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.

Subscribe to Podcast

Engage Control The Room

Voltage Control on the Web
Contact Voltage Control

Transcript

Douglas Ferguson:

Hi, I’m Douglas Ferguson. Welcome to the Facilitation Lab Podcast where I speak with Voltage Control Certification alumni and other facilitation experts about the remarkable impact they’re making. We embrace a method agnostic approach so you can enjoy a wide range of topics and perspectives as we examine all the nuances of enabling meaningful group experiences. This series is dedicated to helping you navigate the realities of facilitating collaboration, ensuring every session you lead becomes truly transformative. Thanks so much for listening.

If you’d like to join us for a live session sometime, you can join our Facilitation Lab community. It’s an ideal space to apply what you learn in the podcast in real time with peers. Sign up today at voltagecontrol.com/facilitation-lab, and if you’d like to learn more about our 12-week facilitation certification program, you can read about it at voltagecontrol.com.

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.

Table of contents

• Empathy as the Foundation of Change Leadership
• Creating and Communicating a Compelling Vision
• The Power of Small Steps in Driving Big Changes
• Addressing Identity and Perceived Loss During Change
• Ensuring Effective Communication During Change
• Conclusion
• FAQ

Change is the lifeblood of any thriving organization, yet it often triggers discomfort, anxiety, and resistance. As leaders, our role is not only to implement new strategies and processes but to guide our teams through the emotional landscape that change inevitably brings. In today’s fast-paced world, where the pace of innovation and transformation shows no signs of slowing down, the ability to navigate change effectively is more crucial than ever. But how can leaders inspire their teams to embrace change rather than resist it? How do we ensure that our vision for the future is compelling enough to motivate everyone to move forward together?

In this blog, we will explore the nuanced balance between empathy and driving change, the importance of co-creating a shared vision, and the value of breaking down large transformations into manageable steps. We’ll also delve into the significance of addressing identity and perceived loss, and the critical role of effective communication in guiding teams through times of transition. By the end, you’ll have a comprehensive toolkit to lead your organization through change with confidence, compassion, and clarity.

Empathy as the Foundation of Change Leadership

As leaders, navigating organizational change is about more than just implementing new strategies—it’s about understanding the deeply human aspects involved. Change can often bring up vulnerabilities, discomfort, and fear. These emotional responses can create significant roadblocks if not acknowledged and addressed. To lead effectively through change, it’s essential that we not only guide our teams but also empathize with what they’re experiencing.

Empathy becomes a powerful tool in facilitating change when leaders engage with the transformation on a personal level. By doing so, we become more attuned to the challenges our teams face, which allows us to co-create a vision for the future that inspires rather than intimidates. Instead of focusing solely on what is being left behind, it’s crucial to emphasize what lies ahead—an exciting and motivating vision that everyone can rally around.

This empathetic approach transforms change from a source of anxiety into an opportunity for collective growth and innovation. When leaders position themselves as partners in this journey and acknowledge the emotional landscape of change, they foster a supportive environment where teams feel empowered to move forward together.

Creating and Communicating a Compelling Vision

One of the most critical aspects of successful change management is the ability to create and communicate a vision that inspires. Change is far more likely to be embraced when it’s driven by a shared and compelling vision of the future. People need to see and believe in a future that excites them, and this forward-looking approach is more effective than simply trying to move away from something undesirable.

The key to creating this vision lies in collaboration. When leaders involve their teams in shaping the future, they foster a sense of ownership and investment in the outcome. However, a vision alone is not enough. It’s also crucial to break down the path to that future into small, actionable steps. These incremental changes bridge the gap between where you are now and where you want to be, making the journey seem less daunting and more achievable.

By combining an inspiring vision with manageable steps, leaders can guide their teams through change with confidence and enthusiasm. This approach ensures that everyone is aligned and moving in the same direction, with a shared understanding of the end goal.

The Power of Small Steps in Driving Big Changes

When it comes to implementing significant organizational changes, starting small can have a profound impact. The concept of “shrinking the change” revolves around breaking down large transformations into manageable, bite-sized actions. This strategy not only reduces the overwhelming nature of change but also builds momentum as each small step is achieved.

Human beings are naturally resistant to disrupting their routines, and this resistance can be a significant barrier to change. By focusing on small, tangible shifts, leaders can help their teams overcome this inertia. These incremental changes, when consistently applied, lead to substantial progress over time. Rather than forcing massive leaps, it’s about encouraging steady, continuous growth that ultimately leads to meaningful outcomes.

Moreover, this approach allows for the celebration of small wins along the way. Recognizing and celebrating these victories reinforces the positive aspects of the change process, helping to keep morale high and ensuring that the team remains motivated throughout the journey. Over time, these small steps accumulate, leading to the larger transformation that the organization set out to achieve.

Addressing Identity and Perceived Loss During Change

Change often triggers an internal conflict for individuals, especially when it involves a perceived loss of identity or a sense of sacrifice. This fear of losing something—whether it’s a role, a routine, or a professional identity—can be a significant barrier to embracing change. As leaders, it’s crucial to recognize and address these fears head-on.

Understanding that identity is deeply intertwined with how people view their work is key to guiding them through transitions with greater sensitivity. When leaders communicate change, they must do so in a way that aligns with their team’s values and shows them that the new path is not just different, but better. This involves more than just outlining the benefits of change; it requires a deep understanding of what your team members value and how they see themselves within the organization.

Clear, value-driven communication is essential in this process. By helping people see that they’re not just losing something but also gaining new opportunities that align with their strengths and aspirations, leaders can turn resistance into engagement. This shift in perspective helps individuals move toward something positive, rather than just moving away from the old.

Ensuring Effective Communication During Change

Effective corporate communication is the cornerstone of successful change management. In times of transition, it’s not enough to simply broadcast information. Communication needs to be a two-way street, where listening is just as important as speaking. This approach not only ensures that everyone is on the same page but also fosters a culture of trust and collaboration.

One of the most important aspects of communication during change is understanding your team’s concerns. Acknowledging the challenges they face and addressing those issues head-on can make all the difference in how change is received. When people feel heard, they are more likely to engage with and support the change. This is particularly important when roles or responsibilities are shifting, such as during the adoption of new technologies or organizational structures.

Bi-directional communication is key to building trust and ensuring that the entire organization moves forward together. By creating an open dialogue, leaders can clarify uncertainties, alleviate anxieties, and build a shared understanding and commitment to the change. This approach not only smooths the transition process but also strengthens the overall resilience of the organization.

Conclusion

Leading through change is a complex and challenging process, but it’s also an opportunity to foster growth, innovation, and stronger team cohesion. By approaching change with empathy, creating and communicating a compelling vision, breaking down large transformations into manageable steps, addressing identity and perceived loss, and ensuring effective communication, leaders can guide their organizations through transitions with confidence and success.

In today’s fast-paced world, where change is a constant, these strategies are more important than ever. They provide a roadmap for navigating the uncertainties of change while keeping your team motivated and aligned with the organization’s goals. Ultimately, successful change management is about more than just reaching a destination—it’s about bringing everyone along on the journey and emerging stronger together.

FAQ

Q: How can empathy improve change management efforts?
Empathy allows leaders to understand and address the emotional responses that come with change, such as fear and resistance. By acknowledging these feelings and engaging with teams on a personal level, leaders can create a supportive environment that facilitates smoother transitions and fosters collective growth.

Q: What role does vision play in driving change?
A compelling vision serves as a motivational force that guides teams through change. When everyone is involved in creating this vision, they are more invested in achieving it. Clear, actionable steps toward this vision help bridge the gap between the current state and the desired future, making the change process more manageable and less intimidating.

Q: Why are small steps important in the change process?
Starting with small, manageable actions helps reduce the overwhelming nature of change and builds momentum as each step is completed. This approach also allows for the celebration of small wins, which reinforces positive progress and keeps morale high, ultimately leading to successful large-scale transformations.

Q: How should leaders address perceived loss during change?
Leaders should recognize that change can trigger fears of losing identity or valued aspects of one’s role. By communicating how the new direction aligns with team members’ values and offers new opportunities, leaders can help reframe the change as a positive evolution rather than a loss.

Q: What makes communication effective during times of change?
Effective communication during change involves not just sharing information but also actively listening to and addressing team members’ concerns. This two-way communication builds trust, ensures everyone is aligned with the change, and helps to alleviate fears and uncertainties, making the transition smoother and more successful.

The post Navigating Change with Empathy and Vision appeared first on Voltage Control.

Growing up in a small town in Alberta, Canada, family gatherings were a touchstone of connection for me. These Lebanese family get-togethers were filled with the comforting scents of home-cooked food, laughter, and the gentle nudging of aunts and uncles insisting their dish was the best. These moments taught me something fundamental about the dynamics of bringing people together. The gatherings were unstructured—a swirl of conversations, kids playing, adults immersed in their discussions, and those of us who were too old to be kids but too young to join the adults, floating somewhere in between. It was chaotic, messy, and wonderful, but most importantly, it was about belonging.

In our rural town of about 500 people, we were the only Lebanese family. There were no others around us who shared our culture or understood our traditions. I always felt caught between two worlds—the old values my parents insisted upon and the Western norms I saw around me. My lunchbox was a symbol of this duality. While my friends had PB&J sandwiches and Lunchables, mine held foods like labneh and kafta, dishes that turned heads in the school cafeteria. Delicious as they were, they also made me stand out—not always in a comfortable way. This feeling of being disconnected from those around me was the seed that later grew into my fascination with facilitation.

Those early gatherings taught me a lot about human connection, even if I didn’t fully understand it at the time. The sense of community, the shared meals, and the organic way conversations flowed all pointed to the magic of bringing people together without a rigid plan. There was a spontaneity that made these moments special. I started to realize, even at a young age, that the magic of connection often lies in creating space for people to simply be themselves, to come together and be seen. As a child, I remember how I would linger on the fringes, observing how my family members interacted, how laughter bubbled up unexpectedly, and how people found their own ways to bond. It left a lasting impression on me—one that continued to evolve as I grew older.

Volunteering, Joy, and a Call to Facilitate

As I grew older, I started to notice the importance of creating spaces where people felt seen and heard. I began volunteering for young professional groups, joining boards, and even starting a community project called JOYMOB, where we organized spontaneous dance events to spread joy in our community. It dawned on me that I loved the act of bringing people together for shared experiences—experiences that left us all feeling a little less alone, a little more connected.

Volunteering gave me a first-hand understanding of the power of facilitation, even if I didn’t yet have the words for it. I found myself naturally gravitating towards roles where I could help foster connection—whether it was organizing gatherings, creating social events, or leading group activities. I realized that people often needed a nudge, a reason to come together, and that once they did, something truly beautiful happened. It wasn’t about grand gestures or elaborate plans; it was about creating a space where people felt comfortable enough to engage.

During this journey, I stumbled across a YouTube video by Peter Sharp, a facilitator from Australia, who danced on a morning commute train. He danced alone at first, in a suit, with the entire train watching—and eventually, others joined him. Watching him, I felt a wave of nervousness and excitement. I realized that facilitation was about being willing to stand alone at first, to be vulnerable enough to make a fool of yourself so that others might join in. His courage inspired me, and in 2018, I organized my first JOYMOB event—a global dance party in Salt Lake City—and 60 people showed up. It was a moment of pure magic and a realization that facilitating joy and connection was something I wanted to do more of.

I remember the energy of that first event—the way strangers came together, at first shyly, then with growing enthusiasm. There was laughter, music, and an unspoken sense of unity that permeated the air. It was one of those experiences that confirmed what I had always believed: people are craving connection, and sometimes all it takes is someone willing to take the first step. From that day on, I knew that I wanted to keep doing this work—creating spaces where people could drop their inhibitions and simply connect.

Choosing Voltage Control

Fast forward a few years to 2020, and the world had shifted. With in-person events on pause, I was at a loss. I didn’t know how to translate the spontaneity and joy of physical gatherings into a virtual space. It was around that time I discovered Priya Parker’s book, *The Art of Gathering*, and realized that meaningful connection could indeed happen online—I just needed to understand how. Around the same time, a friend of mine, Chris, who had been through Voltage Control’s facilitation program, shared his experience with me. He spoke about the curriculum, the community, and how the program had helped him make a similar transition. It felt like all the signs were pointing me toward Voltage Control. So, I leaned in.

Making the decision to join Voltage Control was not an easy one. I had doubts—could an online program really teach me how to create the kind of magic I had experienced in person? Would I be able to adapt to a new way of doing things? But hearing Chris’s stories about the supportive community and the tangible skills he gained reassured me. He described how the program wasn’t just about learning techniques; it was about understanding yourself as a facilitator, about finding your voice and using it to guide others. That resonated deeply with me, and I knew I had to give it a try.

Experiencing the Voltage Control Certification

The three months I spent with Voltage Control were eye-opening. I remember feeling incredibly vulnerable in those early days. I had so many questions, many of which seemed silly to me. But the cohort created an environment of psychological safety—we were all learning, all supporting each other. One of the most challenging parts of the program was the portfolio work. At first, I struggled to articulate my facilitation style and the shift I wanted to create in my participants. But as the course went on, it clicked. I began to understand that my role was to guide people from a state of disconnection to one of authentic joy and presence.

The highlight, though, was the community—the connections I built with my peers. Some of us shared backgrounds in the arts, and that mutual understanding helped deepen our bonds. I even reconnected with Chris on a whole new level—together, we co-facilitated events and eventually became chapter leaders of a global speaker series. We had the chance to put into practice what we learned, to support one another, and to experiment with new ideas. It was incredibly fulfilling to see our growth as facilitators and as leaders.

The portfolio work that initially felt daunting became a source of immense pride. I learned to articulate my unique facilitation style, to define the shifts I wanted to create, and to understand the emotional journey of my participants. The clarity I gained from this work was transformative—it helped me see my strengths in a new light, and it gave me a framework for continuing to grow and evolve. I began to see facilitation not just as a skill, but as an art—something that requires empathy, courage, and creativity.

New Paths, New Possibilities

Since completing the certification, my work has evolved significantly. I’ve brought the art of joyful connection into corporate spaces, helping teams build authentic relationships with each other through JOYMOB events. I used to be daunted by the prospect of corporate work, but Voltage Control gave me the courage to step into that world with confidence. Today, my client list includes organizations that have invited me back again and again, turning one-off events into ongoing partnerships. The tools I learned—like think-pair-share and Priya Parker’s idea of generous authority—helped me navigate and guide discussions in ways that felt inclusive and empowering.

I’ve also expanded the types of experiences I offer. Beyond traditional team-building, I’ve facilitated sessions on creative problem-solving, empathy-building, and even sessions that use movement and music to unlock new ways of thinking. I’ve seen firsthand how incorporating elements of play and spontaneity can lead to deeper, more authentic connections, even in professional settings. There is something incredibly powerful about seeing people drop their guard, even just for a moment, and engage with one another in a real, human way.

The ripple effects of this work have been remarkable. One client, after attending a team-building session, shared that it was the first time in years they had felt truly connected to their colleagues. Another told me that the exercises we did together helped them approach a long-standing internal conflict with new empathy and understanding. These are the moments that remind me why I do this work—because when people connect, they are capable of incredible things.

Looking Ahead

The TEDx Talk I recently gave was the culmination of all these experiences—a chance to bring together the lessons I’ve learned about creating movements and sparking joy. It was an opportunity to stand on stage and share my story, to talk about the power of vulnerability, and to encourage others to take that first step towards connection. Preparing for the talk was an intense journey in itself—six months of practice, refining my message, and working with coaches to ensure that my words resonated. The experience was transformative, and it solidified my desire to continue speaking and sharing my journey.

In the coming years, I want to do more public speaking, more facilitation for larger groups, and ultimately work with organizations to foster environments where belonging is not just a temporary experience within a workshop, but a constant state of being. My dream is to create communities where joy and connection are woven into the everyday fabric of life—at work, in public, and at home. I want to collaborate with like-minded individuals and organizations who share my vision, who believe that connection and belonging are at the heart of everything we do.

I also hope to mentor others who are just starting their journey into facilitation. I know how daunting it can be to take those first steps, to put yourself out there, and I want to be the person who says, “You can do this.” I want to help others find their voice, to discover their unique style, and to experience the profound joy that comes from facilitating meaningful connection. There is so much potential in the world, so much untapped creativity and empathy, and I believe facilitation is one of the keys to unlocking it.

If I were to leave someone considering the certification with a piece of advice, it would be this: really beautiful things can happen when you trust yourself enough to lean into the stretch zone. For me, the certification was that stretch—a leap into something unknown—and what I found on the other side was community, courage, and a deep sense of belonging. The journey isn’t always easy, but it is always worth it. Lean in, trust yourself, and be open to the magic that unfolds.

The post Belonging Through Facilitation appeared first on Voltage Control.

Reflective practices help us bridge the gap between where we are and where we aspire to be. By creating intentional moments to analyze and appreciate, we form a roadmap for growth that is both insightful and actionable. Whether reflecting on a challenging project, an impactful conversation, or the quieter aspects of life, this practice lays the foundation for meaningful progress. It’s also a way to connect our past experiences with our future aspirations, ensuring that our goals remain anchored in clarity and purpose.

Beyond individual growth, reflection fosters stronger connections with others. When we reflect on shared experiences, we can celebrate collaborative successes and address collective challenges with greater empathy and understanding. This interconnected aspect of reflection not only strengthens relationships but also creates a sense of shared accountability and growth.

Why Reflection Matters

Reflection is often the missing step in the cycle of action and learning. In the rush to complete tasks and move on to the next challenge, we risk losing the insights that only hindsight can offer. When we reflect, we pause to ask ourselves important questions: What contributed to our success? What could we have done differently? By engaging in this process, we make space for growth and continuous improvement. These moments allow us to step off the treadmill of constant action and embrace a mindset of thoughtful evaluation.

Reflection also fosters resilience. By examining setbacks and identifying the lessons they hold, we can approach future challenges with greater confidence and adaptability. It’s not just about looking back; it’s about equipping ourselves to move forward with purpose. Whether you’re leading a team, navigating personal goals, or tackling complex projects, reflection is your tool for learning—and unlearning—to make room for innovation and progress.

Furthermore, reflection nurtures a sense of clarity. It helps us cut through the noise of day-to-day demands, offering a clearer picture of what truly matters. This clarity enables us to make decisions rooted in our values and objectives, ensuring that our actions align with our broader aspirations. When reflection becomes a habit, it also builds a foundation for long-term success, enabling us to adapt and thrive in an ever-changing landscape.

The Balance of Pluses and Deltas

A key aspect of reflection is balancing what worked (“pluses”) with what didn’t (“deltas”). While it can be tempting to focus solely on shortcomings, celebrating successes is equally vital. Recognizing achievements not only builds morale but also highlights practices worth repeating. On the flip side, deltas—or areas for change—are where growth begins. By framing these as opportunities rather than failures, we cultivate a mindset that embraces improvement.

One useful tool for this is “Plus Delta”. For every positive, identify a delta and vice versa. This balanced approach ensures you’re building on strengths while addressing gaps. Remember: growth comes from both. By integrating this framework into team discussions and personal journaling, we create a habit of reflective balance that fuels continuous development.

Additionally, exploring the emotional landscape of these positives and deltas can provide deeper insights. Ask yourself: Why did this success resonate with me? What emotions were tied to this challenge? Understanding these layers adds richness to the reflection process and makes it more impactful. Emotional awareness during reflection often reveals deeper motivations and areas for personal or professional evolution.

Purposeful Reflection

Purposeful reflection goes beyond a laundry list of likes and dislikes. It aligns with goals and values, creating a clear roadmap for future action. Consider prompts like: What aligned with our purpose? What felt misaligned? Why? Purposeful reflection ensures that your insights are tied to meaningful outcomes, making the practice not only insightful but also transformative.

For example, a team might reflect on a recent project and realize that their most successful moments were rooted in clear communication. By identifying this alignment, they can prioritize communication in future initiatives. Purposeful reflection connects the dots between actions and outcomes, making it a powerful tool for strategic growth. This approach also prevents reflection from becoming a superficial exercise—instead, it becomes a driver of meaningful change.

Purposeful reflection encourages curiosity and a willingness to explore. What new opportunities emerged from unexpected challenges? How did our values influence our decisions? By asking these questions, we turn reflection into a dynamic process that enriches both our personal and professional lives. Furthermore, embedding these questions into team workflows enhances collaboration and ensures that every member’s perspective is valued.

The Role of Discomfort in Growth

Growth often begins at the edge of our comfort zones. Reflecting on negatives or exploring conflict can feel uncomfortable, but this discomfort is a catalyst for change. The key is distinguishing between healthy discomfort—the kind that fosters learning—and debilitating discomfort, which can hinder progress.

Creating safe spaces for discomfort is essential. Encourage open dialogue, frame challenges as opportunities, and approach reflection with curiosity rather than judgment. Over time, teams and individuals become more comfortable with the discomfort of growth, building a culture of continuous improvement. This cultural shift makes it easier to approach tough conversations and complex problems with confidence.

Discomfort also pushes us to confront limiting beliefs. Reflecting on why certain situations felt challenging or uncomfortable can reveal valuable insights about our assumptions and habits. By addressing these underlying factors, we open the door to transformative growth and innovation. Discomfort, when embraced, becomes a powerful teacher, revealing pathways we might not have otherwise considered.

Gratitude as a Reflection Tool

Gratitude and growth go hand in hand. By starting reflections with an appreciative lens, we ground ourselves in what’s working. This not only builds momentum but also reframes challenges as stepping stones. For instance, a setback might reveal a new approach or a hidden strength within the team. Gratitude transforms these moments into opportunities for learning and connection.

Incorporate gratitude into reflective practices by acknowledging achievements and expressing appreciation for contributions. Gratitude doesn’t negate the need for change; it complements it, creating a balanced foundation for growth. It also fosters a sense of optimism and possibility, which are critical for maintaining motivation and resilience.

Group reflections can benefit immensely from a focus on gratitude. By starting discussions with acknowledgments of what went well, teams set a positive tone that encourages collaboration and creativity. This practice not only strengthens relationships but also lays the groundwork for constructive problem-solving. Gratitude within teams fosters trust, enabling members to tackle challenges with collective strength.

Building a Cadence for Reflection

Reflection isn’t just for year-end reviews or post-project retrospectives. Integrating it into daily or weekly routines creates a culture of continuous learning. Mini-retros, quick check-ins, and ongoing feedback loops keep reflection alive and actionable. These regular practices prevent small issues from snowballing into larger problems and ensure that insights are implemented promptly.

For example, close each meeting with three questions: What worked? What didn’t? What’s next? These small but consistent practices build the muscle for larger reflective moments and ensure that learning happens in real-time. Over time, these habits foster a mindset of constant improvement and adaptability.

Reflection can also be woven into personal routines. Whether it’s a nightly journaling practice or a weekly walk to process the week’s events, creating space for reflection allows insights to surface naturally. These moments of pause become anchors that keep us grounded amid the busyness of life. Additionally, encouraging team members to share their reflections fosters accountability and enriches group discussions.

Personal and Team Practices for Reflection

Reflection thrives at the intersection of individual and collective practices. Journaling, feedback circles, and trusted colleague check-ins are powerful tools. Self-reflection allows us to process our experiences, while group reflection provides diverse perspectives and shared insights. Together, these practices create a holistic approach to growth.

Stillness also plays a crucial role. Stepping away from the noise—through a walk, a quiet moment, or even writing—creates space for deeper insights. By slowing down, we open ourselves to new ideas and connections. This stillness isn’t about inactivity; it’s about creating the conditions for thoughtful engagement and discovery.

Group practices can be enhanced by incorporating rituals. For instance, teams might begin meetings with a moment of silence to center themselves or close discussions with a round of appreciation. These simple gestures foster connection and set the stage for meaningful reflection. Rituals create a sense of rhythm and continuity, making reflection a natural part of team dynamics.

Reflection as a Catalyst for New Beginnings

Reflection isn’t just about looking back; it’s about moving forward with intention. As you reflect on the past year, consider what lessons you’ll carry into 2025. What new practices will you adopt? What old habits will you leave behind?

Reflection is a gift we give ourselves and our teams. It’s a practice that transforms experiences into growth and challenges into opportunities. By creating space for reflection, we not only honor the journey we’ve been on but also set the stage for the journey ahead. Join us in exploring reflective practices in our community and take the first step toward your next breakthrough. Share your reflections and insights with us—we’d love to hear your story.

The post The Importance of Reflection for Growth appeared first on Voltage Control.

Table of contents

• Leveraging Global Talent in Virtual and Hybrid Sessions
• Strategies for Maintaining Energy and Engagement in Virtual Meetings
• Managing Energy and Engagement in Virtual Environments
• Overcoming Challenges in Hybrid Facilitation
• Preparing Teams for New Tools in Virtual or Hybrid Settings
• Conclusion
• FAQ

The landscape of work has undergone a dramatic transformation in recent years, with virtual and hybrid environments becoming the new norm for many organizations. As a result, leaders and facilitators are now tasked with the challenge of not only adapting to these new settings but also leveraging them to their fullest potential. The opportunities for global collaboration have never been greater, yet with these opportunities come unique challenges. How can we ensure that our virtual and hybrid sessions are as engaging, productive, and inclusive as possible? How do we maintain energy and focus, foster active participation, and effectively introduce new tools to our teams?

This blog explores these questions, offering strategies and insights to help you maximize the effectiveness of your virtual and hybrid sessions. From leveraging global talent to managing energy and engagement, addressing the challenges of hybrid facilitation, and preparing teams for new tools, this guide provides a comprehensive approach to thriving in today’s digitally connected world.

Leveraging Global Talent in Virtual and Hybrid Sessions

One of the most significant advantages of online and hybrid facilitation is the ability to tap into global talent pools. No longer constrained by geography, teams from different parts of the world can come together to collaborate, bringing diverse perspectives and expertise to the table. However, making the most of this opportunity requires intentional planning and design.

The first step in leveraging global talent effectively is to establish a clear purpose for your session. Whether your session is fully virtual or hybrid, the design should be intentional, with a focus on creating a seamless experience for all participants. This involves selecting the right tools, such as Zoom for video conferencing, Miro or Mural for collaborative workspaces, and ensuring that adequate bandwidth is available to support these platforms. These tools are invaluable for creating a shared space where ideas can converge and collaboration can flourish, regardless of participants’ physical locations.

Well-planned virtual and hybrid sessions can turn the challenges of distance into opportunities for innovation. By focusing on creating impactful experiences that harness the full potential of global talent, you can foster a more inclusive and dynamic work environment that drives better outcomes for your team and organization.

Strategies for Maintaining Energy and Engagement in Virtual Meetings

Keeping participants engaged during virtual meetings is a common challenge, yet it is critical for achieving successful outcomes. Virtual environments lack the physical presence and energy of in-person meetings, making it easier for participants to become disengaged or fatigued. However, with the right strategies, it’s possible to maintain high levels of energy and engagement throughout your sessions.

One effective approach is to design your agenda with a mix of activities that cater to different interaction levels. This might include solo tasks, small group discussions, and whole-group collaborations, ensuring that the session remains dynamic and interactive. Variety is key to preventing fatigue and keeping participants focused.

In addition to varied activities, frequent breaks are essential. Virtual settings can lead to screen fatigue quickly, so it’s important to encourage participants to step away from their screens regularly. Implementing a well-timed break every 60 to 90 minutes, depending on the intensity of the activities, can significantly boost participants’ focus and productivity when they return. By thoughtfully designing your virtual sessions with a balance of activities and breaks, you can keep your team energized and engaged, leading to more effective and productive outcomes.

Managing Energy and Engagement in Virtual Environments

The dynamics of managing energy and engagement in a virtual environment differ significantly from in-person facilitation. In a physical room, you can easily read body language and gauge the atmosphere, but these cues are subtler in an online setting. As a facilitator, it’s crucial to be attuned to the signals coming through the camera, chat, and collaborative tools.

Interactive tools like Miro, Mural, and Mentimeter are particularly useful in maintaining engagement during virtual sessions. These platforms enable participants to actively contribute, helping to recreate the collaborative experience of a physical space. For instance, Miro and Mural offer digital whiteboards where participants can share ideas in real-time, while Mentimeter allows for live polling and feedback, adding an interactive layer to the session.

Another important aspect of managing virtual sessions is mastering the art of pausing. Silence in a virtual setting can feel more pronounced than in person, but it can be a powerful tool if used effectively. Pausing allows participants time to think, reflect, and respond, which can lead to deeper engagement and more thoughtful contributions. By being mindful of these dynamics, you can create a virtual environment that feels just as vibrant and engaging as any in-person meeting, ensuring that your sessions are both productive and enjoyable.

Overcoming Challenges in Hybrid Facilitation

Hybrid facilitation, which combines in-person and remote participants, presents a unique set of challenges. Ensuring equal participation and engagement for both groups can be difficult, but with careful planning and thoughtful design, these challenges can be overcome.

One of the key considerations in hybrid facilitation is how you distribute participants across physical and virtual spaces. For example, when you have a mix of in-person and remote attendees, it’s important to use tools like breakout rooms effectively to ensure that everyone is engaged and contributing equally. This might involve pairing remote participants with in-person teams in breakout sessions or creating mixed groups that encourage interaction between the two.

Technical challenges, such as managing video switches during transitions between virtual and in-person speakers, can also add complexity to hybrid sessions. Planning for these transitions in advance is crucial to maintaining the flow of the session. This might include rehearsing the technical aspects of the session beforehand, ensuring that all participants are familiar with the tools being used, and having a contingency plan in case of technical difficulties.

By being thoughtful about these aspects, you can create a seamless hybrid experience that fosters equal participation and keeps everyone connected, regardless of where they are. This approach not only enhances the effectiveness of your sessions but also helps build a stronger, more cohesive team.

Preparing Teams for New Tools in Virtual or Hybrid Settings

Introducing new tools in a virtual or hybrid setting can be daunting for participants, especially if they are unfamiliar with the technology. To ensure a smooth and productive session, it’s important to prepare your teams in advance, giving them the confidence to use these tools effectively.

One of the best ways to prepare your teams is by offering a brief tutorial or practice session before the main event. This allows participants to familiarize themselves with the interface and functionalities of the tools, reducing anxiety and ensuring that everyone is on the same page when the session begins. Whether you’re using platforms like Miro, Mural, or any other digital tool, this preparatory step can significantly impact the success of your session.

In addition to tutorials, providing clear, accessible instructions and resources can help participants feel more comfortable with new tools. This might include creating a simple guide or video walkthrough that participants can refer to before and during the session. When everyone feels confident using the tools, they can focus on the content and collaboration rather than getting bogged down by technical difficulties. By prioritizing this preparatory step, you set the stage for a more productive and engaging virtual or hybrid experience.

Conclusion

As we continue to navigate the evolving landscape of work, mastering the art of virtual and hybrid facilitation is more important than ever. By leveraging global talent, maintaining energy and engagement, overcoming the challenges of hybrid facilitation, and preparing teams for new tools, leaders and facilitators can create powerful, inclusive, and productive sessions that bring out the best in their teams.

The key to success in these environments lies in intentionality and preparation. By approaching each session with a clear purpose, thoughtfully designing the agenda, and ensuring that participants are well-prepared and equipped with the right tools, you can transform virtual and hybrid challenges into opportunities for growth and innovation. As we embrace this new way of working, the potential for global collaboration and connection is limitless, and with the right strategies, you can harness this potential to drive your organization forward.

FAQ

Q: How can I effectively engage global talent in virtual sessions?
To engage global talent effectively, start by designing your session with a clear purpose and choosing the right tools to support seamless collaboration. Platforms like Zoom, Miro, and Mural can create shared spaces that allow for active participation and idea exchange, regardless of participants’ locations.

Q: What are some strategies for keeping virtual meetings engaging?
To keep virtual meetings engaging, mix different types of activities—solo tasks, small group discussions, and whole-group collaborations—and incorporate regular breaks to combat screen fatigue. This variety helps maintain energy and focus throughout the session.

Q: How can I overcome challenges in hybrid facilitation?
Overcoming hybrid facilitation challenges requires careful planning. Ensure equal participation by effectively using breakout rooms and managing transitions between virtual and in-person speakers. Practice the technical aspects beforehand and have a backup plan for potential issues.

Q: How do I prepare my team for new tools in a virtual or hybrid setting?
Prepare your team by offering tutorials or practice sessions before the main event. Provide clear instructions and resources to help participants familiarize themselves with the tools, ensuring they feel confident and ready to engage during the session.

Q: What is the best way to manage energy in virtual environments?
Managing energy in virtual environments involves being attuned to subtle cues, using interactive tools like Miro or Mentimeter, and mastering the use of pauses to give participants time to reflect and contribute meaningfully to the session.

The post Maximizing Global Collaboration in Virtual and Hybrid Settings appeared first on Voltage Control.

I was first introduced to facilitation back in 2016, right after I finished grad school. I had just landed a job as an associate program manager for an anti-bias education program—a position I wasn’t entirely sure I was prepared for, but I was eager to learn. At that time, I had mostly seen traditional presentation styles of learning, where the leader was the one speaking, and everyone else was there to listen. It was effective, sure, but it often felt disconnected. I noticed people weren’t really bringing their own voices into the room, and as a result, they weren’t fully engaged.

The facilitation model I encountered was unlike anything I had experienced before. Our programs weren’t about presenting or training; they were about guiding participants through shared activities, letting them use their own experiences to discover insights. As soon as I began co-facilitating those sessions, I saw the power of shifting the dynamic from the leader as the sole source of knowledge to the leader as someone creating space for others to explore and connect. It was eye-opening. Participants weren’t just learning; they were engaging deeply, reflecting on their own identities, and shaping their own understanding in a way that felt meaningful.

That work, especially in the context of anti-bias education, was both challenging and rewarding. I witnessed firsthand how much more powerful difficult conversations could be when people felt safe to share. Facilitation allowed me to invite people into a conversation rather than deliver information to them, and that made all the difference—not just for them, but for me as well. I found myself growing more confident not only in leading discussions but in holding the tension that came with difficult topics. I realized that the magic of facilitation lay in giving people the tools to express themselves, in their own way, on topics that mattered.

Two years into the role, I was promoted to our national education team, and that’s when facilitation became a real cornerstone of my work. I had the opportunity to take what I had learned and adapt it internally, whether in team meetings, program strategy sessions, or even planning our learning and development initiatives. I began to experiment—bringing facilitative tools into meetings to make them more collaborative, and even using facilitation techniques for strategic program planning. I was no longer just deploying programs; I was working with others to rethink and redesign how we approached our work. And that’s when it hit me: facilitation wasn’t just a way to teach. It was a way to create spaces that were inclusive, dynamic, and transformative.

Exploring the World of Facilitation

By late 2022, I had begun to realize that facilitation could be a tool for more than just delivering our programs. I started to get curious about what else was out there—other approaches, other techniques, other facilitators. I started digging into the world of facilitation more broadly, and I quickly realized that there was so much more to learn. I read articles, attended webinars, and even tried a few online courses. What I found was both exciting and a little daunting: facilitation wasn’t just one thing; it was a broad, evolving field with countless methodologies, styles, and tools.

One thing that stood out to me was how facilitation seemed to be thriving in fields like product design and agile project management. There were entire communities dedicated to applying facilitation techniques to help teams solve complex problems, innovate, and collaborate better. I remember feeling a mix of inspiration and intimidation—these were areas I had no background in, yet the principles of facilitation felt familiar. It was exhilarating to see how adaptable facilitation could be, and it made me wonder how I could bring these diverse techniques into my own work.

Around that time, I also started connecting with other facilitators. I joined online forums and participated in virtual meetups, which gave me a sense of community that I didn’t realize I needed. These spaces were full of people who, like me, were passionate about creating inclusive environments and helping others succeed. The more I learned, the more I wanted to learn. I was hooked—not just on the idea of facilitation, but on the potential it held for transforming the way we work together, across any field or industry.

Choosing Voltage Control

My exploration eventually led me to Voltage Control. I stumbled upon one of their info sessions, and something just clicked. Here was an organization that wasn’t about prescribing a single method or approach—it was about helping facilitators find their own way, using the tools and techniques that best fit their style and context. It was the first time I found a program that emphasized facilitation as a personal journey, not just a set of skills to master.

I attended an info session, and then another. I met Erik and immediately felt that Voltage Control had something different to offer—something that was more human-centered, more adaptable, and ultimately more meaningful to me. The focus wasn’t just on learning facilitation techniques, but on understanding yourself as a facilitator and developing your own authentic style. That’s when I knew this was the right step for me. I signed up for their certification program, ready to take my facilitation journey to the next level.

Finding My Facilitation Identity

Voltage Control’s certification program was transformative. It was structured, but flexible enough that I could explore my own facilitation style. Each session was both a learning experience and a chance for reflection. One of the most impactful parts of the program was the portfolio I created—artifacts that showcased my facilitation journey, both past and future. Looking back at the early artifacts and then seeing the ones I created toward the end, I could literally see my growth. The exercises weren’t just about mastering new techniques; they were about figuring out who I was as a facilitator.

Another major highlight was the community I became part of. My cohort was filled with people from all sorts of backgrounds, each bringing their unique perspective to the table. We learned from each other, supported each other, and grew together. The feedback I received during practice sessions was invaluable—it helped me understand my strengths and the areas where I could push myself further. And Erik, our facilitator, modeled what true curiosity looks like in practice. He showed us how to stay open, ask the right questions, and trust the group to find its way.

The program also helped me expand my toolkit. I learned new techniques for managing group dynamics, handling conflict, and creating inclusive spaces. I remember one session in particular where we explored different ways of responding to difficult moments—using silence, redirecting questions, and inviting others in the group to share their thoughts. These weren’t just abstract concepts; they were practical skills I could immediately apply in my work.

Transforming My Work

After completing the certification, I started to see my role in a new light. Facilitation wasn’t just a part of my job—it was the lens through which I approached everything. I began using facilitation techniques not only in our anti-bias education programs but in team meetings, cross-departmental projects, and even in one-on-one conversations. My confidence as a facilitator grew, and so did my impact. I found that people were more engaged, more willing to share, and more invested in the outcomes when they felt they had a voice.

One of the biggest changes was how I approached strategic initiatives. I began facilitating discovery sessions for different departments, helping them align on goals and collaborate more effectively. I was asked to consult on projects that were outside my typical scope—helping other teams redesign their programs, plan for the future, and solve complex challenges. The skills I developed through the certification gave me the confidence to step into these roles and trust that I could add value, even if the subject matter was new to me.

The most rewarding part has been seeing how these facilitative approaches have shifted our organizational culture. Meetings that used to be a slog are now more dynamic. Teams that used to struggle with alignment are now collaborating more smoothly. And I’ve received feedback from colleagues who say that they feel more included, more heard, and more motivated. Facilitation has transformed not just my career, but also my relationship to my work and my colleagues.

What’s Next?

Looking ahead, I’m excited to keep expanding my facilitation practice. I want to take on more consulting projects, working with teams and organizations that are facing tough challenges and need help figuring out how to move forward. I also want to continue teaching facilitation—helping others discover the power of this approach, just like I did. Whether it’s through workshops, coaching, or one-on-one mentorship, I see myself as someone who helps others unlock their potential by creating spaces where they can show up fully and contribute meaningfully. Facilitation has given me a sense of purpose, and I can’t wait to see where it takes me next.

To anyone considering taking the leap into facilitation, I’d say this: be ready for a journey that is as personal as it is professional. It’s not just about learning tools and techniques—it’s about discovering who you are as a leader, how you show up for others, and how you can create environments where people thrive. It’s challenging, but it’s also deeply rewarding. And if you’re ready to explore what’s possible, Voltage Control is an incredible place to start.

The post From Grad School to a Facilitative Leader appeared first on Voltage Control.