that.

Douglas:

Yeah, I like that. Gradually building folks up.

Alyssa:

Yeah, absolutely. Leaders build up those around them. There’s nothing to accomplish by tearing people down. Even if you think it makes yourself look better, it doesn’t. And people will remember that, especially if it’s the first time you’ve interacted with a group, there’s no second chance at a first impression. And so just remember that when you build up, rising tides, lift all ships. And so it’s important that you are elevating everyone around you, because you don’t actually know their full potential and you don’t know what they could contribute. But if you tear them down and they don’t feel empowered to contribute, then it’s just a loss for everyone.

Douglas:

Speaking of lifting others up, I believe you shared a story about an HR colleague that helped you realize that what you were doing was facilitation and being able to label your skills in that way opened up a career path or those realizations just changed how you approached your career development. So tell me a little bit more about that.

Alyssa:

Yeah, and that’s such a prime example of sometimes you really just need one person to believe in you to get you over that hurdle. So this happened back when I wanted to transition from working in pharmaceuticals to working in tech, and I was really intimidated by this change. I’d had friends tell me, and colleagues that, “You have a transferable skill set. Why don’t you jump into this industry if you’re not really resonating with the industry you’re in right now?” And I was like, “Well, I’m not an engineer. I don’t have this deep technical background. I’m not sure how I can really sell myself to a new industry.” And I had a really good friend who was an HR business partner at the time, and she just helped me kind of build my resume and go through it. And she asked me questions about like, “Well, what do you do all day?”

And as I was explaining what I do, she’s like, “That’s creating a business plan, that’s facilitating, that’s…” All of these different skill sets that hadn’t occurred to me because I was being so literal with everything I was doing. I was like, “Well, I sell drugs in the neuroscience division.” But that’s not what matters, and that’s not what transfers and translates. And so she taught me, and this is a really important skill set for a facilitator, is to know when to zoom out to zoom in. And so she said, “Pull back. Just look at the raw form of everything you’re doing. What is that? How would you describe it?” And I’m like, “Oh, well, this is facilitation.” And she’s like, “Exactly, so put that on your resume.” And so it was just having somebody who could help me get through a moment of doubt and a moment of imposter syndrome. And that’s important in leadership, and that’s important in facilitation is just sometimes everybody needs a little push and a little help.

Douglas:

Absolutely. And that’s so great to know that they were there when you needed them. And then as leaders, we can reciprocate to those in need and step into those moments too.

Alyssa:

Yeah, there are probably so many moments that seem benign or mundane to you that had an impact on somebody else’s life and you don’t know. And so I always try to show up as my best and to bring out the best in others, because you don’t necessarily know when somebody else is having a moment of self-doubt and they just need one person to cheer them on or believe in them for a second, and that’ll get them over that hump.

Douglas:

Yeah, so true. Even folks that seem like they have confidence, there might not be a lot underneath that exterior that we see.

Alyssa:

Totally, yeah. I mean, I work with VPs who in a one-on-one will be like, “I am extremely introverted. I am uncomfortable with these big group conversations, and this is not my natural personality. This is not how I show up at home.” And then they’ll give a presentation and it’s like they’re presenting a daytime talk show or something. I mean, they’re just so confident and they’re so smooth. And so people are complex and they are layers. And so how people show up in one situation or one environment is not their whole personality. And I think it’s really important to remember that and to dig through them and to encourage it, because sometimes you can get stuck in, I’m not a speaker, I’m not a facilitator. And you just need somebody to say, “Well, yeah, you are and you’ve got this.” And remember at the end of the day that everybody’s human and nobody’s perfect, and it’s really unreasonable to expect that. And I think as soon as you break down that need for perfection, you create a more welcoming environment that’s going to be conducive to better conversations.

Douglas:

I’m thinking about how you shared in your transition to project management that a lot of it was navigating conflicting priorities with diverse teams. And so I’m curious, when you think about some of these tough facilitation moments or these challenges that the teams were facing or that you were facing together as you were facilitating and they were trying to figure this stuff out, what comes to mind that might be interesting for folks to hear about? If you can’t name specifics, are there any patterns that you’ve noticed?

Alyssa:

I have. I think it’s human nature to kind of revert back to meeting your own needs first. And so as a facilitator, something that I commonly encounter is having to break down organizational silos. So for example, I used to work in the class action litigation space, project managing those, and that’s a really complex process. You have the data processing team, you have the print formatting team, you have finance, you have all of these teams, and they each have these individual goals and objectives that they need to accomplish.

And so my job as the project manager and as the facilitator was to help them break down their individual silos and their individual goals and remind them at the end of the day, helping people who have been hurt and meeting the needs of our client is our goal across the board. This is what we’re all striving to achieve. And so I think when you remind them of how their part contributes to the whole and how it’s important to have everybody’s part contributing to the whole, you help break down these barriers and move the project forward. But it’s something I still encounter to this day. Different leaders all have their own organizations and they’re all just worried about the success of their organization, but at the end of the day, it’s really the success of Autodesk that matters. And we have a belief, we call it “One Autodesk”, and it’s so important to remember that and to remember that we are separate parts contributing to a bigger whole.

Douglas:

You’ve got the mantra of what you mentioned, and I’m sure that’s effective of just helping people anchor in on this bigger purpose, this bigger why. What are some other ways that you’re aligning folks in these sessions?

Alyssa:

I think one important way to, or an important aspect of alignment is to address any sort of elephant in the room. A lot of times people will not say exactly what they mean and the conversation will just kind of go in circles and the important stuff ends up going left unsaid. And so there’s definitely an aspect of diplomacy, but bravery as well and being able to just prompt that and be like, are we actually talking about what we need to talk about right now? Or are we staying at the surface level and all trying to be friendly, in which case we’re just spinning our wheels and we’re not actually moving forward towards accomplishing our goals. And so kind of knowing when to push the group a little bit to move past those barriers and past those comfort zones versus when to step back and let them sort of do it on their own, there’s definitely an art to it. It’s by no means a science, and a lot of it is just trying. There’s so much reading people in facilitation.

Douglas:

Reading people is so essential and there’s so many signals to watch out for. What are some of your go-to methods for making sure you have your finger on the pulse, so to speak?

Alyssa:

Yeah, well, when you’re in person, there’s obviously body language is really important to keep an eye on, but we live in a hybrid world and myself, and I’m sure many other folks are primarily on video calls and Zoom. And so from there I try to keep an eye on the pace of the conversation. Are people cutting each other off more? Is it getting a little bit more assertive? Is there some hostility starting to bubble underneath the surface? On the flip side of that, has somebody completely shut down? Is somebody who is normally a contributor and who I would expect to contribute to this portion of the conversation remaining silent? And just watch for the tone, watch for, you can even just see a smile.

You can see how people are reacting or are they scowling? But it’s so many subtleties that you want to look out for. There’s very seldom going to be this glaring sign that’s like, “Hey, the group is not on the same page anymore.” If you reach the point where it has escalated to that level, you probably missed a few subtle cues you could have used to rein it in sooner. But I would say just really watch the flow of the conversation, watch how they’re interacting. Is their demeanor changing? Is their voice changing? And when it does, how can you help bring them back?

Douglas:

Yeah. What are some of your go-to approaches to bring it back? I mean, you used the word rein it in, so what does reining it in look like for you?

Alyssa:

Sometimes it means reminding the group of the north star and why we’re here and saying something along, “I hear what you’re saying, however, I’m not sure that that’s going to get us to our north star. And so let’s step back for a moment and possibly look at this from a different angle.” Another way to do it is to ask them to frame it in a different way. Say, “Hey, I don’t really understand what you’re saying right now. Can you frame it from this angle for me? Or how does what you’re saying contribute to the objective of this gathering, meeting, session?” Whatever it may be.

And so by rein it in, what I refer to is step back to step forward and just remind everybody of why they’re there. Try to deescalate, try to recenter and refocus, and then have the group get back on track. And that’s tricky, because sometimes it’s so hard to know when the conversation is going in an important direction that you should allow as a facilitator and when it’s starting to run down a rabbit hole and you need to pull it back in. And so that’s where the active listening really comes in handy. And you need to be completely engaged the entire time.

Douglas:

Yeah, that’s a stylistic thing too. How far do you let things go out into the nether regions before you bring them back in, because that’s where inspiration might hit or innovative ideas might happen. And so I think when folks shut that off too quick, they miss those opportunities.

Alyssa:

Exactly. And I come back to it’s an art, not a science. It’s really hard to know when are you blocking innovation versus when are you blocking unnecessary conflict. And it’s so much easier when you’re working with a group continually. So for me, I work with a senior leadership team all the time. I know them well. I know when they’re starting to go down an avenue that’s not going to be successful versus when they might be starting to figure something out. It’s really, really hard though as a facilitator when you’re jumping into a group you’re not familiar with. And my advice in that situation is to really lean into that naivety and to be like, “I don’t understand this. Could you explain this further?” Or, “How does this accomplish whatever our ultimate goal is?” And there’s nothing wrong with just asking those questions that they may sound uninformed, but they could be helping to prompt the group to pause for a moment just to reflect on are we going towards this path of innovation or is this a fruitless conversation that we should abandon?

Douglas:

Yeah, I like that. And it can often be used as a way to, as the facilitator, you can de-escalate using that approach. You can steer things back toward the purpose or north star, as you were saying earlier, but do it in a way that doesn’t seem confrontational. Saying things like, “Help me connect the dots here.” Because it’s not about them saying it wrong or being confusing. It’s about me, the facilitator, having trouble connecting the dots when probably everybody else in the room felt the same way, but because I’m the one that fell on the sword, now everyone gets the benefit.

Alyssa:

Absolutely, yeah. Facilitators have to be willing to just take the bullet sometimes and be okay with doing it for the better of the group. Yeah, to your point, I mean, you’re probably not the only one who’s thinking that. I guarantee you there’s somebody else in the room who’s like, “Why are we talking about this?” But there’s a group dynamic at play, and as a facilitator, you’re oftentimes seen as this impartial entity. And so it’s not going to be as intrusive if you ask the question as if somebody else in the group were to do so.

Douglas:

And also I think we practice those ways of not being judgmental or not coming across as confrontational. I think even if folks aren’t being confrontational, if they clearly have an opinion on the matter and they just blurt out whatever is on the top of mind, it probably comes across confrontational.

Alyssa:

Absolutely. And in those situations, I try to bring things back to facts. Is this just an objective opinion? Do you just feel some way about this? Or do you have information that the rest of the group could benefit from understanding that has led you to this opinion? And so if you challenge them on that, you’ll oftentimes find your answer whether they were right, and there’s an avenue that you should be pursuing that you missed. Or it’ll kind of allow them to self-check and be like, “Wow, I feel this way because I feel this way, but I don’t have any data I can bring to the group to validate it.”

Douglas:

When you were saying validation and bring it back to facts, it made me think how powerful a prompt along the lines of, how might we measure that?

Alyssa:

Definitely. And my organization, we live in the world of OKRs, which are objectives and key results for anyone who’s not familiar, and they’re a way to measure the success of an organization. And there’s such an easy thing to point work back to. So if a team is kind of going in the wrong direction, it’s like, which OKR are you feeding with this project? Are you moving us towards our common goals that we aligned on and that we agreed on as a group? And yeah, I love that you said that, Douglas. How will you measure success? Is this measurable? Is a great question to ask because it really forces them to pause and think, is there a way for me to know for certain that this is the right thing to do, or is it just a shot in the dark?

Douglas:

Yeah, I love that. I want to talk about vulnerability real quick. And you mentioned that as one of the key parts in the learning experience for you during our certification, and I wanted to see if you could elaborate a bit on how embracing vulnerabilities has helped you grow as a facilitator.

Alyssa:

There is so much humanity in vulnerability. And coming back to what we were saying earlier about facilitation, it’s just not possible if you can’t connect on a human level. I think if you’re going to ask others to be vulnerable, you have to be willing to do so yourself and to let your walls down and to be able to have these rich, honest conversations. And it’s so uncomfortable. You’re opening up a piece of yourself that you’ve probably really tried to protect, and that’s I think, a natural instinct. But learning to talk about things maybe you’re not great at or things that you wish you could do better. It doesn’t have to be a therapy session where you’re like, “Here’s my every insecurity and here’s what led to it.” But being able to show people that you’re willing to give a piece of yourself makes them more prone to giving a piece of themselves in return and then you’re having a more honest conversation.

Douglas:

Yeah. Speaking of the summit, you’re going to be at the summit this year, so what kind of excites you the most about coming down to Austin and being with a bunch of fellow facilitators?

Alyssa:

So much. I love getting to talk to other facilitators and learn from them. Everybody does it a little bit differently and so there’s always so many gold nuggets that I can borrow from other facilitators and share. Some of mine in return this year will be different. I’m excited for a different reason because I’m presenting this year, it is my first time presenting at the Facilitation Summit, and I’m actually going to be talking about some of the stuff we discussed today. We’re going to talk about using storytelling and leveraging that through facilitation to enable change management and how when you want a change to really take root and take effect, you have to tell a story that people can see themselves in and you have to bring them along on the journey with you. That’s where you get that true buy-in. And so we’re going to talk about kind of how do you do that? What are some tips? Coming back to how do you measure it, how do you know if it’s been successful? And how can you seamlessly fold that into just your everyday facilitation?

Douglas:

Love that. Storytelling is so critical. I think so often stories are such a part of getting teams to align, getting ideas to come out, yet folks aren’t spending enough time thinking about how they draw a good story out of people.

Alyssa:

Yeah, you always have to think about the what’s in it for me. So I work with the platform organization at Autodesk and we build all of these cool capabilities and then we take them to product teams and we’re like, “Hey, use this.” And the first, the human response is, “No, why? You haven’t given me a reason. What’s in it for me?” And so to be able to tell that story, to tell the story of why this is a great capability for your use case and how it can unlock new things for your work and make your life easier. Really putting them in the story of your capability or your product really makes it seem like it’s something that they belong to as well. And so that’s what we’re going to talk about some. And whether you’re trying to increase adoption or sell something or start a new idea, it doesn’t really matter. Being able to tell that story will help you be more successful.

Douglas:

So you’ve also mentioned the importance of mentoring others in facilitation at Autodesk. I’m curious, what strategies have worked best when you’ve been developing others around these skills and how do you see facilitation shaping the organization’s culture?

Alyssa:

Yeah, I think not taking for granted the ability to be a storyteller is really important because that is something that comes more naturally to some folks than others. And so we’ve really been focusing on how to be a storyteller and helping our team feel confident in their ability to articulate a story, especially because we have a global team. We have people with different first languages coming from different cultures and different backgrounds, and that can create different insecurities. And so being able to connect through story and be like, well, a story doesn’t necessarily have to know any sort of cultural bounds, it’s something that we can all belong to together.

And so I lead the extended leadership team for my organization and at our summit this past summer, we spent an entire day just focusing on storytelling and talking about all the different ways that that can be an asset in their toolset or career, however you want to phrase it. And it’s not just at work. I’m on the board for the Autodesk Women’s Network, and we’re talking about selling your own skill sets and standing up for yourself, selling your brand and what you can bring to the table in your career. And so there are just so many different ways that being able to be an efficient storyteller can help you not only move your career forward, but also help you bring others along.

Douglas:

That’s a nice segue. I was wanting to hear about, as you think about the next phase of your career, as you move that along, what most excites you about the role of facilitation and how it might play in that work that you do in the future?

Alyssa:

I think now I’m at a phase in my career where I have a decent amount of influence. And so being able to use that position to empower others is really exciting to me. When somebody who’s on the leadership team taps you on the shoulder and says, “I think you would be really great for this. I’m so proud of what you’ve done to date, and I’d love for you to share that with others.” You’re really not only building that next generation of leadership, but you’re holding a hand out to somebody else. Because at some point in my career, there was somebody who did that for me, and it gave me the confidence to kind of lean into that unknown, to be vulnerable and to take a chance.

And so now it’s my turn to do that for others and to hold the door open for those behind me. And so I’m really excited to be at a point, obviously you never are done learning how to facilitate. It’s a lifelong learning process, but I do have enough knowledge and information now that I can start to share that with others. And that’s really exciting for me. I would love for everybody to be able to tell their story and to just create this belonging all the way through our organization.

Douglas:

So as we come to a close, I want to give you an opportunity to leave our listeners with a final thought.

Alyssa:

I think it’s kind of a silly analogy, but it’s the one that I hold onto. And what I see facilitation and leadership really drilling down to is you’re kind of a collaboration Sherpa. You know the way, you’re guiding the team, but you’re still letting them make the journey on their own, and you’re helping to remove obstacles and roadblocks, and you’re getting them to where they need to go, but you’re not doing it for them. And that’s really what I try to bear in mind as a leader and a facilitator.

Douglas:

It’s been a pleasure having you on the show, Alyssa. Thanks for joining.

Alyssa:

Thank you. I had a great time. I loved this conversation.

Douglas:

I did as well, and I look forward to talking to you again probably at the summit.

Alyssa:

Great. I’ll see you there.

Douglas:

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 to 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 From Extrovert to Empowerment: The Art of Facilitating Group Dynamics appeared first on Voltage Control.

In today’s fast-paced world, the demand for skilled coaches is higher than ever. Professionals across industries are seeking guidance not only on personal and career growth but also on how to lead teams through uncertainty and change. As a coach, you might find that while one-to-one coaching forms the backbone of your practice, you are often invited to lead retreats, offsites, and other group gatherings. This dynamic calls for a complementary skill set—facilitation.

Exploring diverse coaching certification options can open new doors and equip you with the knowledge and techniques to address a wide range of client needs. With so many choices available, from internationally recognized programs to niche specialties, it can feel overwhelming to decide which path best aligns with your career goals. However, blending a strong coaching foundation with advanced facilitation skills can set you apart from the crowd.

In this blog post, we’ll walk through ten top certification options that can help you enhance your practice. One option we’re particularly excited about is our very own Facilitation Certification. It’s designed to serve as a perfect complement to traditional coaching certifications, arming you with the expertise needed to navigate group dynamics and drive collective breakthroughs.

Whether you’re just beginning your journey or looking to expand your repertoire, these certification options provide a spectrum of opportunities to refine your skills, boost your credibility, and ultimately, help you make a lasting impact on the leaders and teams you serve.

1. International Coaching Federation (ICF) Certification

The International Coaching Federation (ICF) remains one of the most prestigious and widely recognized certifications in the coaching industry. ICF certification signals adherence to high ethical standards and a commitment to ongoing professional development. Its rigorous accreditation process is designed to ensure that coaches not only master the theoretical foundations of coaching but also demonstrate practical competence.

ICF-certified programs emphasize mentorship, peer coaching, and hands-on experience, which are vital for coaches aiming to refine their craft. This structure ensures that you are well-prepared to guide individuals through their personal and professional challenges, fostering growth and transformation. The emphasis on measurable competencies and ongoing learning makes ICF a robust foundation for anyone serious about their coaching career.

Furthermore, ICF certification can significantly enhance your marketability. Clients and organizations often seek ICF-certified coaches for their proven skills and ethical approach to coaching. This reputation of excellence helps build trust with prospective clients and paves the way for more impactful engagements. In an increasingly competitive market, having an ICF certification can be a strategic differentiator.

Moreover, ICF’s global network of coaches provides invaluable opportunities for collaboration and continued learning. This community of practice is a resource where you can share experiences, overcome challenges, and stay updated on emerging trends in the coaching field. By joining this network, you can continuously evolve and adapt your coaching strategies to meet the dynamic needs of today’s leaders.

2. Institute for Professional Excellence in Coaching (iPEC) Certification

The Institute for Professional Excellence in Coaching (iPEC) offers a comprehensive coaching program that integrates core coaching competencies with a deep exploration of personal and professional development. iPEC’s certification is well-regarded for its robust curriculum that blends practical coaching skills with strategies for self-mastery. This approach is designed to help coaches not only serve their clients effectively but also cultivate their own leadership qualities.

iPEC places a strong emphasis on energy leadership—a model that encourages coaches to help clients understand and transform the energy behind their actions. This unique framework enables you to guide clients through a process of self-awareness and transformation, resulting in lasting change. The curriculum is designed to be immersive, ensuring that coaches graduate with both the skills and confidence needed to facilitate significant breakthroughs.

A notable advantage of iPEC’s certification is its blend of one-on-one coaching and group learning. The program’s structure, which includes live sessions, peer coaching, and mentorship, mirrors real-world scenarios where coaching often expands into facilitation settings. This hybrid model ensures that you’re prepared to manage both individual sessions and larger group interactions.

For coaches seeking to enhance their ability to run workshops, retreats, or team offsites, iPEC offers a balanced training that addresses these needs. By developing a deep understanding of energy dynamics and group processes, you become well-equipped to create environments that foster collective growth and innovation. This dual focus is invaluable as coaching increasingly intersects with team facilitation.

3. Erickson Coaching International Certification

Erickson Coaching International is celebrated for its solution-focused approach to coaching. This certification emphasizes practical strategies and creative problem-solving techniques that empower clients to envision and achieve their goals. Erickson’s method is grounded in the belief that effective coaching is about unlocking potential through forward-thinking strategies and clear, actionable steps.

The Erickson approach is highly adaptable, making it a strong choice for coaches who work across diverse industries and client needs. By focusing on solutions rather than dwelling on problems, this certification helps you build a practice that is both client-centered and results-oriented. This proactive approach ensures that your coaching engagements are geared toward measurable outcomes.

A significant benefit of Erickson Certification is its flexibility in application. The techniques taught can be seamlessly integrated into various coaching contexts—from individual sessions to group workshops. This adaptability makes Erickson a great option for coaches looking to expand their services beyond one-to-one coaching, especially when facilitating team gatherings and group discussions.

Additionally, Erickson Coaching International offers a supportive learning environment through interactive workshops and real-life practice scenarios. This hands-on experience not only sharpens your coaching skills but also prepares you to manage dynamic group interactions. Whether you are guiding one individual or facilitating a team session, Erickson’s practical framework can help you drive meaningful change and inspire collective success.

4. Coaches Training Institute (CTI) Certification

Coaches Training Institute (CTI) is renowned for its co-active coaching model—a dynamic approach that emphasizes the interplay between coach and client as active participants in the coaching process. CTI certification focuses on developing both personal awareness and professional skills, enabling coaches to foster powerful relationships and drive transformational change.

The CTI model is built on the premise that coaching is a partnership where both coach and client engage in a mutually evolving dialogue. This interactive process encourages clients to tap into their inner resources and create sustainable change in their personal and professional lives. CTI’s training is immersive, often incorporating experiential learning, role-playing, and real-time feedback sessions that mirror the complexities of real-life coaching situations.

For coaches interested in facilitating group dynamics, the co-active model is particularly beneficial. It teaches you how to create spaces that encourage open communication and active participation, essential skills when leading team offsites or retreats. The model’s emphasis on collaboration and shared responsibility translates well into group settings, where fostering collective insight is paramount.

Moreover, CTI Certification provides a structured yet flexible curriculum that allows you to tailor your learning experience according to your specific interests and career goals. This adaptability ensures that you can integrate the core principles of co-active coaching into your existing practice, enhancing your ability to lead both individual sessions and larger group interactions. With CTI, you build a robust foundation that supports both personal and professional growth for you and your clients.

5. The Association for Coaching (AC) Certification

The Association for Coaching (AC) is a global network that emphasizes high standards and continuous professional development. AC Certification is designed for coaches who aspire to maintain a rigorous ethical framework while continuously evolving their skills. This program is ideal for coaches who want to integrate best practices from around the world into their practice.

AC Certification stands out because it focuses on a blend of theoretical knowledge and practical application. The program is structured to ensure that coaches not only understand advanced coaching concepts but also know how to implement them effectively in diverse scenarios. This dual focus on theory and practice helps you build a resilient coaching practice that adapts to evolving client needs.

In addition to traditional one-to-one coaching, AC encourages a broader application of coaching skills in group settings. The emphasis on creating engaging, high-impact sessions makes AC Certification a natural stepping stone for those who eventually facilitate team gatherings and organizational offsites. This extended application of coaching skills enhances your versatility as a professional, allowing you to serve a wider array of client needs.

The global network that comes with AC Certification is another powerful benefit. By joining an international community of coaches, you gain access to a wealth of resources, insights, and collaborative opportunities. This network not only supports your professional journey but also offers a platform for continuous learning and growth. With AC, you’re not just earning a credential; you’re becoming part of a worldwide movement dedicated to elevating the coaching profession.

6. Neuro-Linguistic Programming (NLP) Coaching Certification

Neuro-Linguistic Programming (NLP) offers a unique perspective on coaching by focusing on the interplay between neurological processes, language, and behavioral patterns. NLP Coaching Certification equips you with a set of tools that help clients overcome limiting beliefs, reframe challenges, and unlock new levels of performance. This certification is particularly effective for coaches who want to delve deeper into the science of human behavior.

The NLP approach is highly practical and action-oriented. It provides a structured methodology that can be easily applied in one-on-one sessions as well as in group settings. For coaches who find themselves facilitating team retreats or offsites, the NLP techniques are invaluable. They help create an environment where clients can shift perspectives quickly and develop innovative solutions to complex problems.

Moreover, NLP Coaching Certification emphasizes the importance of language in shaping our reality. By mastering the nuances of communication, you can help clients articulate their goals more clearly and navigate obstacles more effectively. This focus on linguistic precision and behavioral change not only strengthens your coaching sessions but also enhances your ability to facilitate engaging group interactions.

The certification process typically includes interactive workshops, live demonstrations, and hands-on practice, ensuring that you gain real-world experience alongside theoretical knowledge. This immersive approach means that you leave the program not only with a certification but with a toolkit that empowers you to make a tangible difference in your clients’ lives—whether working individually or in group dynamics.

7. Positive Psychology Coaching Certification

Positive Psychology Coaching Certification is grounded in the science of happiness and well-being. This certification focuses on identifying and leveraging strengths, cultivating resilience, and fostering an optimistic mindset among clients. By drawing on evidence-based practices, coaches can help clients build a foundation of positivity that drives sustained personal and professional growth.

At its core, positive psychology in coaching emphasizes the importance of focusing on what works well rather than solely on areas for improvement. This strength-based approach not only boosts client confidence but also creates a more engaging and motivating coaching experience. The certification equips you with strategies to help clients celebrate successes and develop a mindset geared toward continuous improvement.

For coaches who also facilitate group sessions, positive psychology offers techniques that can transform team dynamics. By encouraging group members to recognize and build on their strengths, you create an atmosphere of collaboration and mutual support. This approach is especially effective during retreats or offsites where fostering a positive group culture can lead to innovative solutions and stronger team cohesion.

The certification program typically includes a mix of theoretical learning and practical application. Interactive sessions, case studies, and role-playing exercises help you apply positive psychology principles in various coaching scenarios. By integrating these techniques into your practice, you become better equipped to guide both individuals and groups toward achieving their highest potential.

8. Business Coaching Certification

Business Coaching Certification is tailored for those who want to work with leaders and organizations to drive performance and growth. This certification focuses on the unique challenges of the business environment, such as strategic planning, leadership development, and change management. As a business coach, you play a crucial role in helping organizations navigate complexities and achieve sustainable success.

The curriculum in business coaching programs is designed to blend core coaching principles with advanced business acumen. You learn how to diagnose organizational issues, develop strategic solutions, and guide leaders through transformational change. This dual focus on business strategy and personal development makes the certification highly relevant for coaches who aspire to work with corporate clients or lead organizational change initiatives.

For those coaches who find themselves facilitating team meetings, strategic retreats, or offsites, business coaching certification provides an essential toolkit. It equips you with techniques to foster productive dialogue, align team objectives, and drive collaborative decision-making. The ability to transition smoothly between one-on-one sessions and group facilitation can be a game-changer in the business context.

In addition to practical skills, business coaching certification programs often emphasize networking and peer collaboration. Being part of a cohort of like-minded professionals allows you to share insights, challenges, and best practices. This collaborative learning environment not only enriches your coaching practice but also ensures that you remain at the forefront of emerging trends and strategies in the business world.

9. Voltage Control’s Facilitation Certification

While traditional coaching certifications provide a solid foundation for one-on-one engagements, many coaches are increasingly called upon to lead group sessions, retreats, and offsite meetings. Voltage Control’s Facilitation Certification is specifically designed to bridge this gap, equipping coaches with the skills needed to guide large groups effectively. Our program emphasizes a non-directive style that mirrors the coaching approach but is tailored for managing multiple participants.

Our Facilitation Certification helps you master the art of creating collaborative spaces where every voice is heard and collective insights emerge. You’ll learn how to design and lead interactive sessions that foster innovation and drive group alignment. The curriculum covers a range of topics from setting the right tone for group engagement to managing diverse dynamics, ensuring that you can handle any facilitation scenario with confidence.

One of the key benefits of our program is its seamless integration with traditional coaching practices. Many coaches find that adding facilitation skills to their repertoire enhances their ability to support leaders and teams during complex organizational challenges. The non-directive style used in both coaching and facilitation allows you to guide discussions without imposing your own agenda, creating a space where clients can explore solutions organically.

In addition to enhancing your group facilitation skills, our certification provides valuable insights into designing impactful retreats and offsites. These skills are increasingly in demand as organizations look for coaches who can not only work with individuals but also drive collective transformation. By integrating facilitation into your practice, you become a more versatile professional capable of addressing a wider range of client needs and organizational challenges.

10. Leadership Coaching Institute Certification

Leadership Coaching Institute Certification is an ideal option for coaches looking to specialize in guiding current and emerging leaders. This program focuses on the unique challenges of leadership development, such as strategic visioning, decision-making under pressure, and the cultivation of emotional intelligence. Leadership coaches are instrumental in helping executives navigate complex organizational landscapes and drive meaningful change.

The curriculum is designed to blend advanced coaching techniques with leadership theory, ensuring that you are equipped to handle high-stakes environments. You’ll learn how to facilitate powerful conversations that unlock new perspectives and inspire confidence in leaders facing difficult challenges. This certification not only enhances your ability to support individual growth but also positions you as a trusted advisor within organizational contexts.

For coaches interested in expanding their scope to include team facilitation, Leadership Coaching Institute Certification offers strategies that are directly applicable to group settings. The program provides tools for orchestrating dynamic group discussions and managing conflict in high-pressure situations. These skills are essential when leading leadership retreats or strategic offsites where collective insights drive organizational innovation.

Moreover, the certification process encourages continuous learning and self-reflection—a critical component for anyone guiding leaders through transformative change. By incorporating feedback, peer learning, and practical application, this program ensures that you are always evolving and refining your approach. Ultimately, the Leadership Coaching Institute Certification prepares you to make a profound impact on the leadership journey of your clients, whether in one-on-one settings or as a facilitator of group transformation.

Conclusion

Choosing the right certification can significantly shape the trajectory of your coaching career. As you explore these top 10 options, remember that each program offers unique benefits tailored to different aspects of coaching—from one-on-one engagements to group facilitation. By selecting a certification that aligns with your strengths and career aspirations, you set the stage for continuous growth and impact.

Integrating facilitation skills, such as those offered through Voltage Control’s Facilitation Certification, can be a game-changer. It not only broadens your ability to lead diverse groups but also enhances the value you bring to your clients. With the rise of group-based coaching engagements, having a solid facilitation foundation is increasingly becoming a must-have skill for any forward-thinking coach.

As you move forward on your professional journey, consider the diverse pathways available to you. Whether you opt for a well-established certification like ICF or choose to specialize with programs like Leadership Coaching Institute Certification, each step is a stride toward becoming a more versatile and impactful coach.

We invite you to explore these options, invest in your professional development, and embrace the exciting opportunities that lie ahead. By expanding your skill set to include both coaching and facilitation, you are well-equipped to meet the evolving needs of today’s leaders and drive transformative change in organizations around the world.

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“I was blown away, absolutely enthralled and fascinated. My granddad turned to me and said, “You’ve got an inquiring mind, don’t ever lose that.” It has essentially formed who I am.”- Dan Walker

In this episode of the Facilitation Lab podcast, host Douglas Ferguson interviews Dan Walker from Collective Imagination Consulting. They discuss Dan’s journey from the legal field to the outdoor industry, driven by his deep curiosity and evolving understanding of justice. Dan shares how his formative experiences shaped his perspectives and how he now helps organizations create pathways toward a more just and joyful society. The conversation highlights the importance of curiosity in both personal and professional contexts, the complexities of justice, and the pivotal role businesses can play in fostering social change. The episode emphasizes a method-agnostic approach to facilitation.

Show Highlights

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About the Guest

Dan supports organizations to work in partnership with Community Leaders in the collective work towards a more just and joyful society.

He brings over 10 years of experience from across the public, non-profit and business sectors guiding organizations to do the “institutional soul work” to identify values they hold.  Supporting organizations to work in partnership with Community Leaders to translate those values in to strategy and actions that deliver the highest expression of those values and incrementally build towards a more just and joyful society.  

Dan cares deeply about respecting each person’s human dignity and brilliance, believing that co-creation can better design the systems within which we live.  His human-centred design approach supports clients to embrace these principles and pursue work that aligns with their values and support the transformative change sought.

As a member on the Board of Directors at the Vancouver Foundation, Dan advises the organization on how to better centre community need and develop governance practices that enshrine that commitment within its values and processes.  As a member of the Board of Directors at the Outdoor Diversity Alliance, he supports their mission to foster a more equitable outdoor industry through centering community expertise and catalyzing collective action across the outdoor industry.  

Balancing his love of music and the arts with time on the trails, you’ll usually find him at a local gig or exhibition, or in motion on the land.  In either context, you’re likely to find him with a huge smile on his face!

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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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 Dan Walker from Collective Imagination Consulting, where he supports organizations to co-create pathways toward a more just and joyful society. Welcome to the show, Dan.

Dan Walker:

Really nice to see you, Douglas. Yeah, looking forward to the conversation.

Douglas Ferguson:

Yeah, looking forward to chatting as well. And as usual, let’s get started with how you got your start. And I want to come back to something you mentioned in your alumni story, which was, gosh, I think you were 10 years old in London, your grandfather’s comment about the inquiring mind. Let’s talk about that a little bit.

Dan Walker:

Oh yeah. I mean, it’s a good place to start. It’s always a nice memory. I don’t know, the sun’s rising here too, so I don’t know if there’s a warmth attached to that memory. Yeah, when I was 10, I visited London with my grandparents. It was kind of the first time I’d been on a big trip like that. My grandma and granddad took me and my younger brother around London, and one of the places that we went to was the Tower of London. We went around, we were toured through the exhibits with the beefeaters who spoke to their lives and how things worked and the history. And I was blown away, I was absolutely enthralled and fascinated and obsessed with it.

And I remember coming out of that space and going down the tube, going down the tube close by to get on the underground and go to the next place, and my granddad turning to me and just saying, “You’ve got an inquiring mind. Don’t ever lose that.” And it’s essentially formed who I am. I think I’ve built my identity around this curiosity that I’ve always had. I find the world endlessly fascinating, I find everything endlessly fascinating. My biggest challenge is probably that balance of how do I say no to some things when literally whatever people are into, I just find it interesting. And yeah, it’s really shaped who I am and living into that childlike curiosity is something I always tap into. It really informs my work and how I move through the world, and I just love it. It lights me up anytime I’m doing that. So yeah, it’s a real starting point for me, and it set me on this path that I’m currently still on. Yeah, it’s a beautiful memory too.

Douglas Ferguson:

Has that punctuated moments throughout your life? Do you recall moments where that’s popped up periodically?

Dan Walker:

I think so. I mean, even now I look at it and even when I was chatting to friends the other week and they’re talking about some of the things there now studying and looking at, and I don’t know, I’m currently studying Spanish and learning to draw and sketch and these pieces and then as my friends are talking about these other areas that they’re looking at, I’m like, “Oh my God, how do I learn more about that?” So I see it all the time. I know that’s who I am and that’s what I value.

And then in work too, I think I know my ability to ask questions is my strength. I sit in a space of genuine curiosity, so I always return to that as like, yeah, that’s who I am, my heart, that’s what I believe and what I bring to the world. So it definitely comes up, it shows up all the time, and I think it’s how do I balance that curiosity with focusing on certain things in a certain moment? And also being blown away by everything, by the fascination of spaces. Yeah, I was in CERN, the particle accelerator last year, and mind-blowing what we’re doing and what does that mean and what does that tell us about the world and how 95% of the world is dark matter, and we don’t really know what that is or what that means. And I just find it all endlessly fascinating and I love the world in which we live because of that, I guess. So yeah, it shows up everywhere.

Douglas Ferguson:

Yeah, the quest for knowledge is a fascinating thing. It’s like this ever-receding zone of the universe we don’t understand.

Dan Walker:

Yeah. I mean for you too, I don’t know, do you feel that sense of the curiousness around the planet we live in, how we interact, the social interactions, does that show up for you too?

Douglas Ferguson:

Yeah, I mean, there’s endless things that make me curious. In fact, there’s a construction project on the highway that connects the area I live in to downtown Austin and every time we drive through trying to figure out all the pieces and what are they going to do next and what are they up to and how’s this going to work and where’s this going to go, or are they going to close this down or open this piece up? And my wife finds it hilarious. And I think sometimes when I’m pontificating about the possibilities, she’s sneakily pulled out her phone and is recording me.

Dan Walker:

Which, yeah, to watch you in full flight would be great. I mean, what are other questions are you asking? I don’t know, it brings for me such a beauty to the world. I think with that fascination, I find everything, even the hard bits, I think that’s the spaces that I’ve come to in later years is how to, in the pain of things, can you find the beauty and the fascination and the interest that we can be pushed into these spaces that are really deeply painful for us? And what does that mean and how is that experience and how is that a beautiful experience at the same time? And I would say that’s an incomplete journey, but it’s a space that I’m now moving more into of how do I hold the full experience of life and the complexity of it all and bring that same level of curiosity to everything, not just the beautiful things that I’m in awe of, but also the difficult things too? And I don’t know, yeah, that’ll be the next 50 years trying to figure that out or get closer to figuring some of that out.

Douglas Ferguson:

When you reflect back, what are the things that you found you’re most curious about?

Dan Walker:

Oh, I think humans. I think humans and the interaction of us and how we understand ourselves and how we understand the collective us. I think that interaction is just a fascinating dynamic. There are similarities that come from the shared human experience, but also these profound differences as a result of the lived experience and the systems that we live in and all these pieces. How does that sit together? How do I sit as who I am within this collective system? And then how we layer over the politics and the systems that we’ve created and how that shapes and how it changes culturally from different contexts. So yeah, I find that fascinating without end, I can’t see an end point in being curious about that.

Yeah, I do think psychology, those spaces strongly appeal to me. There’s times where I’m like, “I should maybe look into doing that,” because I just find it a fascinating subject that we’re all beautifully unique and how do we sit together, how do we acknowledge that uniqueness and how do we stitch this collective blanket together as society? That is the space, which kind of ties into my work, this question of justice and what is justice, how do we build towards a more just society, sort of acknowledges those two things. It acknowledges the unique brilliance of each of us, and it questions how do we stitch that together? And that’s the space where, yeah, I could talk about that, read about that, listen to people talking about that, thinking about that, working through it without end.

That’s just a beautiful space for me and in service of a goal that I believe is most precious, I guess, how do we find this space to have respect, a depth for one another and experience joy that can come from that collective sense of belonging? So that’s probably the big piece where it shows up most profoundly. That and then sketching, or I don’t know, whatever else it is at the minute, but really it’s the central focus on just this is the thing.

Douglas Ferguson:

So you talk about justice and connection, how did that first show up for you? What were some of the ways that you started to understand or realize that this is an important thread for you?

Dan Walker:

That’s a good question. I think fairness has always been relevant to me. I think that is probably a very almost naive way of coming to connect with it. When I was younger, this didn’t seem fair, that person was treated differently, we’d worked as hard and that different results came. So I think there was a very juvenile understanding of it, like, “That doesn’t seem fair, these people are being treated differently,” in whatever context it may have been.

And then there was an essay that we had to write when I was at high school, so I wouldn’t be that old, I’d maybe be 12, 13, somewhere in that kind of range, I just remember it too, we were sat in the library at a local school, which was an unusual event, we weren’t often taken to the library for our English classes, but for that one we were, and we were given this essay assignment, there was essentially posing the question of, should we have capital punishment in the country? Should that be legal? Should it not be legal? How do we decide that? And learned all about the miscarriages of justice and how that had transpired, went into the legal background on why it existed, what the historical significance of it was, what’s a society if we don’t have capital punishment in place? And I was enthralled with it, I was totally fascinated by this question.

And I think it brought me to an answer that I didn’t have at the time, I definitely didn’t come to this at the time, but really what was under that is who determines the answer to that question? And within that system, it was determined by a few. And I think where I’ve come to is this question of how are the systems within which we live determined by us all? And that’s the piece where now my understanding of justice sits and comes from.

But yeah, it’s always been there. It’s like always this pursuit of we all matter, our opinions all matter. If we’re having a conversation today on any truly complex subject, you don’t have the answer, I don’t have the answer. Instead, it sits between us and together we shape it and you sharpen my thinking and I sharpen yours, and all of a sudden we have this better understanding, this idea, our ideas are better than my ideas, collectively, we shape it better. And I hold that to be true and I think it comes from a place of respect for other people, a place of belief that we are all phenomenally brilliant and talented, we just need to bring that together. And yeah, that’s really the work that I now do, but it stems from this belief in we all matter and we all should be valued and considered worthy and feel a sense of belonging together. Yeah, I mean, I could talk about it for hours.

Douglas Ferguson:

And you pursued law at some point, right?

Dan Walker:

I did, yeah. So I studied that and I think that was kind of a reflection of that maybe naive answer. I was younger then, I didn’t really know the fullness of the systems in which we sit. I came to it because I believe in justice, well, of the past, you can take, well, this one has justice in the title, we’re doing the legal sector, we’re going into criminal justice, which is intended to deliver justice. But having gone into that, finished my studies, came out, worked in a London Crown Court whilst I was living there to try and figure out do I want to carry on and become a barrister and do this work? It just became apparent to me that the system wasn’t what I believed justice to be.

Douglas Ferguson:

What was the big disconnect there or the dissonance you were feeling?

Dan Walker:

I would say it was systems that were imposing punishment and it wasn’t actually addressing the underlying inequities that exist. So it was just punishing for crimes committed without acknowledging that there are inequities that exist in society that were creating those. It wasn’t doing anything to address that. So for me, there was one case that we tried, prosecuted, the defendant was found guilty, served time in prison, two years later, the exact same case for the exact same defendant landed on my desk and I was like, “This is broken. This is not it.” I look now and I think there are people doing phenomenal work within criminal justice, and I could have maybe found pathways into changing and working on the system. At the time I was younger and I was like, “I don’t feel we’re doing the work of justice,” so I left.

It’s a tricky space because I acknowledge too the victim has suffered harm as a result of the crime so there’s a real importance of centering the victim’s perspective within that conversation too. But I think that we often neglect the perspective of the defendant and the person who has committed those crimes or has been charged with those crimes, they matter too. And I think often we don’t focus on that and say, “Hang on, what has contributed to that person being here today? And how as a society do we take account for that and acknowledge that and work through that and all those pieces?”

So yeah, it’s a fascinating space. I feel like I’m way closer to what I believe justice to be now. I feel like I’m working a far more true reflection of that and there’s amazing work being done within the legal spaces around access to justice and these pieces that maybe if I’d have found those, I would’ve still been there, I just didn’t and it didn’t feel like I was doing the work that I believed to be most true.

Douglas Ferguson:

Yeah, we all take our own path, right? I think at the time you pivoted through the outdoor industry, if I’m remembering right.

Dan Walker:

Yeah, yeah. I ended up, I was in London when I was working in the courts, I left there. London’s amazing, it’s a phenomenal city. I love music, we were talking about that before, music’s my thing, I can’t play, which it sounds like you may be able to, but yeah, I can’t play, I love listening. So in London, I go to all the gigs and it was an amazing city, but at the time it’s exhausting too. It’s phenomenal as a cultural hub, there’s so much going on, there’s so many people. But also over time, that becomes draining at the same time. Every space that you are in, it’s overcrowded, it’s overwhelmed with other people. We’d go to the pub and I’d be sat on half of a stool and then somebody else with their group of friends would be sat on the other half of the stool facing the other way, and it just became a reflection of this is a busy space, I’m quite disconnected from nature here completely to get out into nature was really challenging.

So in parallel, Canada was one of the places where I was like, it seems like it has all the pieces. Nature is here in abundance. Yes, it has its challenges politically, but the conversations around the work of justice, around truth and reconciliation and other pieces are conversations that are being named. So I think that became a place where I was curious to look and ended up moving here. The outdoor industry I came to because I was like, “Well, I guess I’m going to try something different,” I know I don’t want to go back into the legal space, I love time outside, I love nature, I love being connected in those spaces so what about trying the outdoor industry? So that’s what I did.

I initially worked at MEC, Mountain Equipment Company, which is essentially the Canadian equivalent of REI. I worked alongside their CEO, it was amazing, got a really good exposure at the time. They were pushing deeply into the work of sustainability, so focusing on people and planet. And it gave me a real eye-opener as to, wow, the power of businesses to affect change, they had the revenue figured out in a way that nonprofit sector found more challenging. They could work across all different sectors, so they could work with governments, they could work with nonprofits, they could work with academic institutions, they could move so fast on anything. If they wanted to go, they could go there and they could go quickly and they could partner and they could make shifts.

And significantly, they have this huge voice, when outdoor brands say something, it far eclipses what can be said by government or nonprofits, which we can challenge and question whether that’s right. I think a lot of the nonprofits have such credible voices, such credible expertise on these subjects, but they don’t have the recognition and the respect that brands do. And I think we live in a society where the logo has power, and I saw that and how that could be used as a tool for change. So yeah, I left MEC did the same thing over at Arc’teryx, another outdoor brand based here too, worked for their CEO for the first few years.

And one of the things that came to me was every year we’d do a sample sale, so we produce gear that we’d test and see how it worked. It couldn’t then be sold commercially, but the tested gear would be sold internally, and we probably generated about $100,000 a year. And really with that money, I just started asking questions, I was like, “Well, what are we doing with that? What’s the intent of it?” It became really apparent there was no strategy of what we were intending to do. So we went through this exercise, which I can touch on, of how do we determine the highest and best use of our resources in service of a societal and/or environmental need? That’s kind of the question that we started to answer and really became my work for the past eight years, work which I love. It’s work that got me far closer to what is justice and happy to chat more if that’s relevant too, about that process.

Douglas Ferguson:

Yeah, it’s curious to me because for one, what the process was even like. I think identifying a guiding purpose like that with a really clear, “This is the question that we’re going to wrap our arms around,” I think that in and of itself is remarkable because so many folks are just kind of, “Oh yeah, we want to achieve this thing,” or they might throw some metrics at things to start a project, but it sounded like that was rooted in some real curiosity. And then also how did you even bring everyone together?

Dan Walker:

I would say too it was clumsy because I didn’t know, so now I look back and I can layer over and I can see the good things in what I did, and I can also see like, “Oh, you could have probably learned to do that better.” I didn’t know what I was doing in truth at that point, but, as you said, I had this curiosity of how do we do this? How do we marry what we have, the assets, the resources, the influence we have as an organization with these societal needs that we see existing in the world?

So really it was through a process of conversations across the entire company. Our CEO at the time was amazing, we’re still good friends now, but he really had a commitment to saying, “Sure, let’s try it. Let’s try and figure out what this intersection means and looks like.” So there was buy-in from the company, it was a prioritized conversation. Different groups from all across the organization we brought together to explore this topic and try and work through what that might be.

And in parallel, I was connected to the community leaders, so people within the space who are doing the work every day on those societal issues that intersect with the outdoor industry. So whether it’s equitable access to nature or truth and reconciliation or thinking about guardianship of the land, these areas, I was connected with those groups too so gaining insights from them as to what are those real challenges? What are those pieces and the needs from the real movements?

And so really starting to bring those two together to say, who are we as an organization? First, let’s do that work, right? Who are we as an organization? Why do we exist? So for the brand, it became really apparent that yes, they designed and built a climbing harness in some ways because they believe they could build a lighter, more comfortable harness, which is great. But the question remains, well, why build a lighter, more comfortable harness? And the root note to that is really this belief in the transformative power of connection to land. So we build this gear because it gets us in these spaces that moves us in these ways that my words fall short of explaining but when I’ve been outside, I’m a different human as a result of it. It moves me in these really powerful, humbling, respectful ways. It shifts who I am.

So once you know that and you’re like, “Well, our commitment and the reason we are here is because of this belief in the power of the land, what then are the societal needs that intersect?” So if you look at the outdoor industry, it has a very extractive relationship with the land. It takes from it and it doesn’t acknowledge at a depth that this land is indigenous land and it doesn’t acknowledge the fullness of what that means. It doesn’t respect sacred spaces, a lot of the language it uses and even celebrates denies the presence of indigenous peoples. So language around first ascension, language around wilderness, this is often celebrated in the industry, and at the expense of acknowledging indigenous peoples. So a big part of our work became that focus on truth and reconciliation. How as an industry do we take our responsibility for that and start to shift the narratives and move that work?

And then the other side, a lot of the community leaders name it far more eloquently than I do, the outdoor industry is traditionally male, stale and pale. I look at myself, people listening won’t see this, but yeah, I’m a white male from Northern Europe, it sits profoundly, that is where the industry has traditionally sat, and there’s a lot of work to do. And the question really is how do we embrace the wider we and how do we do this work towards equitable access to nature? So that really became the second area, this focus on supporting the movement towards equitable access to nature.

It’s those two pieces that have driven that work over the last eight years, and really then looking to bring that to life with a commitment that Arc’teryx or any organization is leading neither of those movements. Instead, their role is to listen deeply to community leaders and map their strategy and resources in service of it. Really, that’s the work I did at Arc’teryx, and it’s now the belief that I bring with me into Collective Imagination, the consulting work that I now do.

But yeah, I look back, I don’t know, the process, it was rough. I figured it out by speaking to mentors, community leaders, and we got it to a really good place. There’s so much, I would get there way quicker now, I know now the facilitation practices, how I would structure things, how we move it, building relationships, what’s the intent of these sessions and what are we building towards? But I got there. It definitely took us longer than it would take now, but the curiosity is always key. And even in the work that I do now, that’s what I’m trying to inspire in organizations to ask those deep questions and be open to where it goes and to work with community leaders who have that expertise. So yeah, it’s been a journey and it’s kind of nice to look back and see that, yeah, I have grown and I am more competent in this and there’s still so much for me to go in the journey of getting better at this work. So yeah, it’s been fun.

Douglas Ferguson:

Yeah. What about the power imbalances that exist when you have organizations with resources trying to work with grassroots communities?

Dan Walker:

These are good. These are not small questions. So yeah, the power, it’s the think, right? I think as you do the work more and more, you realize that the power we hold is everything. It frames who is able to determine those systems that are created. Especially as a brand, you hold immense power. In many ways, you’re a gatekeeper of resources so the grants that you provide, that is a piece. A big part of the work has been how do you acknowledge that it exists, it is a reality within the context of which we live, and how do you work beyond it too? So how do you start to move from, “We have these power imbalances that exist,” into this space of, “We know they exist, but we still want to work in partnership and we want to work in deep trusting relationship”?

I remember there was an example where we had an event, an activity with one of the partners, and we always push, I would always say in conversation, “I want to hear the honest feedback. I want to hear where we’re going wrong. I want to hear where we can get better.” And one of the partners, this is a couple of years into the relationship, shared some feedback on one of the things that was challenging in this event, “It wasn’t exactly what we wanted. We felt like there was different ways we could have done it, there were better ways we could have done it.”

And in the first instance, it’s always challenging to hear that feedback of like, oh, we kind of missed the mark on something. But it also told me we’ve been doing that intentional work the right way such that now we were starting to build relationships where we could truly hear the fullness of what’s going on and start to truly work together in deeper partnership. I think it’s critical, and it takes time. Building trust is the critical piece of work. How do you really build trust? There’s a lot of harm that’s existed between the relationship of corporations and businesses and nonprofits and community leaders, there’s a lot of justifiable mistrust there because of how historically businesses have acted.

So I think you start from that place, you have to start to build relationships from a very trusting place and slowly over time come to this position where we can move into this true reciprocal relationship, this reciprocal partnership where we share the good and the bad and we work through it together. That isn’t going to come tomorrow. If you’re just starting, there’s no way you’ll get close. I think what we heard for those first few years was, “This is great, keep doing the work,” and then you realize over time there’s a depth that is not being shared, and how do you unlock that?

And I apply that to the same things. How do we truly make people feel comfortable and supported and safe within spaces such that they can share their most preciously held ideas? That’s really what we want to hear, we want to hear the brilliance of you. And in order to do that, we need to create this safe space that makes you feel belonging, that makes you feel compelled and comfortable to share, which I think, I don’t know, that feels like a track that Voltage Control is on. I don’t know whether that tracks for you, but I think this push around unlocking the brilliance of people feels like what, I don’t know, what Voltage Control is trying to unlock in all these different contexts. So I don’t know, I’d be curious for you, is my read right? Or, yeah, how do you think about that kind of hearing people’s voices and what facilitation unlocks?

Douglas Ferguson:

Yeah, and it’s an essential component of facilitation. And I think our mission is to elevate the ecosystem at large by upskilling more people and providing opportunities for folks to really practice and grow their facilitation skills, whether it’s through certification or the community or even some of these more complex projects we’ve been finding ourselves participating in that allow us to give our alumni really in-depth on-the-job kind of experience, resume-building experience, and at the same time driving some real impacts. And it is really about how do we elevate conversations? How do we get more people in the conversations? And back to your point, hearing that things didn’t go as well as people had hoped, while it can be really disheartening to hear because you put everything into it, you really wanted things to go really well, but the fact that they’re telling you that means that you’ve done something right, you’ve created an environment where they feel comfortable telling you that. So I think that’s a keen reflection that you have there.

Dan Walker:

It totally is. And I think feeling bad is it is this work of dissolving the ego too, I think like that. And it’s a critical part as we look to show up in this world, how do we acknowledge the ego that we all hold? How do we think through that? How do we dissolve that such that we can allow this conversation to sit in a true space of what is your experience? How can I get better at this? How can we do this better together? Rather than being like, “I don’t want to listen to that, just tell me I’m doing good work.”

And I think that’s equally a part of facilitation is how do you do the self-work such that you can step into those spaces and truly create a safe environment where we all can collaborate? I think people often, and I did too, think about facilitation purely as the mechanics of how you structure conversation, how you bring them together, but it’s also this self-work that runs into life too of how do I show up and how do I make sure I’m in that space open to what I’m hearing? That feels the big piece.

Douglas Ferguson:

Yes. The success of any intervention is directly related to the internal conditions of the intervener.

Dan Walker:

Oh good, I mean, yeah, yes. It feels it. And I think I almost intuitively knew that but going through the program, it’s a conversation that continues to come up of here are the mechanics of the process, amazing. They would’ve got me to that process at Arc’teryx far faster, far more effectively, far more knowingly. But this layer of the self-work too is a thread that has constantly been hit on, how are you doing that? How are you showing up? How in the moment, in the eye of the storm when things are going poorly, how do you come back to yourself, be grounded enough that you can then create an environment where to the group you’re like, “It’s okay, we’re going to work through this, here’s where we’re going”? It is so critical. And when you see it done, it is beautiful to watch people stand in the eye of that storm calm, understood, working through, human. I mean, that’s the aspiration I guess, that’s where hopefully we’re all going.

Douglas Ferguson:

So let’s hear a little bit about Collective Imagination. I mean, what’s been some recent success stories that you’re really proud of?

Dan Walker:

Yeah, I mean, it’s fun, it’s so fun. So Collective Imagination is the consulting business I set up in the summer of last year. So I left Arc’teryx, really due to this belief in what is justice, justice being that which exists when we truly co-create the systems that we live in. I wanted to push on that. I wanted to say, “How do I find organizations trying to do this work to co-create pathways to a more just and joyful society?” That’s really what I believe at my core, I want to find organizations doing that work.

I’ve been blown away. I never intended to run a business, I never intended to do anything on my own lik this, it’s not something that organically came to me, it’s not an aspiration, it’s not something I would say I really desired or pursued, but having done it, what it has unlocked in terms of the work that I’m able to do is phenomenal. I think you name in the world what you believe to be true, and all of a sudden, I don’t know, this beautiful gift comes to you where people who are like, “That’s what I also believe. How do we collaborate on things?” It has just started to emerge. So that’s resulted in the work that I’ve been able to do.

So Burton Snowboards are doing some amazing work in this space, particularly around equitable access to nature and climate action. I got to work with them on their philanthropic strategy, so really kind of applying the same logic we did at Arc’teryx into their work, asking these deep questions of who are we? Why do we exist? Based on that, what is the highest and best use of our resources? How do we center community expertise throughout the entire process? It’s amazing, it’s a beautiful example of what it can look like in reality.

Actually, Laporte who heads up that work, the VP of Purpose and Impact there, is phenomenal. I think it’s always amazing to look at people who inspire you in the work because it can give us insights as to what are those things that I want to grow into? What are the things that I want to learn? Ashley is one of those impact leaders who I look at as, “This is what the work looks like and this is the leadership we need in the world.” So that is a plug for anybody looking and interested in the work of impact, check out Ashley and what she’s doing.

Similarly, I helped to found a nonprofit a few years back called the Outdoor Diversity Alliance. And really this sits at the heart of the outdoor industry asking that question of how do we embed equity within the outdoor industry? How do we start to do that at scale through collective action of the various brands, different brands or member companies of the Outdoor Diversity Alliance? And so I facilitated a conversation with those impact leaders from the different brands.

And from that I asked the question of like, “Okay, so we’re saying equity in the outdoor industry is what we want, what are the barriers there? Why are we not making progress on it?” And what came up really was this revelation that it wasn’t being prioritized by senior leaders. The people sat in that room were lik, “I know what I’d do. If I had the opportunity, here’s where we go. We’d center community, we’d co-create strategy, we’d work into action, and then we’d keep iterating off that. What I don’t have is prioritization by our senior leaders.” So that’s the barrier.

So the next question was, “Well, okay, well, how might we work to resolve that?” So what came up through conversation and dialogue was really we need a business case for equity in the outdoors. I’ve experienced this too, everyone within these roles is stretched and tapped and can’t get to this deeper work when they’re just trying to keep the lights on in what they’re doing. So what I did with them was they helped run a project where we brought together the very tangible business case of this work. So we’ve always had the moral imperative of the work, but in a business context that just hasn’t proved sufficient. And we say these values, that hasn’t necessarily crossed the line of where we see the work needing to go.

Instead, we started to look at these macro trends and these shifts that are really impacting the world. So we have demographic shifts, we have access to capital being more tied to the work of equity, we have future generations, both consumers and employees saying, “I demand this as part of what we’re doing and my buying decisions are my decisions on where I work will be changed as a result of it.” So we created that business case, we presented it to all the members, and now we’re figuring out how we enroll CEOs and senior leadership teams in that work to really frame that this work is not just a moral imperative, but it’s a business imperative too. There’s a demand to do this.

So again, it’s that true co-creation work, working with community leaders and business leaders to understand the needs and building together on this incremental journey towards this more just and joyful society, acknowledging that it’s generational work, it will continue long after my lifetime, but what’s that next step we can take and how can we continue to move it forward?

So those are some of the projects that have come up. And coaching too, I think a lot of people are burning in this work, they’re struggling with real burnout. The question of what’s going to happen is one that I’m hearing constantly right now, there’s a lot of political change in different countries and different contexts. What does that mean? This work’s hard, I think it’s going to get harder, what does that mean and look like? And how am I doing? I’m absolutely on fire, what does that mean? So I’ve started doing that more coaching with those impact leaders to support them through it. They’re all things I’ve experienced myself first-hand. This work is deeply challenging. The closer you get to understanding community need, the more you realize how far away we are from it.

And I think that tension of the patience needed in the work and the urgency of it is really hard to hold on the shoulders of often one individual who’s hearing all the challenges from the organization and from community and often doesn’t have anybody to turn to themselves. So that’s the space where I’ve started doing more work too. I totally love it. There are some phenomenal humans that I’m getting to work with who are doing that work. So yeah, those are some of the bits that are exciting me and then more to come, more to come, more things building, which is always great.

Douglas Ferguson:

The future looks bright?

Dan Walker:

I think so. I mean, we’ll always see. But yeah, I love what I’m getting to do. It looks bright and I think in ways I never imagined. I didn’t really know where I’m going and pieces, but it’s been stunning. And yeah, I’m excited for whatever comes next.

Douglas Ferguson:

Well, as we come to an end here, I wanted to offer you an opportunity to leave our listeners with a final thought.

Dan Walker:

Ooh, maybe don’t sit on a squeaky chair. I’d say probably take care of yourself I think is the big piece in all of it. It’s whether we look at in the context of facilitation, it’s how do you make sure you are as an individual, you are well, and you are doing that work of dissolving the ego such that we can hold space for the collective conversation? Whether it’s you are an impact leader and you are pushing this work and you’re meeting resistance to it, how are you finding wellness yourself? How are you giving yourself grace and patience and doing that work of self-care? You’re a community leader, every day you are in community doing this work, doing the hard yards of this work that often goes unthanked, unrewarded in the ways I think it should be, unacknowledged in the ways I think it should be. In all of that, how are you truly finding the grace to acknowledge yourself and to be like, “My wellbeing is critical”?

A great mentor once said this to me, and I think it’s often said, you’re only good to the movements if you’re still in them. If we’re burnt out to the point that we leave, the movement doesn’t benefit from that. So I think especially in this moment, in these last few years, I just see it rising. I mentor on the top 25 environmentalists under 25 in Canada, and we were talking about, one of the questions at the end of the closing of the sessions was, “What is the one biggest barrier and concern you see around us not making a transition to a just future and a resilient climate future?” And the number one thing by a million miles was burnout.

And it stuck with me. And I’m like, “That is the thing.” How do we, yes, push the work forward, but push that from a place of I’m well, we’re well, our collective wellbeing is taken care of? I think if we don’t get that right, we’re going to create systems that don’t serve us and the joy that I believe what I’m seeking towards. So yeah, probably that more in this moment, it feels right to take care, I’d say.

Douglas Ferguson:

Wonderful. Well, I think that’s a call-to-action for folks to take care of themselves and put on your oxygen mask first before helping others.

Dan Walker:

It’s true.

Douglas Ferguson:

Especially true for facilitators, no matter where you’re working. And with that, Dan, I just want to say it was a great conversation. Look forward to chatting with you again soon, and thanks again for jumping on the show.

Dan Walker:

So fun, so fun. I mean, I love the conversation and I look forward to catching up in Austin in a few weeks at the summit.

Douglas Ferguson:

See you there.

Dan Walker:

Yeah, see you there.

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 where I post weekly articles and resources about facilitation, team dynamics and collaboration at voltagecontrol.com.

The post How Can Curiosity Drive Justice and Social Change in Organizations? appeared first on Voltage Control.

It all happened very naturally, like pieces of a puzzle coming together over time. I’ve always been a generalist—someone who loves to learn about a wide range of topics rather than focusing deeply on one. This tendency started early in my career at Accenture’s Innovation Center in Milan. I began as an analyst, helping clients envision the future of their businesses. It was there that my manager, Davide Contrini, pointed out a strength I didn’t fully recognize in myself: simplifying complex ideas and presenting them clearly. His encouragement was a turning point that gave me confidence in my ability to bring value by connecting dots across disciplines.

This skill led me to explore diverse industries and emerging technologies, from social media to e-commerce. I had the chance to immerse myself in various methodologies, including Agile and design thinking, which complemented my broad exposure to different projects. Over time, I realized that these experiences gave me a unique ability to bring people together, align perspectives, and co-create solutions. Without even realizing it, I was facilitating—helping others find clarity and alignment in the midst of complexity. As I moved through my career, I began to see how this skill could evolve into a leadership role, not just in projects but within organizations.

Facilitation didn’t just feel like a career—it began to feel like a purpose. I saw how effective facilitation could empower individuals, spark innovation, and drive meaningful change in ways that conventional approaches often couldn’t achieve. This realization fueled my passion for honing my skills and finding new ways to inspire collaboration.

Discovering the Art of Facilitation

My first exposure to structured facilitation came during my time at Accenture. I was part of workshops that combined technology, design, and storytelling to inspire clients. These sessions often felt like theater—we would create immersive scenarios using interactive tables and projectors to help clients visualize the future. While I didn’t think of it as facilitation at the time, these experiences planted a seed. I saw how thoughtful preparation, combined with visual storytelling, could transform a meeting into something memorable and impactful. It was also a moment of realization about the power of creating shared understanding.

Years later, I joined KPMG to launch the Insights Center in Milan, and later to lead the capability in Switzerland, with Insights Centers in Zurich and Geneva. By then, I’d developed a deep appreciation for the craft of facilitation. I found myself leaning into methodologies that prioritized collaboration and creativity. But it wasn’t until the pandemic hit and everything moved online that I began looking for ways to formalize my skills. The shift to virtual work revealed new challenges and opportunities. This led me to Voltage Control through a collaboration with Mural. We created a virtual workshop template to help companies explore their digital futures. That project introduced me to the broader world of facilitation and eventually to the Voltage Control certification program.

The pandemic was a pivotal moment for many facilitators, including myself. Moving to virtual facilitation meant rethinking how to engage people effectively and how to replicate the energy of in-person workshops in a digital environment. It was both a challenge and an opportunity to grow. This phase required not just new tools but also new mindsets, as we adapted to shifting dynamics and embraced innovative methods for creating connection.

Choosing Voltage Control

When I decided to pursue the certification, it wasn’t just about improving my own skills. As my team at KPMG’s Ignition and  the Insights Center grew, I felt a responsibility to lead by example and inspire them to push boundaries. The Voltage Control program appealed to me because it focused on experienced facilitators and offered a community where we could learn from one another. I saw it as an opportunity to gain fresh perspectives and elevate my team’s approach to facilitation.

The program’s emphasis on personal reflection was particularly compelling. Facilitation isn’t just about techniques; it’s about understanding your unique style and strengths. I knew this journey would help me become a more intentional leader and facilitator. I was also drawn to the program’s practical approach, which balanced theoretical insights with actionable tools that I could immediately apply to my work. The promise of joining a network of like-minded professionals was equally enticing—I knew this experience would extend far beyond the certification itself.

The Certification Experience

The program was transformative in many ways. It forced me to reflect on my own journey and skillset as a facilitator—something I rarely had time to do in the rush of daily projects. I appreciated how it encouraged us to identify our strengths and weaknesses and to think deeply about our purpose in this work. This self-awareness has made me more confident and effective in my role. It also reinforced the importance of continually evolving as a professional.

One of the highlights for me was the opportunity to collaborate with peers. I remember working with Tracy, my first partner in the program. She was a master of improvisation, while I’ve always been more of a meticulous planner. We learned so much from each other, finding a balance between preparation and spontaneity. Another standout was Natasha, who brought the perspective of a keynote speaker transitioning into facilitation. Her expertise in storytelling inspired me to think about how I could incorporate more narrative elements into my workshops.

Beyond individual partnerships, the sense of community was remarkable. For the first time, I didn’t need to explain what I do. Everyone understood the challenges and joys of facilitation. The diversity of backgrounds among participants—from corporate leaders to entrepreneurs—enriched every conversation and sparked new ideas. It was a reminder that facilitation is as much about learning from others as it is about guiding them. The connections I made during the program continue to be a source of inspiration and support.

The program also pushed me out of my comfort zone in unexpected ways. From experimenting with new techniques to facilitating alongside individuals with completely different approaches, I gained invaluable insights into the adaptability required to excel in this field. This diversity of experiences has enriched my facilitation toolkit and broadened my perspective on what it means to lead a room effectively.

Bringing It Back to Work

The certification has had a profound impact on my work at KPMG. One key takeaway was the concept of “gentle authority”—a way of establishing credibility and guiding discussions without dominating the room. This has been especially valuable in my role, where I often facilitate sessions with C-level executives and strong personalities. Gentle authority has helped me navigate these dynamics with confidence and grace.

One way we’ve applied this is by starting a “Signals of Change” content curation piece, based on  futures thinking approach . Content curation and future scenarios building compliments my team’s facilitation expertise and helps them to bring unique insights to workshops, reinforcing our credibility and authority. We’ve also launched an “Agile Hour” series to build facilitation skills across the company. These informal sessions have become a space for experimentation and community-building, helping colleagues embrace collaborative methods and see the value of facilitation firsthand.

Another initiative has been integrating facilitation culture into our broader organizational strategy. We’ve started supporting  more internal sessions for colleagues around topics such as solution development with AI, strategic planning and go-to-market approach, strategy for specific client RFPs etc., creating opportunities to share tools and techniques that enhance collaboration across teams and functions. This initiative has not only expanded our impact but also deepened our connections within the company. It has been rewarding to see how facilitation can transform not just meetings, but the way teams work together.

The resources provided by Voltage Control have also become a cornerstone of our approach. From templates to facilitation exercises, these tools have enabled us to elevate the quality and creativity of our sessions. Sharing these resources with my team has created a ripple effect, empowering them to innovate and refine their own facilitation practices.

Looking Ahead

The future feels full of possibility. With KPMG’s recent merger between our Swiss and UK operations, my team has new opportunities to collaborate and learn from seasoned facilitators. I’m excited about the potential for growth, not just for our team but for the broader organization as we integrate AI into our facilitation processes. From brainstorming metaphors to creating visuals and summarizing workshops, AI is becoming an invaluable partner in our work.

I’m particularly interested in how AI can enhance the pre- and post-workshop experience. For example, we’ve started using AI tools to brainstorm creative metaphors and craft visually engaging session materials. We’re also experimenting with AI-generated summaries to streamline follow-up communications. These innovations free up time for facilitators to focus on the human elements of their work—building connections, fostering trust, and guiding meaningful conversations.

As we continue to explore these new frontiers, I’m committed to keeping my team at the forefront of innovation. Whether it’s through experimenting with new methods or building a strong community of practice, I want us to be the go-to resource for inspiration and expertise within the company. I’m also excited about the ripple effects of this work—how it can inspire other teams and shape the culture of collaboration across KPMG.

To anyone considering the Voltage Control certification, my advice is simple: do it. It’s more than a training program; it’s an investment in yourself, your career, and your ability to make a meaningful impact through facilitation. The skills and connections you gain will stay with you for a lifetime, enriching your work and opening doors to new opportunities.

The post Finding My Path appeared first on Voltage Control.

In 2013, I was a college freshman, navigating my way through new experiences and looking for meaningful ways to get involved. My initial steps into the world of political organizing began with a simple decision to attend a fossil fuel divestment meeting at Swarthmore College. At the time, I didn’t realize that this decision would set me on a path where facilitation would become an integral part of my work.

The meeting itself was unlike anything I had experienced before. It wasn’t just a lecture; it was a participatory session where everyone shared why they were there. This was the first time someone had asked me, “Why do you care about this issue?” and it left a significant impact on me. After that meeting, I was hooked. I quickly took on leadership roles within the organization, and facilitation became a core skill that I would develop through trial and error over the years.

In those early days, I didn’t have formal training in facilitation, but I learned by observing others and by being thrown into the deep end. I facilitated decision-making processes, group meetings, and coaching sessions, all while figuring out what worked and what didn’t. These experiences laid the foundation for my journey into facilitation, though it wasn’t until much later that I realized just how crucial these skills were.

Uncovering the Depths of Facilitation

As I continued to grow in my organizing work, the importance of facilitation became increasingly clear. I noticed that the most effective training sessions, meetings, and strategic discussions all had one thing in common: they were well-facilitated. However, I was often left feeling that there had to be a better way to engage people, especially when things didn’t go as planned.

One significant moment of realization came while running a six-week training program for organizers. Participants came from various organizations and countries, each with different levels of experience. The training was designed to be participatory, much like the sessions I had first experienced in college. Participants would engage with materials on their own and then apply what they learned in small group discussions. Reflecting on these sessions, I saw the difference that strong session design made. When participants were given the space to deeply engage according to their own interests and needs, the outcomes were far more impactful. It was clear that facilitation wasn’t just a skill—it was a key to unlocking meaningful learning,  leadership development, and more effective decision making.

This realization sparked a curiosity in me. I began to explore the world of facilitation more intentionally, seeking out resources and learning opportunities that could help me improve. I wanted to understand the tools and techniques that could make me a better facilitator, not just in my work but in any setting where people came together to solve problems and make decisions. This exploration eventually led me to Voltage Control, where I found a community and a wealth of knowledge that resonated with my experiences and aspirations.

Choosing Voltage Control

The decision to pursue formal training in facilitation was a natural progression for me. After a particularly challenging retreat that I facilitated, I found myself reflecting on what I could have done better. I discussed these thoughts with my manager, Randall, during one of our regular check-ins. I shared my desire to strengthen my facilitation skills, and that’s when Randall mentioned the certification program at Voltage Control.

He sent me a Slack message with the details, suggesting that it might be a good fit for my professional development. I was intrigued. The program promised a deep dive into facilitation with practical tools, hands-on practice, and the opportunity to learn from experienced facilitators. What really caught my attention was the idea of having dedicated time to focus solely on improving my facilitation skills, something I had never done before in such a structured way.

The decision felt easy. The timing worked out perfectly, and I was excited about the opportunity to learn and grow in an area that was so fundamental to my work. With Randall’s support, I signed up, ready to see how this experience could enhance not only my facilitation skills but also my overall approach to leadership.

Learning, Practicing, and Growing

The Voltage Control certification was a transformative experience. From the moment I started, I was immersed in a world of facilitation that was both familiar and entirely new. One of the most valuable aspects of the program was the exposure to a diverse set of tools and methodologies that I hadn’t encountered before.

I particularly enjoyed diving into “The Art of Gathering” by Priya Parker. Even though I had read it before, this time I approached it with a facilitator’s mindset, which brought new insights. Parker’s ideas about creating intentional, meaningful gatherings resonated deeply with me. I started thinking more critically about how to design experiences that truly connect people and achieve their goals.

The hands-on practice sessions were another highlight. Facilitating an opener during one of our sessions, for example, gave me the chance to apply what I was learning in a supportive environment. It wasn’t just about getting feedback from instructors but also about learning from my peers. The breakout sessions and buddy meetups were incredibly valuable for this—providing both moral support and a space to exchange ideas and challenges with others who were on the same journey.

One of the most profound moments for me was the concept of the Groan Zone—understanding that the messiness in the middle of a conversation or decision-making process is not something to avoid but a necessary part of reaching meaningful outcomes. This realization has shifted how I approach facilitation, making me more comfortable with the discomfort that often accompanies deep, transformative work.

Overall, the certification didn’t just add to my toolkit—it shifted my perspective on what facilitation can achieve when done well. It was a journey of both personal and professional growth, and I came away with a renewed sense of purpose in my work.

Applying What I Learned

After completing the certification, I found myself approaching facilitation with a newfound confidence and clarity. One of the most significant changes was my ability to intentionally design conversations and workshops with clear goals in mind. The framework of Divergence, Groan Zone, and Convergence became a central part of how I structured group sessions, helping me guide participants through the natural flow of discussion without rushing to premature conclusions.

I also began to integrate more design thinking tools into my work. For instance, empathy maps and journey maps are staples in my planning process, especially when supporting community organizers to design ways of supporting new volunteers to engage in meaningful work and develop their skills and take on more responsibility and ownership over time. s. These tools have helped me create the conditions for participants to access their own knowledge and creativity, supporting their autonomous motivation, quality work outcomes, and commitment to the plans they create.

Even in one-on-one coaching sessions, the concepts I learned have made a difference. I’ve started incorporating a “portal in” process, such as box breathing or reflective coaching questions, to help participants center themselves before diving into the conversation, and a check out question to help participants recognize the progress they’ve made during the session and their problem solving skills. This small but significant change has made our sessions feel more focused and productive. The feedback I’ve received from clients and colleagues has been encouraging, affirming that these new approaches are making a real difference.

Overall, the certification has equipped me with practical tools and a deeper understanding of how to facilitate meaningful conversations and processes. Whether in a large group setting or a one-on-one meeting, I feel more prepared to create environments where people can connect, collaborate, and achieve their goals.

Expanding My Facilitation Horizons

Looking ahead, I’m excited to continue building on what I’ve learned. I’m particularly eager to explore more strategic facilitation, especially in areas like system change and narrative futures. These are the kinds of complex, dynamic challenges where facilitation can make a significant impact, and I’m keen to bring these advanced methods into my work.

One of my goals is to design new workshops and sessions that push the boundaries of what I’ve done before. I want to experiment with integrating design thinking even more deeply into my facilitation practice, particularly in how I approach group decision-making processes. The Voltage Control certification has given me a solid foundation, and now I’m ready to take it further, applying these skills to new and evolving challenges.

At the same time, I’m committed to continuing the reflective practices that have been so valuable to me. Whether it’s debriefing after a session, checking in with colleagues, or simply taking the time to revisit and deepen my knowledge of key facilitation concepts, I know that ongoing learning and reflection will be crucial to my growth.

If there’s one piece of advice I would offer to someone considering this certification, it’s to dedicate the time necessary to really dig into the materials and hone your skills because the results are worth it For me, it’s been an  empowering  journey that has supported me to develop more confidence in my  facilitation capabilities and the toolbox of experiences and resources I can lean on, as well as new ways of creating the conditions for  more effective leadership and collaboration.

The post From Organizing to Leadership Development appeared first on Voltage Control.

Let’s dive into strategies and tools, such as the Focus Finder, that help us build alignment and set the stage for a productive year ahead. By fostering alignment at every level, we can create sustainable momentum, avoid common pitfalls, and maximize our impact.

Reflection: The Foundation of Alignment

Alignment begins with reflection. Without taking the time to pause and assess where we are, it’s impossible to decide where we want to go. Reflection is not a passive act but an active practice of taking inventory. It involves looking back with a clear eye to understand what worked, what didn’t, and what resources or gaps exist.

Reflection can be thought of as a layered process. First, we review past experiences and choices. Then, we engage in what might be called a “meta-reflection”—a critical analysis of the insights we’ve uncovered. For instance, after identifying successes and challenges from the past year, we can inventory the highlights, identifying the components that contributed to those outcomes. From this inventory, we’re better equipped to decide what to prioritize.

Moreover, reflection allows us to identify patterns in our behavior and decision-making processes. Are there recurring challenges that signal deeper misalignments? Are there strengths we’ve underutilized? By asking these questions, we can uncover valuable insights that inform our next steps. A reflective practice, when built into daily, weekly, or quarterly routines, creates space for ongoing alignment rather than limiting it to a single moment in time, such as the New Year.

Reflection is also a tool for fostering resilience. By revisiting both our successes and our challenges, we build the capacity to adapt and thrive amid constant change. In this way, reflection becomes a cornerstone for personal and organizational growth.

From Resolutions to Roadmaps

Resolutions often feel like grand declarations—a bold “I will” that relies heavily on willpower. However, willpower is a finite resource. Roadmaps, on the other hand, provide a structured yet flexible guide for achieving long-term goals. They help translate aspirations into actionable steps, ensuring we stay focused and aligned.

A good roadmap begins with a clear vision of the desired destination. It includes milestones along the way to mark progress and moments for celebration. Crucially, roadmaps also account for dependencies: What do we need to succeed? Who do we rely on, and who relies on us? These dependencies must be aligned to reduce friction and foster momentum.

Flexibility is another essential feature of roadmaps. Unlike rigid plans, roadmaps allow for adaptation as circumstances change. This iterative approach—plan, act, review, adjust—ensures that the roadmap evolves alongside our growth.

Beyond practical execution, roadmaps also serve as powerful communication tools. Sharing your roadmap with your team, family, or stakeholders fosters transparency and builds alignment across the board. Whether you’re working on a personal goal or leading a complex project, a well-constructed roadmap bridges the gap between vision and action.

Another benefit of roadmaps is their ability to integrate short-term wins with long-term goals. Celebrating small milestones along the way keeps motivation high while reinforcing alignment with the broader vision. This dual focus ensures that efforts remain both purposeful and adaptable.

Prioritization: Turning Ideas into Action

With a reflective inventory and a roadmap in hand, the next step is prioritization. Prioritization is not just about choosing what to do; it’s about deciding what not to do. This requires a clear understanding of what matters most and why.

Several tools and techniques can help simplify prioritization:

1. The Vital Few: Focus on the 20% of tasks or initiatives that drive 80% of the impact.
2. Value vs. Complexity Matrix: Plot options based on their value and complexity, ensuring you’re pursuing initiatives with meaningful impact and manageable complexity.
3. Note-and-Vote: Generate ideas, then narrow the list by having individuals or teams vote on their top priorities.

Each method forces us to clarify our goals and the criteria by which we measure success. This process ensures that prioritization aligns with our values and vision.

Additionally, prioritization must be dynamic. As circumstances evolve, so too should our priorities. Regularly revisiting and adjusting our focus ensures that we remain agile and aligned with our overarching goals.

Another key to prioritization is defining criteria for success. By asking, “What makes this goal meaningful?” or “Why is this a priority?” we create alignment not only with our actions but also with our values. This depth of clarity enhances both commitment and execution.

The Harmony of Alignment

Alignment is not about achieving perfect straight lines. It’s about creating harmony—a constellation of efforts that collectively support a larger purpose. This perspective shifts the focus from rigidity to collaboration and flexibility.

Consider the analogy of aligning tires on a car. When the tires are misaligned, energy is wasted, and the car’s movement becomes inefficient. Similarly, misaligned goals—whether personal, team, or organizational—create unnecessary friction. Eliminating small points of friction in our environment or habits can significantly improve efficiency and progress.

Alignment is not just about internal focus. It extends to our relationships and external environment. Engaging loved ones, team members, and stakeholders in our goals fosters shared ownership and support. This interconnected approach transforms alignment from an individual task into a collective endeavor.

Moreover, alignment fosters a sense of purpose and clarity that can inspire and energize those around us. When a group’s efforts are harmonized, the cumulative impact far exceeds what any individual could achieve alone.

Harmony also allows for flexibility within a shared framework. Rather than enforcing uniformity, alignment becomes about mutual support, creating an environment where diverse perspectives and approaches can thrive together toward a common goal.

The Focus Finder: A Tool for Clarity and Alignment

One practical way to achieve alignment is through the Focus Finder, a structured template designed to surface priorities and clarify focus. The Focus Finder breaks down the process into four quadrants:

1. Where would you like to go?
   • Envision your desired destination or outcomes.
2. What’s holding you back?
   • Identify obstacles, challenges, and barriers.
3. Who inspires or supports you?
   • List individuals, teams, or role models who can guide or assist you.
4. What do you have?
   • Take inventory of assets, strengths, and resources.

The process begins with brainstorming and inventorying options within each quadrant. From there, the focus narrows as you identify one to three key elements in each category. This creates a shortlist of priorities that align with your vision and resources.

The Focus Finder is versatile: it can be used individually or as a team exercise, fostering dialogue and collective alignment. By combining individual insights with group discussions, the tool amplifies its impact, uncovering hidden synergies and opportunities.

When used regularly, the Focus Finder becomes a catalyst for growth. It transforms abstract goals into actionable priorities, helping individuals and teams move forward with clarity and confidence.

Continuous Improvement: Beyond the New Year

Alignment is not a one-time event. It’s a dynamic, ongoing process that benefits from regular reflection and adjustment. By embedding alignment practices into our routines, we ensure that we’re consistently moving toward our goals.

Tips for maintaining alignment include:

• Mini-Reflections: Schedule short, regular check-ins to assess progress.
• Celebrate Milestones: Recognize and celebrate small wins to maintain motivation.
• Iterative Adjustments: Revisit your roadmap and priorities regularly to adapt to new insights and circumstances.

These practices help us internalize change as a regular part of life, making the process of alignment smoother and more intuitive. They also reduce the stress and uncertainty that often accompany significant transitions, reinforcing a sense of control and purpose.

The Journey of Alignment

Alignment is about more than achieving goals; it’s about creating harmony between our aspirations, resources, and actions. By reflecting deeply, prioritizing wisely, and embracing tools like the Focus Finder, we can turn fleeting resolutions into sustainable growth.

This January, take stock of where you’ve been and where you want to go. But don’t stop there. Make reflection and alignment a regular practice, and watch as the small, consistent shifts you make today pave the way for extraordinary achievements tomorrow.

Growth isn’t about perfection or overnight transformation. It’s about steady, meaningful progress, rooted in a clear understanding of what matters most. With alignment as your guiding principle, every step you take brings you closer to your vision.

Ready to align your focus? Try the Focus Finder and take the first step toward your most impactful year yet.

The post Finding Alignment – A Blueprint for Success appeared first on Voltage Control.

“Seeing the magic of bringing people together, setting clear agendas, and leaving with action items was eye-opening for me.”- Lipika Grover

In this episode of the Facilitation Lab podcast, host Douglas Ferguson converses with Lipika Grover, a consultant, executive coach, and facilitator. They explore Lipi’s career journey, starting from her early experiences at Accenture, where she observed effective facilitation during high-profile client sessions. Lipi emphasizes the importance of preparation, follow-up, and creating safe spaces for dialogue. She discusses managing group dynamics, particularly with chatty executives, and highlights the value of diverse voices in discussions. The episode underscores the transformative potential of effective facilitation in driving meaningful group interactions and fostering collaboration.

Show Highlights

Links | Resources

About the Guest

Lipi Grover is a leadership and resiliency coach specializing in helping individuals and teams navigate transitions and unlock their full potential. With a background in strategy consulting, sales enablement, and chief of staff roles, she brings a unique perspective to her work. Lipi empowers her clients to build emotional resilience, access their inner light, and thrive in their professional and personal lives. She also facilitates transformative workshops and coaching programs for organizations worldwide.

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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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 Lipi Grover at Grover Consulting where she’s an executive coach and facilitator. Welcome to the show, Lipi.

Lipika Grover:

Thank you for having me, Douglas.

Douglas Ferguson:

Yeah, it’s great to be chatting here today. I always love chatting with our alumni. As usual, let’s hear a little bit about how you got your start in facilitation. Was there a moment, or does the story come to mind, how you started to just get curious about facilitation?

Lipika Grover:

Yeah, it’s a good question. Something I reflect on often is I started out my career back at Accenture in the strategy consulting team, and when I first started in consulting, I got put on a pretty high-profile client. It was a big tech client in the Bay Area. I was an analyst at the time, really in the room to support the partners and the senior managers that were there. I got to witness some incredible facilitation in action where I was just awestruck. I was sitting in the back of the room taking notes on my laptop and watching this magic come together.

In that time I really saw how the act of bringing people together intentionally, setting clear agendas, making sure you’re sticking to certain things like having parking lots and having clear structured questions throughout that time you’re together, really active engagement throughout the room. All of those different pieces and seeing it all come to life and leaving with clear action items of how the business was going to move forward was very eye-opening for me. That was the introduction for me of how I saw facilitation in action.

Then of course, as I grew in my career as a consultant, I got a chance to facilitate sessions of my own and really leaned into more of the creative side of facilitation when it comes to innovation and design, design thinking, getting to learn some of those practices from experts at companies like Accenture. That was the start of that career.

After that, I got a chance to get my MBA at Berkeley where I really, again, leaned into that interpersonal development side of facilitation, and I got to learn from incredible professors such as Mike Katz and some other folks there that really got a chance to see again how you can build deep connections with people through beautiful facilitation.

I guess this is a theme in my career is when I see people that are doing things that I feel passionate about or I feel like this is something I want to learn from, I start to follow that path a little bit and I try to figure out, okay, how can I do that? I feel the same way about how I got into coaching in terms of I got very powerful coaching and I was like, how can I do that and build safe spaces for others in that same way? That carried into my career at Mural, which is a virtual collaboration tool, incredible tool if anybody hasn’t used it.

At Mural, I got a chance to do more remote facilitation and lead sales enablement sessions for anywhere from 60 people to 300 people at times for go to market kickoff events and things like that. So I got to learn large scale facilitation remotely at Mural. Now as an independent consultant, I am getting a chance to figure out what that means for a small business owner like myself to facilitate sessions that feel authentic and true for others to build safe spaces and build vulnerable conversations with one another to build connection. I feel like a lot of us struggle with that in today’s world and we want to make sure to create more of that. So that’s been the journey so far.

Douglas Ferguson:

Yeah, that’s quite the arc. I’m going to come back to some of those early moments in Accenture, and I’m really curious about what did it feel like to be in the room as you were telling that story? I was thinking about you in the back of the room, heads down on your clipboard or what you had and just every now and then raising your head because it’s like, oh, that’s interesting. So can you maybe paint that picture a little bit more about what was catching your attention and bringing you back into the room?

Lipika Grover:

Yeah, I can almost picture it vividly right now as you’re speaking about it. I remember being on a laptop at the time, just in the back of the room, and everybody had post-it notes that they were using. So part of what my role was to do afterwards was to transcribe all the post-it notes that were in the room and put into notes and all of that. But what really caught my eye in the session itself was the amount of detail I think that went into building two days of incredible content. So I think it’s the pre-work that I was very impressed by.

Then in the room itself, seeing how people commanded the room, the facilitators and the partners at Accenture at the time that I saw were really in front of it was about 20 different executives that were all there from a large tech client. I got to see how they were able to, I think in general, executives are often very chatty, and so sometimes getting everyone to really pay attention can be a challenge for that long of a time. But really getting to see how the partners developed that safe space and that space for people to raise their hand, build ground rules, figure out how to create small group conversations as well as large group conversations, was really something that I admired about the session.

Douglas Ferguson:

So yeah, I can imagine walking in thinking, oh wow, my job’s to transcribe all these stickies once it’s all done. How did your impression of that work shift from knowing that that was what you were going to have to do beforehand to then being in the session and watching it unfold and then having to do it? The act of transcribing all that stuff, did it turn out to be the same amount of work that you expected? Was it different? How did it feel doing it versus what you anticipated?

Lipika Grover:

I think because I was paying so much attention in the room, I felt very connected to what the ideas were that being put on the sticky notes. So it didn’t feel like this, oh, now I have to go and do this extra step. Of course, handwriting was the hardest part, and reading handwriting is never something that’s easy to do. But I did feel connected to the content in a way that I was able to make sense of it afterwards, and I was able to work through what the large initiatives that we needed to build were and figure out who are the owners and that thing. So I think, again, that goes to a well-facilitated session because it was very clear to me who was responsible for which parts of the session and who was responsible for the action items after the session. So again, those are all just, I think, things that you learn by doing, and that’s something I very much have admired and tried to learn from.

Douglas Ferguson:

It comes back to the planning piece and the prep you were talking about earlier, because if we plan well and we have an eye toward the outputs we want to generate and the outcomes we’re driving to, we can collect the data in a way that’s conducive to that transcription. So I’m curious, did it play out that way where it’s like it was less work than you maybe imagined because it was structured so that the things that were generated were generated in a way that was easier to maybe map into whatever you were transcribing?

Lipika Grover:

Yeah, I would say so. I think it was easier than I expected. Of course this is many years ago, so maybe back then it felt like a lot more work. But I would say that what was interesting was that we built six month long initiatives out of that two day session. So getting to then see what work unfolds from that session, it was a strategy session. So I feel like that was really cool to see how it actually turned into real actionable results.

I think a lot of people have hesitation with these types of large group innovation strategy design type sessions because they feel like sometimes the actions don’t get done afterwards and there’s not enough follow-up that can happen. So, great, we did all these ideations and we built all these great things, but then when it comes to the work, it doesn’t actually get done. So that’s something that I learned in that session was like, okay, this is how you actually can turn this into actionable things and then assign owners to them and follow-up. It was a large transformational project, so I was part of it for every step of the way, and I got to see how it can be really effective.

Douglas Ferguson:

That follow through is so critical. No one wants the innovation theater where there’s a razzle dazzle workshop and then you never do anything with it.

Lipika Grover:

Exactly. I think in general, what we talked about a little bit before is that prep is important, but one of my colleagues at Mural, her name is Carolyn Hogan, and she had told me that you’re only as good as your prep and your follow-up. That really has stuck with me so much because I think in any facilitation or workshop that you’re doing, I think that the prep and the follow-up is ultimately what’s going to get you, one, the credibility, but also, two, the outcomes that you are trying to achieve.

Douglas Ferguson:

In fact, without the prep, it’s hard to know what the outcomes that you desire are because you haven’t identified them.

Lipika Grover:

Exactly. Yeah. I think in a lot of corporate sessions, sometimes there’s just not enough time going into that prep work or you don’t have the right stakeholders in the room to do that prep work. So sometimes that’s where we can fall flat. That’s where sometimes the innovation part doesn’t get to the desired outcomes if you aren’t able to spend the appropriate time and with the right people in the room.

Douglas Ferguson:

It’s always critical to get the right people. A lot of times that’s including people that have been overlooked or sometimes being a little bit more discerning on who we invite. I think a lot of times people get invited that frankly don’t need to be there, it’s going to be a distraction for them, or it’s just unnecessary. The more people we have in the room, while diversity is great, it’s also going to add to the number of voices we have to consider and accommodate for and design for. So being really mindful of the best folks for that outcome I think is really critical. Have you had any experiences having to think critically about who’s perfect for the engagement?

Lipika Grover:

Yeah, absolutely. I think oftentimes we know who we need in the room, and then there’s the people that we want in the room, and then there’s people that are going to maybe create noise in the room that are not actually going to add as much time. So I think that tends to be true, and it’s hard to be discerning with that, but I think purposeful inclusion or exclusion is critical to ensuring for a successful session. Yeah.

Douglas Ferguson:

Yeah. It’s interesting you mentioned people with the noise and it’s like sometimes noise is valuable. Sometimes the people that push back and create friction are exactly who you want in the room. That could be part of their criteria, but certainly folks that are pure noise, they don’t have context or it doesn’t really pertain to them, but we just like them, so we invited them or whatever.

Lipika Grover:

Yeah. Or sometimes I think people point out problems without solutions, and that can be sometimes distracting because you’re not getting to a specific point. But yeah, I do think it’s important to have people push back on your ideas. You don’t just want to call people that like you and that your ideas because that’s not going to get you to the mass outcome that you’re trying to achieve either.

Douglas Ferguson:

Nice. Yeah. One thing I wanted to come back to is you mentioned executives being really chatty, and I thought for the listener, we might just spend a moment maybe expanding on what you meant there and ways of facilitating or using facilitation to work with that.

Lipika Grover:

Yeah, absolutely. Of course that’s very much a generalization, but I think oftentimes, not just executives, honestly, this goes for almost anybody, but sometimes you think by speaking, I will get my point across and I will be able to share my opinion, but it may not even add to what we’re trying to discuss in that moment. Especially when you’re in really large groups, you need to be extremely focused on who is speaking and at what time and for how long you’re speaking. So in terms of ways to combat that, I think there are several different techniques that I’ve used in the past.

One of them, I think mostly remotely, this can be very helpful, but having some sort of timer when you’re having people share out ideas. Let’s say you’re going through a certain session, or you do little breakouts and then you want people to come back and share their ideas. Oftentimes that can go on for five minutes per pair or group. But in reality, in order for the facilitator to stay on time, we need to be able to cap that to a certain amount. So depending on the conversation, I tend to use the timer feature. I think when you set that ground rule upfront, people are more able to see the value of it, and they’re less likely to go over the time because they can respect that we’re all trying to stick to a certain schedule and we have other things that we want to achieve. So that’s one tip that I would share.

Then another one would be to use a tool, some sort of tool, any sort of virtual whiteboarding type of tool to get people to share their ideas asynchronously during the meeting first. So even we can use the timer again, but we can say, let’s say I have a question that I want to put out to the group. Instead of having every person go around the room and share, okay, this is what I think, this is what think. Having a timer on and then having people put their post-it notes or ideas into a whiteboard at the same exact time. Then as a facilitator, I can go and call on specific people based on the idea that they’re sharing. We can cluster, can group the ideas and then have people expand on them based on what they have to share. So that can be really, really helpful when you’re trying to collect everybody’s ideas but not have everyone speak at the same time.

Douglas Ferguson:

All of that I would categorize as limiting dialogue, and I think that’s an aha moment for a lot of folks that haven’t been exposed to facilitation much because when you think about facilitation, when you think about good meetings, I think it’s customarily conjures up this idea of a lot of dialogue. Yet some of the more powerful facilitation tools actually limit the dialogue. We don’t remove it, we just limit it. So to your point, time boxing so that let’s keep it in this frame, or even activities that might allow the dialogue to take a certain shape or a certain form that then helps focus it, but ultimately constrain it because, to your point, all the voices in the room all the time fighting for that oxygen, it’s not an effective strategy.

Lipika Grover:

I’d add one thing, you mentioned dialogue is really critical, or that’s what people think of when they think of effective workshop. I think it’s dialogue, but it’s also participation. I think people just want to feel like they are present in the room. I think with these types of asynchronous things, people still are required to be present the whole time because almost more so than when somebody is talking because sometimes easy to tune out when you’re in the room and one person is talking on a monologue for a long time. So by asking everybody to either journal, this could also be in person where they have to journal in their own paper based on a specific prompt question that we’re asking the whole group, and then we ask certain people to share and certain people to add onto their ideas. I think that being present is actually the way that people feel like they attended a very impactful workshop if they feel like they were fully there.

Douglas Ferguson:

Yeah, that’s fascinating. This idea of presence and walking out feeling like they were there versus something they just checked the box on, attended and split, right?

Lipika Grover:

Yeah.

Douglas Ferguson:

What are some of your go-to mechanisms for driving engagement?

Lipika Grover:

I would say always starting with something that’s maybe fun/related to the current environment that we are all going through. Some sort of icebreaker. I don’t really love the word icebreaker, but just something that starts at a neutral, but also a shared ground where people can all feel like they’re tied to whatever that question might be. There’s a whole host of different types of icebreakers that of course you all share on your website as well as so many other types of icebreakers out there on the internet. But I think one thing I would say is starting somewhere neutral. Then having a really strong session design to make sure that you’re always having people engaged in a certain activity, whether that is something that they’re doing independently, whether that’s something that they’re doing in a breakout group, whether that’s something that they’re doing in a whole group.

I think making sure there’s not a lot of dead time in there, especially timing your breaks appropriately, making sure that you’re creating a space where you’re always giving them something that they should be working on or doing, and very focused time for those things. It’s like let’s say you want to do deep work on your own, you want to put in a timer for 30 minutes or 40 minutes, and you probably get your most work done in that time during the day because you have a set timer for it.

It’s like what you said earlier about being constrained, and so setting those constraints throughout the session. Then I think a skilled facilitator will ensure that there are breaks built in and making sure that they’re also having time to share their voice. That can be in breakouts so that it doesn’t feel like it’s overpowering all of the time. So I do use breakouts quite a bit for engagement because I think having deeper, smaller conversations can be really helpful, and then coming back and sharing with the broader group is something that I find to be really impactful there.

But otherwise, I think using Mural is a huge… I can talk about that more, but I feel like that’s something that from a visual perspective, most of us are visual learners, and so engagement can also be from something that’s really visual and something that’s beautiful to look at. So I tend to put a lot of time into designing my murals in a way that has a certain theme or has some sort of excitement to it, and it carries that excitement throughout the session that you’re looking forward to what’s going to be uncovered next in that visual collaboration tool.

Douglas Ferguson:

I was going to ask about that, building on the engagement piece, because a lot of times people will ask about cameras being on as their signal that there’s engagement and then their solution to driving that is just requiring cameras on. Yet, I think you talked about giving people tasks, using breakouts, making things visual as ways of driving engagement. What are your thoughts on this whole video on, video off versus some of the techniques you talked about, which are more making things hands-on and tangible and giving people tasks?

Lipika Grover:

Yeah, I think it really depends on the size of the group in terms of the video on or off. I do think for small group sessions, it’s very helpful to have videos on. If everybody has their video off and one or two people have it on, it becomes a very, I think, a little bit strange dynamic for the group. But if everybody decides to be videos off, that’s fine too. I think you can have a pretty engaging session that way. But if most people are having their videos on, then I think it’s nice to ask for people to turn their cameras on. Of course, if it’s a very, very long session and people need to step away for a few minutes and eat or do something and turn their cameras off, as a facilitator, I usually just say, hey, if you need to just message me so that I know you’re here. That way, it’s not like you’re disappearing and I’m calling on you, and I’m in an awkward position now where it looks like you’re not paying attention. Now everybody else thinks they have the permission to not pay attention either.

So yeah, I do think that I just ask for communication if you’re going to turn your camera off. I wouldn’t compare the techniques like, oh, it’s this or that, but I do think that having some sort of visual type of tool can really build that engagement further because it can create another, almost like a third space for people to go and create connection. Yeah.

Douglas Ferguson:

Yeah. It’s funny you mentioned calling on someone when they’re not there, and it reminds me of the importance of signals. How are we collecting signals on how people are participating? The visual tools provide another mechanism for that. There’s a notion of presence. Are they in the tool or not? Am I seeing outputs from them? So video on is not the only signal, and I think that’s the trick. So many people rely on that as the only signal and the only thing they’re trying to change, I think there’s a lot of depth to your point. You’re sharing a lot of stuff there.

I want to pivot to talk a little bit about your time at Mural, and then we probably have a little time to talk about the future and what’s next as well. But you mentioned doing sales enablement, and I imagine some listeners might hear that and go facilitation and sales enablement, what does that look like? So can you tell us a little bit about how you’re approaching that from, what was the tools? I’m sure you’re using Mural, but what was the experience like? If someone wanted to use facilitation for sales enablement, how might that look? What might they do?

Lipika Grover:

Yeah, it’s a good question. I would say what we did at Mural, I can’t speak to what sales enablement looks like at other companies, but we had oftentimes weekly live meetings with the entire sales team, sometimes the customer success team as well. So it was more revenue enablement at that point, and marketing sometimes as well where we would bring everybody together. We’d have an usually really beautifully designed Mural to be able to teach certain concepts based on whatever enablement was needed at that time.

So if it was specific to, let’s say, how to do really good discovery, let’s say how to do really good discovery on certain sales calls, we would create Mural about that, and we would have certain questions that you can go into breakout rooms to do role plays on. We’d built certain spaces within the Mural for people to be able to practice certain concepts, whatever it is that we were teaching at that time. We would often use Mural as a place for you to share resources with the teams to be able to say, hey, these are a little resource hub of this is what you need to pay attention to for this week, new marketing collateral, new, anything that is relevant, new scripts for you to use in emails or things like that. That way it’s all in one place.

We tried really, I think, to make it very creative so that people felt like, again, that engagement during that time that they were together. I think sales enablement is something, or enablement in general, I think learning and development teams often are trying to figure out how do we make this time that we have synchronously as impactful as possible because these people are doing this outside of their day-to-day job. This is something that they are opting into doing. Sometimes it’s a required thing, but most of the time it’s to level up their own skillset. So making that synchronous time very impactful is the biggest thing that was on our minds is how can we make sure that people get a lot out of this time together because it’s a lot to ask them to do.

So we would think of different creative ways to use Mural or breakout rooms or other sort of engagement strategies to make the most of that time together and have people be present. Like Q&A at the end of the session, that’s just another idea, using Mural to have people put questions in at the end as well. Then we could take that and turn it into a whole session on its own of what are the topics that you’re struggling with right now? We can use voting even to figure out, okay, what are the things that are on your mind right now and how can we design a session around that? So just another idea there.

Douglas Ferguson:

So I know right now you’re focused a lot on resilience and the coaching work that you’re doing and helping build confidence and creating vulnerability with folks. Can you tell me a little bit more about how that’s surfacing?

Lipika Grover:

Yeah. So my focus with resiliency workshops is really empowering people to understand that they can do hard things and that they have all the answers within themselves to be able to achieve everything that they want to. I think so often people stop themselves from going after their goals or their visions simply because they are scared they’re going to fail and that they’re fearful that their life is going to change in a large way. We all are creatures of habit. We like being comfortable and we don’t necessarily feel comfortable extending ourselves into new spaces.

But as a coach and as a facilitator, a lot of what I do is ask people questions to help them to get to a place where they’re able to say, actually, yeah, I want that. It’s all coming from themselves. I don’t know the answers as a coach of what they want to do. My job is purely to create that space, that vulnerable space, for people to be able to talk through what their visions are, what their goals are, and get them to believe in themselves and believe that they can do anything that they really set their minds to. So that’s the focus right now of a lot of the work that I’m doing. I do this in one-on-one sessions as well as in group sessions, and so I’m excited to see how that unfolds.

Douglas Ferguson:

So the group work, how does that play out? Is this a team that you’re working with, the folks that are working together, or is it more like a public cohort where there’s a number of individuals that you’re helping just support each other in this moment?

Lipika Grover:

It’s a great question. I’m actually launching my first cohort next year or so, early next year, where we will be creating, it’s more of a public space where people can join and they’ll be surrounded with others that also have big dreams for themselves, and they have a growth mindset, and they are just needing maybe a little bit more support and accountability from others around them to get them to where they want to go.

I piloted it already, I did a resiliency workshop earlier this year in a group setting that went really well, and people really got a sense of feeling like they found that light within themselves. That was the name of the workshop was The Light Within. I think a lot of times we think, Hey, after I do this, there’s light at the end of the tunnel. We use that phrase all the time, the light at the end of the tunnel. But my whole premise is that we have light within ourselves at all times. So I just want people to be able to tap into that, especially when they’re going through maybe a change or a transition or some sort of new thing in their life. So that’s the premise of what the workshops are going to be next year.

Douglas Ferguson:

Nice. Most of the folks you’re working with individually are also in this moment of transition as well?

Lipika Grover:

Yeah. It’s mostly people who are either going through a career transition, a relationship transition, sometimes a move, all at the same time. Most of the time we’re all going through multiple changes at all times in our lives. I wouldn’t even say it’s always a very tangible change that it’s sometimes is truly like, hey, I want to step into a better version of myself, or I want to step into a new goal that I’ve been wanting to achieve, and I just need the mindset to be able to achieve that goal. So a lot of work is like, how do I get you from point A to point B? For example, if somebody is like, hey, I really want to go to get my MBA, but I’m working and I just don’t know how to make that leap, making that mindset shift is part of the work that we do, is just getting them to understand that they’re capable of doing it and that they are going to be able to achieve success in that. Yeah.

Douglas Ferguson:

How often do you work with folks that know that something’s missing, they’re not feeling fulfilled, but they haven’t been able to pinpoint what it is yet?

Lipika Grover:

Very often. I think a lot of times people feel like, especially in careers, I think a lot of times it’s like, hey, I’m in this job, I’ve been in this job for a long time. I’m starting to feel like I don’t connect with it anymore, or I just know that I’m not doing what I really want to do. That’s something I hear often. It’s like, I know this is not what I really want to do, but they don’t know what that other thing is. So a lot of the work is uncovering what that North Star is going to look like for them. Some of it is just understanding your strengths, understanding who you are as a person, what you enjoy doing, what you don’t enjoy doing. Going back to the drawing board in that space. I think a lot of times people also don’t realize that what got them to this point is beautiful, and we are grateful for it all, and it may not be the thing that is needed right now in this moment.

Douglas Ferguson:

Yeah, what do we need to leave behind?

Lipika Grover:

Yeah, exactly. What can we let go of right now?

Douglas Ferguson:

Love that. Awesome. Well, when you think about this work, the resiliency workshops, the coaching, all this great work you’re doing, where do you think it leads to? What’s this bright future? What is this North Star that of your own? Just like you’ve been uncovering for others, what is this North Star for you, as far as when you really peer out a ways?

Lipika Grover:

Yeah. Honestly, it’s a great question and it’s something that I’ve been designing for myself as I’ve started this path myself. I think I’ve also learned to surrender a little bit. Part of the North Star work is also following the leads, if that makes sense. So sometimes it’s pulling on different threads to see where we go, and we don’t always have to have this big reveal answer of what is coming up next. So while I would love to say, I have this 10-year plan and this is what I want to do with it, I think the reality is I’m following the energy and I’m following what is bringing me joy, and I’m following that path and we’ll see where it leads. I think that’s to be discovered.

Douglas Ferguson:

Nice. Well, let’s check in the future and see where it went. I love that.

Lipika Grover:

Absolutely. Yeah. One thing I can say is that the work is very impactful and the work, it doesn’t feel like work in some ways because it just feels like you’re creating a large impact on maybe a smaller number of people, and that can be really fulfilling some ways. So I just want to keep doing it.

Douglas Ferguson:

Yeah, I love that. I feel that this passion driven existence is very prevalent and common in the world of facilitation because it’s the type of career that people find through passion. It’s something that people get excited about. Some careers people get into because they’re good at it, and it’s like, I’m going to be an accountant to make a living and get paid, or I am really fascinated by models for discovering whatever, but there’s not this excitement and passion about it some other fields. I think facilitation’s one of those things that’s like, I rarely meet someone that’s doing it just because it pays the bills or whatever. It’s a passion driven field.

Lipika Grover:

Yeah. I think so too. I am curious, if you don’t mind sharing too, when you started Voltage Control, how did you feel in terms of what was your North Star? Did you have the North Star where you are today, or is it something that’s evolved and changed over time?

Douglas Ferguson:

It’s funny. I have multiple threads. I think you talking about pulling on the threads resonates a bit. I always refer to myself as a change junkie. I’m just obsessed with change, and I always invite change. I’m always curious about what’s around the corner. I did have a vision early on that was very anchored in facilitation and group process and helping people. I did not necessarily have this vision of being a certifying entity. I did tell myself though, that if we ever went down that path, I wanted to take it really seriously. That certificates wouldn’t be a thing we would just hand out as something you would get for attending a workshop. That I wanted to make sure that if we did that we’re really serious about it. It really meant something. It was pass/fail. You really had to do the work to receive it so it’d be meaningful to people. To me, it’s about staying true to my values and what’s important to me. Then just, to your point, following that path, but being true to those values.

Lipika Grover:

Yeah. It’s something that I would say I’ve seen over time is that the dots always connect later, this is true throughout my whole career. Even you asking, how did you get into facilitation? It’s like, I wouldn’t have said back when I was at Accenture that I was going to go into facilitation or coaching as a career, but the dots always connect later in terms of how you see the threads that we got excited by or that brought us joy along the way.

I think that’s one thing that if I could leave with is I think life is long, I think a lot of times we think life is short, which is true in a lot of ways in that we should be present when we are with our loved ones or with ourselves. I think that’s very true. But a lot of times we put a lot of pressure on ourselves to do everything right now and get it all done, and we have to achieve all this, achieve, achieve, achieve. But in reality, life is long and it’s almost better if we focus on one thing at a time sometimes and just see where it leads because it’ll unfold later. Yeah, it’ll all make sense later.

Douglas Ferguson:

Love that. Always ask my guests to leave our listeners with a final thought. You’ve given us one there. Anything else you want to share?

Lipika Grover:

I think one thing is just trust your intuition. I think a lot of times we don’t give ourselves enough credit that we know what we want and we know what we want out of life. So I would just say trust your intuition. Sometimes you have to quiet everything else down in order to really pay attention to what it is that your head, your heart, your gut is all telling you to do. So just silence the rest of the world for a moment and figure out, okay, ask yourself what is it that I really want? That can help guide some pretty big decisions, or at least it has in my life. Whenever I have listened to that intuition, it has turned out in a better way than I think I would have if I just listened to my head or after some sort of credible thing. I think there’s so many other things that we chase in this world, but if we quiet everything down and just listen to our intuition, we’re able to follow a different path and that path is not written. Yeah.

Douglas Ferguson:

Yeah. I love that. The thing I would add, because I love that so much, is I would just say that sometimes you can’t hear the intuition. I love this idea that you say here, the quiet everything down so you can tune into it. So if you’re like me where you hear your intuition quite often, then the moments where you can’t, it can be frustrating. I don’t know what to do right now. The thing I’ve learned through the years is when I find those moments, don’t spiral into the moment, just sit back and say, it’s okay. It will speak soon. Just be in this quiet time. Let your subconscious chew on whatever it needs to chew on because it’ll speak to you soon enough. So I think both is true, right? Quieting down the noise, but if everything’s really quiet, being okay with that quiet and just knowing that when the time’s right, it’ll let you know.

Lipika Grover:

Yeah, exactly. I think, to be honest, you asked me that question about North Star, and it’s like sometimes it can be frustrating to not have the answer where you’re like, oh, I wish I could give you a real answer there. But to your point, I think the answer will come as I keep doing it, and I think action is progress. Progress is motivation. So if you keep putting one step in front of the other, you’re so much more able to actually see where it unfolds.

Douglas Ferguson:

Love that. Excellent. Well, it’s been such a great honor and pleasure to chat today, Lipi. I really appreciate you joining me.

Lipika Grover:

Yeah, likewise. I appreciate the time and I appreciate getting to be on this podcast. To all of the listeners, just keep doing what you do and put one foot in front of the other. I feel like that is my big takeaway from today. So yeah, I appreciate being on the podcast with you, Douglas.

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 where I post weekly articles and resources about facilitation, team dynamics and collaboration, voltagecontrol.com.

The post Unlocking the Secrets of Engaging Facilitation appeared first on Voltage Control.

Table of contents

• Fostering Psychological Safety
• Developing Trust
• Embracing Failure
• Ensuring Every Voice is Heard
• Turning Tension into a Catalyst for Growth
• Conclusion

Innovation is not just a desirable trait; it’s a critical component of success. Companies that fail to innovate risk falling behind, losing their competitive edge, and ultimately becoming irrelevant. However, innovation doesn’t happen in a vacuum. It requires an environment where creativity is nurtured, where risk-taking is encouraged, and where failures are seen as stepping stones rather than setbacks. At the heart of such an environment lies psychological safety—a concept that has gained significant attention in recent years, but one that is still often misunderstood or overlooked in practice.

Psychological safety refers to the shared belief within a team that it is safe to take interpersonal risks. It is the assurance that one can speak up, offer new ideas, admit mistakes, or challenge the status quo without fear of negative consequences such as embarrassment, rejection, or punishment. When psychological safety is present, team members feel comfortable being themselves, which fosters a culture of openness, trust, and collaboration. This is the kind of culture where innovation thrives because individuals are free to explore uncharted territories without the fear of being judged or penalized.

In this blog post, we will delve into the critical role psychological safety plays in fostering innovation. We will explore how to cultivate this essential component within teams, the connection between psychological safety and trust, the importance of reframing failure, strategies for ensuring every voice is heard, and how to handle conflict constructively. We will also provide actionable steps for leaders and facilitators to implement these concepts in their own organizations. By the end of this post, you will have a comprehensive understanding of how to create and maintain a psychologically safe environment that not only supports innovation but drives it.

Fostering Psychological Safety

Psychological safety is the cornerstone of any innovative team. Without it, creativity is stifled, and meetings often become echo chambers where only the most conservative, well-rehearsed ideas are shared. This not only limits the potential for breakthrough innovations but also diminishes the overall energy and engagement within the team. When participants don’t feel safe, they are less likely to take the risks necessary to propose bold ideas or think outside the box.

To foster psychological safety, facilitators must be intentional in their approach. It begins with creating a culture of respect and empathy, where understanding takes precedence over persuasion. Facilitators should actively encourage the sharing of ideas, no matter how incomplete or unconventional they may seem. This can be achieved by setting clear expectations that all contributions are valued and by providing equal air time for all participants. When people feel that their input is genuinely appreciated, they are more likely to engage fully and bring their most creative ideas to the table.

Moreover, focusing on progress rather than perfection is crucial in creating a psychologically safe environment. Perfectionism can be a significant barrier to innovation, as it discourages experimentation and the exploration of new ideas. Facilitators can combat this by celebrating incremental improvements and framing challenges as opportunities for learning and growth rather than as failures. This approach not only fosters a more open and creative atmosphere but also encourages continuous improvement and resilience in the face of obstacles.

Developing Trust

Trust is often hailed as the foundation of effective teamwork, but it’s essential to recognize that trust doesn’t emerge in isolation. It is built on the groundwork of psychological safety. When team members feel safe to be themselves—expressing their ideas, admitting mistakes, and offering honest feedback—trust naturally follows. This trust is not just a nice-to-have; it’s a critical element of a high-performing team that can innovate and adapt in the face of challenges.

In environments where psychological safety is prioritized, team members are more willing to take interpersonal risks, such as sharing unpolished or controversial ideas. They feel confident that their contributions will be met with respect rather than criticism. This sense of security fosters deeper connections and stronger relationships within the team, which in turn builds trust. When trust is present, collaboration becomes more fluid and effective, as team members are willing to engage in open, honest dialogue without fear of negative repercussions.

Leaders and facilitators play a pivotal role in cultivating this trust. By modeling vulnerability and openness, they set the tone for the rest of the team. For example, when a leader admits their own mistakes or shares a learning experience, it signals to the team that it’s safe to do the same. This creates a ripple effect, encouraging others to step out of their comfort zones and engage more fully in the collaborative process. As trust deepens, so does the team’s ability to innovate, as members are more likely to challenge the status quo and support one another in the pursuit of new ideas.

Embracing Failure

Innovation and risk-taking are intrinsically linked, but with risk comes the potential for failure. However, in a psychologically safe environment, failure is not viewed as something to be avoided at all costs; rather, it is embraced as an integral part of the creative process. This shift in perspective is essential for teams that want to push boundaries and explore new ideas without the paralyzing fear of making mistakes.

In many traditional workplace cultures, failure is stigmatized, leading to a fear-based approach where team members are reluctant to take risks. This fear of failure can be a significant barrier to innovation, as it stifles creativity and discourages experimentation. To counteract this, leaders and facilitators must actively work to reframe failure as a valuable learning opportunity. By doing so, they create an environment where team members feel empowered to take calculated risks and explore bold ideas, knowing that even if they don’t succeed, the experience will yield valuable insights.

This reframing of failure involves several key strategies. First, leaders should openly discuss the importance of failure in the innovation process, highlighting examples where setbacks have led to significant breakthroughs. Second, when failures occur, they should be debriefed constructively, focusing on what can be learned rather than assigning blame. This approach not only normalizes failure but also reinforces the idea that mistakes are a natural part of the journey toward innovation. Finally, leaders should celebrate the effort and courage involved in taking risks, regardless of the outcome. This recognition helps to build a culture where failure is not feared but embraced as a necessary step toward success.

Ensuring Every Voice is Heard

Collaborative decision-making is a powerful process that brings together diverse perspectives to create more informed and effective outcomes. However, its success hinges on the presence of psychological safety. In environments where safety is lacking, meetings can quickly devolve into scenarios where only a few dominant voices are heard, while others are silenced or overlooked. This not only undermines the quality of the decisions made but also erodes the sense of inclusivity and engagement within the team.

For collaborative decision-making to be truly effective, facilitators must actively work to ensure that every voice is heard. This starts with creating a culture of transparency, where participants feel comfortable sharing their thoughts and opinions without fear of judgment. Facilitators can use various techniques to achieve this, such as establishing ground rules that promote equal participation, actively soliciting input from quieter team members, and using structured decision-making processes that allow everyone to contribute.

Another key aspect of fostering collaborative decision-making is the emphasis on the value of diverse perspectives. When team members come from different backgrounds or have varying levels of experience, they bring unique insights that can lead to more innovative and well-rounded solutions. However, these diverse perspectives can only be leveraged if team members feel safe to express them. Facilitators should encourage open dialogue and create opportunities for team members to share their ideas in a way that feels comfortable to them, whether through verbal contributions, written input, or anonymous feedback mechanisms.

Ultimately, when every voice is valued and heard, the decisions made are more likely to reflect the collective wisdom of the group. This not only leads to better outcomes but also strengthens the team’s sense of ownership and commitment to the decisions made. By prioritizing psychological safety in the decision-making process, leaders can ensure that their teams are fully engaged and capable of achieving their highest potential.

Turning Tension into a Catalyst for Growth

Conflict is an inevitable part of teamwork, especially in high-performing teams where passionate, diverse individuals come together to achieve a common goal. While conflict can be uncomfortable, it’s important to recognize that it is not inherently negative. When handled constructively, conflict can serve as a powerful catalyst for growth, innovation, and stronger team dynamics. However, the key to harnessing the positive potential of conflict lies in the presence of psychological safety.

In a psychologically safe environment, team members feel comfortable addressing conflicts openly and honestly. They trust that their colleagues will listen to their concerns and engage in dialogue without resorting to blame or defensiveness. This creates a space where disagreements can be explored in a productive manner, leading to deeper understanding and more creative problem-solving. Rather than avoiding conflict or allowing it to fester, teams with high psychological safety are able to confront issues head-on and use them as opportunities for learning and improvement.

Leaders and facilitators play a crucial role in guiding teams through conflict. By setting the tone for how conflicts are handled, they can help to ensure that disagreements are approached with a mindset of curiosity and collaboration rather than competition. This might involve encouraging team members to express their viewpoints fully, asking open-ended questions to explore underlying concerns, and helping the team to identify common goals and shared values. Additionally, leaders should model constructive conflict resolution by remaining calm, empathetic, and focused on finding solutions rather than assigning blame.

When conflict is approached as a learning opportunity, it can lead to more innovative solutions and stronger, more resilient teams. By prioritizing psychological safety, leaders can create an environment where conflict is not feared but embraced as a necessary part of the team’s growth and development. This approach not only helps to resolve issues more effectively but also strengthens the team’s ability to navigate future challenges with confidence and collaboration.

Conclusion

Creating a culture of psychological safety is not a one-time effort; it’s an ongoing commitment that requires consistent effort, attention, and reinforcement. As we have explored throughout this post, psychological safety is the bedrock upon which trust, collaboration, and innovation are built. It is the foundation that allows teams to take risks, embrace failure, engage in meaningful dialogue, and navigate conflict constructively. Without it, teams are likely to fall into patterns of safe, predictable behavior that stifles creativity and limits their potential.

For leaders and facilitators, the journey toward building and maintaining psychological safety in teams involves a proactive approach. This includes not only fostering an environment where every voice is heard and valued but also modeling the behaviors that encourage openness, vulnerability, and continuous learning. It also means being vigilant in addressing any signs that psychological safety is lacking, such as a lack of participation in meetings, reluctance to share ideas, or avoidance of difficult conversations.

The benefits of prioritizing psychological safety are immense. Teams that operate in such an environment are more engaged, more innovative, and more capable of achieving their collective goals. They are also better equipped to handle the challenges and uncertainties of today’s dynamic business environment. By committing to the principles of psychological safety, leaders can unlock the full potential of their teams, paving the way for continuous improvement, growth, and success.

The post Creating a Culture of Innovation Through Psychological Safety appeared first on Voltage Control.

It all started during a time of deep change and reflection. I had spent years in education—teaching kindergarten and third grade, then English in South Korea, and later moving into training teachers in Malaysia and Brunei. My journey through these different settings had always been about helping others learn and grow, and I loved being in front of a group, guiding and making a difference. But when COVID hit, everything shifted. I transitioned out of a traditional classroom setting into something more corporate, supporting educators at Reading Horizons. And that’s when I began to feel it—a void, an unshakable feeling that something was missing. Fulfillment seemed to be slipping away, and I felt restless, yearning for something more.

I couldn’t ignore it. I threw myself into self-reflection, often finding myself staring at the digital vision board I had created—a collection of images that sparked something deep within me. In those images, I was standing in front of groups, leading discussions, creating a sense of connection and momentum. But at the time, I didn’t quite know how to translate those images into reality. What was my expertise? What was my purpose? My career in education had given me a wide range of experiences, but I couldn’t see a clear path forward.

It was during this time of introspection that I began reading books that guided my thinking. One of the books that changed my perspective was “10x Is Easier Than 2x” by Dan Sullivan. It wasn’t about doing more, but about focusing deeply on what truly brought joy and fulfillment. I also read “The Great Work of Your Life” by Steven Cope, which pushed me to uncover my true calling, and “Hero on a Mission” by Donald Miller, which helped me envision the legacy I wanted to create. Through these readings, I began to see a pattern—I was passionate about guiding others, but the missing piece was how to do that without the pressure of being a content expert.

And then, I stumbled upon the idea of facilitation. The realization came slowly, almost as if my subconscious had known all along. Facilitation wasn’t about being the subject matter expert; it was about creating space for others to think, learn, and grow together. The moment I understood that, everything clicked. The images on my vision board, the experiences I had loved most in my career—they were all pointing towards this. I didn’t need to be the expert; I needed to be the guide.

I remember sitting at my desk one afternoon, feeling the weight of my uncertainty, and suddenly I just knew—I needed to look beyond traditional teaching. Facilitation felt like the answer I had been searching for, and I decided then and there that I was going to pursue it fully. It wasn’t about being an expert in every subject; it was about being an expert in guiding others to uncover their own expertise. That shift in thinking was monumental for me.

A Growing Curiosity

Once I had that breakthrough, my curiosity turned into a fire. I wanted to know everything about facilitation—what it looked like, how it worked, and how I could make it my own. I started watching videos on YouTube, searching for facilitators in action. I scoured blogs, read articles, and sought out every piece of information I could find. The more I learned, the more I realized this was exactly what I had been searching for.

But it wasn’t just about consuming information; it was also about understanding how facilitation could fit into the work I was doing. At Reading Horizons, I had moved into a role that was largely behind-the-scenes support, far from the direct engagement I craved. I missed guiding groups, leading trainings, and being in the creative space of planning and executing learning experiences. I began to see facilitation as the bridge between where I was and where I wanted to be.

I remember vividly creating a section in my vision board app dedicated solely to career goals. I chose images that resonated with what I wanted—pictures of people standing in front of groups, leading discussions in a corporate setting. There was a photo of a woman with a flip chart, surrounded by people listening intently, and I knew that was where I wanted to be. I started envisioning myself in that role, and that vision became my guiding light.

I also began reaching out to others in the field, trying to understand their journeys. I connected with facilitators online, joined forums, and even reached out to people whose work I admired just to ask about their experiences. Each conversation brought me closer to understanding what facilitation could mean for me, and each story gave me a new perspective on what it means to lead without dictating, to guide without overpowering. I started practicing small facilitation techniques in my day-to-day work—running more effective meetings, asking better questions, and focusing on drawing out the wisdom of the group rather than imposing my own ideas.

Through all of this, I realized that facilitation wasn’t just about learning new techniques—it was a way to bring together all of my past experiences and create something meaningful. It was the “how” I had been missing, the key to unlocking the next chapter of my professional journey. I wanted to bring people together, help them see new possibilities, and be part of their growth. The spark was there, and I was ready to follow it wherever it led.

Finding Voltage Control

When I finally decided that I wanted to go deeper into facilitation, I turned to Google. I didn’t know exactly what I was looking for, but I knew I needed formal training. I wanted something that would allow me to immerse myself, something comprehensive. I found a few different programs, but it was Voltage Control that truly stood out. Right from the start, something about it just felt right.

Voltage Control’s facilitation certification had everything I was looking for. It was aligned with the International Association of Facilitators (IAF) competencies, which gave me confidence that I would be learning from a program rooted in best practices. But more than that, it was the structure of the certification that drew me in—it wasn’t just a three-day workshop. It was three months of deep, immersive learning, with opportunities to practice, reflect, and grow.

I remember the exact moment I decided to apply. I was sitting at my kitchen table, laptop open, reading through the program details for the fifth time. The emphasis on experiential learning, the practical exercises, and the chance to be part of a cohort—all of it spoke to me. I could imagine myself there, learning alongside others who shared my passion for creating meaningful change. It wasn’t just about getting a certification; it was about transforming how I engaged with others.

The scholarship program was also a deciding factor for me. It made this dream accessible, and when I received the scholarship, it felt like the universe was telling me, “This is the path you need to take.” The more I read about the program, the more excited I became. I watched videos, read alumni stories, and downloaded an ebook about meetings. I wanted to consume everything Voltage Control had to offer before I even applied. I remember coming across an alumni story from someone with a background similar to mine—an educator who had found her passion in facilitation—and I felt like I was reading my own future.

I attended a virtual info session, and that’s when I knew without a doubt that this was what I needed. Listening to other facilitators speak about their journeys, the challenges they had faced, and the way facilitation had changed their approach to leadership, it all resonated so deeply. I wanted that transformation for myself. I wanted to be part of a community that valued growth, reflection, and the power of guiding others toward meaningful outcomes.

Certifying My Vision

Going through the certification process was transformative. It wasn’t just about learning new skills; it was about discovering who I wanted to be as a facilitator. Near the end of the program, we had to present our vision—how we wanted to show up in the world of facilitation. This exercise forced me to think deeply about my strengths, my passions, and how I could use facilitation to make an impact.

For me, it was about being a visionary. I wanted to help groups see what was possible and guide them toward that future. My number one strength, according to the StrengthsFinder assessment, is being futuristic, and that became a cornerstone of my vision. I realized that my strength was in seeing potential, in envisioning what could be, and using facilitation as a tool to help groups move from where they were to where they wanted to be.

The presentation of my vision wasn’t just an assignment—it was a powerful moment of self-affirmation. As I spoke about my desire to help create “positive peace”—a state of active well-being and collaborative growth—I could feel my purpose solidifying. Positive peace became my rallying cry. It wasn’t enough to avoid conflict; I wanted to help groups actively build something better, to contribute to their environments in meaningful ways.

Working with my cohort was another highlight. There was one peer in particular who was always asking the hard questions, the kind that made me stop and really reflect. It was challenging, but it was exactly what I needed. The whole environment was one of support and collective growth—everyone was committed to learning, to becoming better facilitators, and to helping each other along the way. The process of giving and receiving feedback, the “pluses and deltas,” was incredibly valuable. It helped me see my blind spots and provided clear guidance on how to improve.

The practical aspects of the certification were equally rewarding. I remember the first time I facilitated a session for my cohort—it was a mix of nerves and excitement. I was prepared, but facilitation isn’t just about preparation; it’s about reading the room, responding in the moment, and being open to what emerges. My cohort’s feedback after that session was invaluable—they pointed out strengths I hadn’t recognized in myself, and they gently highlighted areas for growth. That experience was pivotal in helping me understand my own facilitation style and how I could refine it.

From Realization to Transformation

Since completing the certification, facilitation has become an integral part of my role at Reading Horizons. The first major opportunity came when I was asked to facilitate a session with our executive team. We needed alignment on a major partnership decision, and I knew this was my chance to put my skills to the test. I was nervous—this was the C-suite, after all—but I trusted the process I had learned. I made sure that every voice was heard, that the conversation moved forward constructively, and by the end of the session, we had reached consensus. The feedback was incredible—they told me it was one of the most productive meetings they had ever had.

From there, more opportunities began to open up. I facilitated strategy sessions, and I was even asked to lead the creation of an advisory council made up of educators—something our Chief Academic Officer, Stacey, had been dreaming of but didn’t quite know how to execute. I used the skills I had learned at Voltage Control to design and facilitate those meetings, and it was incredibly rewarding to see it come to life. Stacey even joked that facilitation should be my full-time role, and honestly, that’s exactly what I want.

Another memorable moment came when I facilitated an “innovation lab” with our strategy team. My supervisor let me try something new with the team—facilitating a session focused on innovation and idea generation. I used tools like the cover story exercise, which I had learned during the certification, to help the group think beyond the present and envision bold new possibilities. It was such a success that our Chief Strategy Officer, Stephanie, asked me to facilitate a multi-week 10x Idea Lab series to help the organization think more innovatively. It was an idea lab inspired by the book “10x Is Easier Than 2x.”

In addition to these formal opportunities, I began incorporating facilitation into day-to-day interactions at work. I found myself using facilitation techniques during team meetings—making space for everyone’s input, asking open-ended questions, and ensuring that quieter voices were heard. The impact was tangible. Meetings that had once been dominated by a few voices became more balanced, and our team started generating better ideas and making more thoughtful decisions.

I also took what I had learned into other spaces, volunteering to facilitate workshops for community groups and even leading some sessions on intercultural understanding—a passion project that allowed me to combine my love for education with my new facilitation skills. These experiences taught me that facilitation is not just about corporate environments; it’s a way of leading that can create meaningful change in all areas of life.

What’s Next

Looking ahead, I see facilitation as being at the core of my professional journey. Ideally, I would love to do this work full-time—either within my current company or independently, working with a variety of organizations across different sectors. The idea of “positive peace” really resonates with me. It’s not just about the absence of conflict; it’s about actively creating the conditions for positive growth and meaningful change. That’s what I want to help organizations do.

I also want to broaden my experience—working with different types of groups, in different industries, on different kinds of problems. I want to help people align around a shared vision, solve complex challenges, and innovate. Facilitation has given me the tools to do that, and I can’t wait to see where this journey takes me next.

One of my dreams is to create a network of facilitators dedicated to positive change—people who see facilitation not just as a job, but as a calling. I envision hosting retreats, running training programs, and building a supportive community where facilitators can learn from each other and grow together. There’s something incredibly powerful about a group of like-minded individuals coming together with the intention of making a difference, and I want to help create that space.

If you’re considering Voltage Control’s facilitation certification, my advice is simple: just do it. Be ready to be challenged, to shift your perspective, and to grow in ways you can’t yet imagine. This is not just a skill-building exercise; it’s an opportunity to transform how you engage with others, how you lead, and how you contribute to the world around you. Facilitation is powerful—if you feel the pull, follow it.

The post Facilitating My Way to Fulfillment appeared first on Voltage Control.