It was the late ’90s, and I found myself sitting in a room at Carlson Wagonlit Travel, watching my colleague Juliann Wiese work her magic. I had always considered myself a pretty effective trainer, but what Juliann was doing was something entirely different. While I was used to sharing my experiences and teaching others through technical training, Juliann seemed to pull the best out of everyone in the room. She didn’t just tell them what to do—she invited them to share, collaborate, and contribute in a way that was engaging and respectful of their collective knowledge. She created an environment where everyone felt heard, where the group’s wisdom took center stage, and it was a revelation to me.

It was like she held a key I didn’t even know I was searching for. Watching Juliann that day planted a seed in my mind. It showed me a new approach that wasn’t about being the one with all the answers, but about facilitating something greater: a shared exploration of ideas. It wasn’t just about imparting information; it was about fostering connection, creating opportunities for learning to emerge naturally from the group itself. And as someone with a background in psychology, particularly in industrial-organizational psychology, it began to dawn on me that facilitation could be the key to helping organizations truly thrive. I started to understand that the role of a facilitator wasn’t to be a teacher in the traditional sense, but a catalyst for insight and growth.

Over the years, Juliann became a role model for me. I worked alongside her, trying to learn her methods—though at the time, I didn’t even have a word for what I was seeing. I just knew I liked how it made people feel valued and engaged. It was a way of leading that allowed others to shine, and I couldn’t get enough of it. I realized that facilitation was about empowering people, about giving them the space to contribute their best ideas and make meaningful connections. It was more than just leading a session; it was creating an atmosphere where magic could happen.

Curiosity Opened New Doors

After Carlson Wagonlit, I moved into a leadership role at Arizona Public Service. My team was responsible for training call center employees to deal with everything from billing issues to safety concerns. This time, I wasn’t just training—I was leading. And the shift in perspective was profound. I realized that I could no longer know everything my team did. I couldn’t tell them exactly how to do their jobs; I had to help them succeed in a different way. I had to trust their expertise and guide them to find their own solutions, which required an entirely new mindset.

Facilitation became more and more important as I stepped away from technical training and moved into leadership. I wasn’t just teaching skills anymore; I was helping people thrive. I found myself putting more emphasis on community and partnership—not just as words, but as the foundation for everything we did. It was an evolving practice for me, learning how to help others bring their best, and a reminder that sometimes leadership is about stepping back and letting the team step forward. I learned that facilitation could be a powerful tool for leadership, allowing people to feel seen, heard, and capable of achieving great things together.

When I moved on to a role at Choice Hotels, I dove into organizational development. I was also working on my PhD at the time and my work, education and experience combined to support the people in the organization in unqiue ways. My work focused on talent reviews, succession planning, and performance systems—all areas that required an entirely different level of facilitation. I brought in ideas from change management programs I had studied, including Prosci, but I often felt like I was fumbling my way through, LEGOing together pieces of different approaches that seemed to fit. It was a learning journey, and I loved every minute of it. Each new project was an opportunity to experiment, to test different facilitation techniques, and to see what resonated most with people. The more I learned, the more I realized that facilitation wasn’t just a skill—it was an art, and it was one that I was committed to mastering. At the same time I incorporated the skills of professional and executive coaching. I completed my professional coaching credential (PCC) with 500 hours of coaching experience I was certified by the International Coaching Federation (ICF). The impact of learning the skills of coaching had a profound effect on me. Particularly in how I faciliate; the skills of listening and asking powerful questions apply seamlessly to facilitation.

Finding Voltage Control

I heard about Voltage Control through Change Enthusiasm Global (CEG). A colleague of mine noticed a post for a instructional designer role and while that isn’t what I’m focused on, I really saw something in the team and what they were doing really spoke to me.They offer the connection to emotions, which is the missing link for most change management programs.  In a perfect turn of fate, they ended up bring me on as an advisor instead of offering me the ID role. The first order of business was to build out and launch there flagship workshop offering and they had hired Voltage Control to facilitate that process using their Workshop Design methodology. 

I had been through many training programs, learned a lot from watching other facilitators, and even delivered some pretty good sessions myself—but  I knew there was more to it. I was always looking for the science behind the art of facilitation, and watching Erik and Douglas work was a shining example of that. I immediately knew that their training offered real potential. It was a chance to take everything I had learned so far and add a level of depth and rigor that I felt was missing.

As part of CEG’s partnership with Voltage Control, the require their facilitators to complete Voltage Control’s Facilitation Certification. While it was framed to me as a requirement for my role with CEG, it was more than that—it was a chance to learn what made the facilitators at Voltage Control so effective. I wanted to see behind the curtain and understand the techniques they used, the theories they applied, and how they structured these experiences. I wanted to take what I had been LEGOing together and finally make it into something more cohesive. I was eager to learn how to create sessions that were not only effective but also transformative, sessions that people would remember and talk about long after they were over.

The Journey to Certification

The Certification experience was more than I had hoped for. One of the biggest highlights for me was working with Mural. It was my first time using the platform, and it opened up a whole new way of engaging people in virtual sessions. Suddenly, virtual facilitation wasn’t just a necessity; it was an opportunity to bring people together in ways I hadn’t thought possible before. I learned how to leverage visual collaboration tools to make sessions dynamic and interactive, and it completely transformed the way I approached online meetings.

The structure of the program also stood out to me. There was something about having a final portfolio project that really pushed me. It wasn’t just about learning; it was about showing what I had learned, about putting something out into the world that was uniquely mine. For me, that turned into a redesign of my website, using facilitation principles to show the kind of work I do and the kind I aspire to do. It was a powerful exercise in defining my identity as a facilitator, and it made me think deeply about my goals and the impact I wanted to have.

Another highlight was the community. There were so many diverse, talented people in my cohort, and it was inspiring to see how they approached facilitation—their creativity, their unique perspectives, and their willingness to share and learn from one another. It was truly a community of practice. We weren’t just learning from the instructors; we were learning from each other, and that collective learning was incredibly powerful. I formed connections that have lasted well beyond the program, and I continue to be inspired by the work my peers are doing.

Transforming My Work

Since completing the certification, facilitation has become an even bigger part of my work. I use Mural in almost every virtual session I run now—it keeps people engaged and connected, even when we’re not in the same room. I’ve also leaned heavily on the resources we were given during the program. Whenever I need a new activity or an icebreaker, I go back to the books and materials from Voltage Control. It’s like having a toolkit that’s always there when I need it. I feel more prepared, more creative, and more willing to try new things.

More than anything, though, the program gave me confidence. Confidence that I knew what I was doing, that I could create the right environment for people to succeed, and that I had a community behind me. That confidence has transformed the way I approach my work. I’m not just facilitating meetings; I’m creating spaces where people can truly connect and make progress. I’ve seen firsthand how the right facilitation can lead to breakthroughs, to moments of insight that change the direction of a project or even an entire team’s dynamic. It’s incredibly rewarding, and it reminds me why I fell in love with facilitation in the first place.

Looking to the Future

Looking ahead, I want to keep building on what I’ve learned. I’d love to write a book—maybe a few—about leadership and facilitation. I want to share the lessons I’ve learned, the stories of transformation I’ve witnessed, and the power of facilitation to make real change. I’m also passionate about mentoring others who are just starting out, whether they’re looking to become facilitators or just want to make a bigger impact within their organizations. For me, facilitation is about helping teams thrive, and I want to continue doing that, whether it’s through direct work, writing, or community involvement.

If there’s one thing I know for sure, it’s that the work we do as facilitators matters. It helps people communicate better, work more effectively, and ultimately thrive in their environments. I want to keep being a part of that. The more I facilitate, the more I see the potential for facilitation to transform not just meetings, but entire organizations. It’s about building cultures where collaboration is the norm, where people feel empowered to contribute, and where innovation can flourish.

To anyone considering the certification: Don’t freak out about the portfolio. Lean into it. Use it as a chance to grow, to think about who you are as a facilitator, and who you want to be. The process isn’t just about getting certified—it’s about evolving, and figuring out what facilitation means to you. The more you lean in, the more you’ll get out of it. And trust me, it’s worth it.

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Facilitation has never been more essential to modern leadership. In a world increasingly defined by complexity and rapid change, the ability to gather people, guide conversations, and foster productive collaboration is a critical skill. Whether it’s creating alignment within teams, tackling complex challenges, or transforming organizational cultures, skilled facilitation helps drive successful outcomes. That’s why facilitation training courses are no longer a “nice to have”—they are a cornerstone for leadership excellence.

In this guide, we’ll dive deep into the world of facilitation training, the essential skills that facilitators need, and how Voltage Control’s innovative programs support facilitators at every step of their journey.

What is Facilitation Training?

Facilitation training is all about helping individuals develop the skills needed to effectively guide a group through conversations, decision-making processes, and collaborations. It’s not just about standing in front of a room and presenting; facilitation training helps people learn to drive productive meetings, create interactive exercises, and lead meaningful conversations that steer towards impactful solutions.

Voltage Control offers a diverse range of facilitation training courses, from a comprehensive three-month certification program to shorter, specialized video electives. These offerings help participants master the fundamentals of facilitation, lead effective collaboration, and develop practical skills that are essential for today’s leaders.

Why Take Facilitation Training?

Facilitation training is an investment in becoming an effective leader. It provides the tools to:

• Lead more productive meetings.
• Address difficult conversations confidently.
• Foster consensus-building within teams.
• Ensure that everyone’s voice is heard and valued.
• Transform traditional meetings into interactive, engaging workshops.

Voltage Control’s approach includes virtual sessions, regional meetups, and immersive, hands-on practice—ensuring that you not only learn facilitation techniques but also develop the confidence to use them in a wide variety of settings.

Understanding the Role of a Facilitator

A facilitator’s role is multi-faceted. More than just a meeting host, an effective facilitator is a leader, a guide, and an active listener. Their purpose is to create environments where everyone feels comfortable contributing, ensuring that the group collectively reaches a shared objective. Whether managing tricky group dynamics, fostering consensus, or addressing power imbalances, experienced facilitators make these processes smoother and more effective.

Facilitation isn’t confined to just meetings—it’s a critical competency for team leaders, project managers, and Chiefs of Staff alike. By taking facilitation courses, leaders can develop key attributes that allow them to foster effective collaboration, navigate difficult conversations, and lead productive sessions.

Shifting from Content to Group Process

One of the key transitions that many new facilitators need to make is shifting their mindset from a focus on content delivery to a focus on group process. Traditional meetings often emphasize delivering information, but facilitation is about creating an environment where everyone is engaged, heard, and involved in the direction of the discussion. This is where the real power of facilitation lies—empowering the group to co-create solutions, make meaningful connections, and take ownership of outcomes.

The facilitation training at Voltage Control emphasizes this fundamental shift. Instead of seeing yourself as the person who provides all the answers, you become the catalyst for productive dialogue, ensuring the group can reach a shared understanding and make collective decisions. Our training courses teach facilitators to design experiences that prioritize group interaction over individual knowledge transfer, creating an inclusive environment where every participant can contribute to shaping the outcome.

Facilitation is more about guiding group dynamics and ensuring effective collaboration, rather than focusing solely on delivering prepared content. This subtle but powerful shift helps facilitators lead sessions that are much more impactful and sustainable because they unlock the collective intelligence of the group. By focusing on group process, facilitators move beyond being presenters and become true facilitators of change.

The Key Qualities of a Facilitator

Effective facilitators possess several essential qualities that enable them to guide groups through conversations and workshops effectively:

1. Purposed: They help the group clarify and understand the purpose of the session, ensuring that discussions are productive and align with the overall goals.
2. Inclusive: They foster an environment where every voice can be heard. Inclusiveness encourages diverse perspectives, which ultimately leads to better outcomes.
3. Clear: Facilitators maintain clarity throughout, from the objectives of the meeting to individual exercises, ensuring everyone knows what is expected and can contribute meaningfully.
4. Crafted Experiences: Good facilitators design thoughtful, well-structured activities and discussions, balancing structure with open-ended exploration.
5. Adaptive: They remain flexible, capable of reading the group’s needs and shifting focus when necessary to support productive progress.

Voltage Control’s Facilitation Certification Program is grounded in cultivating these five qualities, setting participants up to lead meetings and workshops that are purposeful, inclusive, clear, crafted, and adaptive.

The Core Skills of Facilitators

A successful facilitator has a variety of skills to effectively guide a group:

• Deep Listening: Understanding both what is said and what remains unsaid, to draw out valuable contributions.
• Consensus Building: Bringing diverse perspectives into alignment through structured dialogue and activities.
• Transformative Conversations: Guiding groups through deep, often difficult conversations to create real change.
• Constructive Feedback: Providing, encouraging, and receiving feedback to enhance outcomes.
• Creating Engagement: Employing practical tools and interactive exercises that help foster participation and connection.

Voltage Control combines online tools, video lessons, and experiential learning to ensure participants can master these foundational skills, bridging theory with practical application.

Types of Facilitation Training Courses

There are a variety of facilitation training options available, each catering to different needs and schedules:

• Full Certification Programs: Our flagship three-month certification program includes foundational skills, advanced techniques, and plenty of practice opportunities with ongoing coaching and support.
• Specialized Video Electives: Choose from a series of 3-6 hour video courses to supplement your training. These are designed to align with your style, job, and specific industry needs.
• Interactive Workshops & Meetup: Whether virtual or in-person, our workshops focus on practice, building skills through real-time feedback and application.
• Community of Practice: Our online community platofrm provides a space where facilitators around the globe come together to share experiences, learn from one another, and continuously improve their skills through regular collaboration and feedback.

How to Choose the Right Facilitation Training

When choosing a facilitation training course, consider your current skill level, the time commitment you’re ready to make, and the outcomes you’re hoping to achieve. Here are a few guidelines to help:

• Skill Level: If you’re new to facilitation, an introductory facilitation course covering the fundamentals may be a great starting point. Experienced facilitators might benefit from master-level training to develop advanced, hands-on skills.
• Learning Preferences: Some people thrive in online, completely self-paced training programs, while others prefer interactive workshops with peer feedback and in-person coaching.
• Flexibility Needs: Our hybrid approach, with both online and in-person sessions, accommodates diverse schedules and learning preferences—allowing you to learn at your own pace or engage in live, immersive experiences.

Practical Tools for Facilitators

Facilitators need practical tools to navigate diverse group settings effectively. At Voltage Control, we incorporate a mix of traditional techniques and digital facilitation skills to enhance every session. Here are some tools and techniques we emphasize:

• Facilitation activities: A large tool kit of activities and methods that foster inclusive engagement and creativity. Including but limited to: Design Thinking, Liberating Structures, GameStorming, Think Wrong, MG Taylor, Learning Experience Design, Futures, Strategic Forsight, Retrospectives, Lean Six Sigma, Agile, and Scrum.
• Digital Tools for Virtual Sessions: Online tools that help facilitators bridge the gap between in-person and virtual meetings, such as interactive polling and collaborative whiteboarding.
• Hands-On Exercises: Real-time practice that simulates real-world scenarios, allowing facilitators to refine their techniques and adapt to group dynamics.

Digital Tools to Enhance Virtual Sessions

Virtual meetings present unique challenges, but with the right tools, they can be just as impactful as in-person workshops. Voltage Control’s facilitation training incorporates digital facilitation tools like collaborative boards, polling software, and other online platforms to help create interactive, engaging experiences.

Our electives and practice sessions ensure facilitators have opportunities to use these tools in a supportive environment, developing digital skills that translate to effective meetings online.

Unlock Your Facilitation Potential

Facilitation is an art that requires continuous practice, refinement, and learning. Voltage Control’s approach combines foundational skills with advanced methods, immersive practice, and access to a supportive community of facilitators. With online courses, in-person practice, video electives, and peer feedback, you can shape your facilitation style in a way that transcends tools and gimmicks—creating a resilient, adaptive, and masterful approach.

Explore our Facilitation Certification and join a vibrant community where practice meets purpose. Develop the skills, confidence, and techniques to drive effective collaboration and lead transformative conversations in your organization.

FAQs

What is the duration of Voltage Control’s facilitation training courses?
Voltage Control offers a diverse range of facilitation training courses to accommodate different schedules and learning goals. Options include short 1.5-hour video courses, a 6-week online facilitation course with weekly coaching calls, and extended multi-week programs for advanced facilitation mastery. Each course provides a mix of theoretical introduction and hands-on exercises, allowing participants to choose the time commitment that fits their needs while gaining practical skills and critical facilitation techniques.

What facilitation skills can I expect to learn in these courses?
Voltage Control’s programs help participants develop a comprehensive facilitator skillset. Skills covered include consensus building, managing difficult conversations, deep listening, and leading interactive meetings. Programs emphasize mastering a range of facilitation techniques, from fundamentals like the basics of facilitation to advanced methods such as Liberating Structures and the art of workshop design. Participants also gain hands-on experience in facilitating transformative conversations and effective group collaboration.

Who can benefit from Voltage Control’s Facilitator Certification Program?
Voltage Control’s Facilitator Certification Program is tailored for professionals across various roles, including product innovators, team leaders, project managers, consultants, and executives. It is especially valuable for individuals aiming to integrate facilitation into leadership, develop key facilitation skills, or enhance their ability to lead engaging workshops. The program also supports chiefs of staff and educators interested in driving effective meetings and creating a culture of innovation within their organizations.

What does Voltage Control’s flagship facilitation training course include?
The flagship facilitation training course provides a robust mix of theoretical and practical components, making it suitable for participants seeking a deep dive into facilitation. The course covers the fundamentals of workshop facilitation, practical techniques for structuring successful workshops, and advanced facilitation methods for managing dynamic group sessions. Experiential learning is at the core of the course, with engaging workshops, interactive exercises, and hands-on activities that build practical skills. Participants are also introduced to strategic direction, effective collaboration techniques, and actionable strategies for leading high-performing teams.

How does Voltage Control integrate online tools and resources into their training?
Voltage Control’s training programs leverage a range of online tools to support flexible and effective learning. These include collaboration superpowers, design tools, and interactive video masterclasses with demand video lessons. The courses are designed to fit into busy schedules, offering access to an online learning platform with practical exercises, additional learning resources, and exercise files for independent study. This digital facilitation approach ensures participants can enhance their skills through immersive, hands-on learning experiences while using workplace tools for effective collaboration.

What types of facilitation techniques are covered in the programs?
Voltage Control’s programs cover a variety of facilitation techniques to prepare participants for diverse scenarios. These include foundational skills such as facilitation basics and the fundamentals of facilitation, as well as advanced techniques like Liberating Structures and the art of workshop design. Participants also learn to structure workshops effectively, lead ideation sessions, and facilitate dynamic group sessions that foster innovation and engagement. Whether tackling business challenges or leading strategic planning workshops, participants gain a wealth of tools for effective workshop activities.

What makes Voltage Control’s approach to facilitation training unique?
Voltage Control takes a hybrid approach to facilitation training, combining online sessions, virtual workshops, and in-person training to provide a flexible and personalized experience. The programs emphasize experiential learning, allowing participants to practice facilitation skills in vibrant learning spaces and risk-taking environments. By incorporating human-centered design principles and innovative workshop methods, Voltage Control creates engaging workshops that enable participants to lead impactful meetings and foster meaningful conversations. Participants benefit from a mix of theoretical introduction, hands-on activities, and ongoing coaching to ensure mastery of facilitation.

Can I earn facilitation certificates through Voltage Control’s academy?
Yes, Voltage Control offers facilitation certificates for participants who successfully complete their training programs, including the Facilitator Certification Program and the Human-Centered Design Facilitator Program. These certifications validate expertise in facilitation techniques, effective collaboration strategies, and workshop methods. Certification holders join an exclusive facilitator community and gain access to alumni events, additional learning resources, and ongoing support to further enhance their skills and career opportunities.

Why Choose Voltage Control?
Voltage Control’s Change Facilitation Academy stands out as a capacity-building organization that empowers professionals to become expert facilitators. With programs rooted in experiential learning and a focus on innovation, the academy equips participants with practical tools and actionable strategies for navigating complex business challenges, leading meaningful conversations, and fostering a culture of effective collaboration in any organization. Whether you are a project manager, team leader, or chief of staff, Voltage Control’s facilitation training will help you master the art of facilitation and become a driving force for transformative change.

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Introduction: Setting the Tone for the Holidays

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

Set the Intention Before the Gathering

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

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

Break Out of Routines: Establish New Patterns of Interaction

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

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

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

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

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

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

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

Lean Into Curiosity with Active Listening

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

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

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

Incorporate Playfulness: Prompts and Games for Connection

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

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

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

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

Navigate Traditions and Rituals Inclusively

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

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

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

Embrace Spaciousness: Less Can Be More

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

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

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

Facilitating Joyful Gatherings

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

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

The post Facilitating the Holidays appeared first on Voltage Control.

Table of contents

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

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

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

Maintaining During Challenging Moments

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

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

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

Staying Emotionally Connected 

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

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

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

Practicing Adaptive Leadership

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

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

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

Reflective Practices 

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

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

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

Balancing Adaptability and Equanimity

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

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

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

Conclusion

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

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

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

FAQ

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

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

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

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

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

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

About a decade ago, I found myself in the middle of a strategy exercise that would become a turning point in my career. I was working at Ophea, a well-known non-profit that focuses on health and wellbeing in Ontario schools, and we were undergoing a major strategy revision. The organization brought in Robin Corey to lead the session—a name that has become integral to my story. Robin’s facilitation style was magnetic. She wasn’t mechanical or rigid. Instead, she brought energy, engagement, and an effortless way of commanding the room. I remember watching her with admiration, thinking, “I don’t know where she learned how to do what she does, but I want to learn it too.”

There was something captivating about how she managed the group, pivoted when needed, and kept everyone authentically engaged. She made facilitation look easy, yet I knew there was a deep skill set underlying her ability to guide us through complex conversations while ensuring all voices were heard. The way she facilitated resonated with me, and I knew I had to find a way to learn these skills. It wasn’t just a desire to facilitate—it felt personal, like a missing piece in how I wanted to show up in the world.

Over the years, I kept reconnecting with Robin, first as she worked with Ophea again, and later when we began co-facilitating sessions ourselves. She became an unofficial mentor, and our partnership evolved into an ongoing collaboration. We would cross paths in various projects, whether she was leading the room or I was, always with a mutual understanding of what it means to facilitate with purpose. It was during this time that I truly started seeing myself as a facilitator—even if I didn’t fully realize it then. Robin’s influence has been pivotal, and she has remained a key figure in my journey, constantly pushing me to grow and think about facilitation in new ways.

A New Curiosity

Robin had planted the seed, and soon enough, I was looking beyond my immediate environment and exploring facilitation more deeply. I had already begun to emulate what I had seen her do—creating a more democratic space for different voices and encouraging participation in a meaningful way. But the more I tried to facilitate, the more I realized that there was an entire world of approaches and techniques I had yet to discover.

One thing that always stood out to me was the power of presence—something Robin embodied effortlessly. It wasn’t just about being in the room; it was about truly engaging with every person there. I remember noticing small things, like how Robin would stay off mute during virtual meetings. It was her way of being present, and I found myself adopting that practice as well. I realized that facilitation wasn’t about controlling a conversation but rather about being there with people, guiding them through whatever emerged. It was about allowing the space for everyone to feel seen and heard and to bring their best selves to the conversation.

The more I facilitated, the more I enjoyed it, and the more I sought opportunities to learn. I began experimenting with liberating structures—different tools and methods that encouraged diverse voices to come forward. There was a sense of discovery each time I tried something new, and I could feel myself growing, both as a facilitator and as a leader. My curiosity eventually led me to Voltage Control, thanks to Robin’s encouragement. She saw in me a desire to go beyond the basics, and Voltage Control offered me an opportunity to take my facilitation skills to a new level.

Choosing Voltage Control

When Robin first mentioned Voltage Control to me, I was a bit skeptical. I wondered if I had the time to truly commit to a certification program—hours of in-class time, readings, and practice. It felt like a big commitment, and I was unsure if I could juggle it all with my current responsibilities. But Robin had never steered me wrong before, and I trusted her judgment. She’s one of the busiest people I know, and if she was making time for this, then it must be worth it.

I was also hesitant because, in the charitable sector, professional development often has to be cheap or free. Voltage Control was the most expensive learning opportunity I had ever considered, even with the scholarship I received. But when I pitched the idea to my executive director, Chris, I framed it as an investment not just in my growth, but in the way we convene and create change at Ophea. Facilitation was already a core part of how we worked, and this was about leveling up.

Chris agreed, and I jumped in. The timing was perfect, as I had several convenings lined up that allowed me to apply my learning immediately. And while I was nervous about joining a group of strangers, I quickly found that the cohort was one of the most supportive spaces I had ever experienced. It was clear from the beginning that this journey was going to be transformative. I felt a profound sense of excitement and purpose that I hadn’t felt in a long time. It wasn’t just about learning new skills; it was about becoming part of a community that valued facilitation as much as I did.

Highlights and Growth

From the very first session, I felt a connection to the Voltage Control approach. Eric’s presence as a facilitator was impactful, and I found myself jotting down notes on even the smallest things—phrases he used and ways he guided the group. One phrase that stuck with me was, “I’m going to move us all to a pause.” It was such a simple, elegant way to redirect energy, and it’s something I use all the time now. It taught me that sometimes, facilitation is about creating moments of reflection and allowing space for the group to catch up with itself.

The cohort itself was another highlight. Some of the relationships I built during that time continue to this day. I loved the way we were partnered up for different exercises—some partners were fantastic, others less so, but that was part of the beauty of the experience. It mirrored real-life facilitation, where you don’t always get to choose who’s in the room. It taught me to adapt, to find value in every interaction, and to stay open to learning. The diversity of thought and experience within the cohort enriched my understanding of facilitation in ways I couldn’t have anticipated.

Skye, who supported Erik during the cohort, also left a strong impression on me. Her facilitation style was distinct from Erik’s, and it was refreshing to see different approaches in action. Skye had a calm, grounding presence that complemented Erik’s dynamic energy. It reinforced the idea that there is no one right way to facilitate—only the way that works best for you and the people you’re guiding. Seeing her in action gave me permission to embrace my own style, to lean into my strengths, and to trust my instincts.

Bringing Facilitation Back to My Work

One of the most immediate impacts of the certification was how I approached our annual board and staff convening. Traditionally, this meeting was highly structured, with a standardized agenda that left little room for creativity. I proposed a different approach: a facilitated experience that focused on connection, reflection, and purpose. To my delight, my colleagues were open to it, and the results were incredible.

I used liberating structures, music, and even a tessellation activity to help participants share their stories and connect on a deeper level. The feedback was overwhelmingly positive—board members called it a “master class in facilitation.” For me, it was proof that the tools and techniques I had learned were not just theoretical; they had the power to transform how people engaged with each other and with the work we were doing. It was amazing to see people who were normally quiet come forward with ideas, and to witness a genuine sense of camaraderie develop throughout the session.

Since then, facilitation has become even more embedded in our culture at Ophea. It’s not just about having meetings; it’s about designing experiences that bring out the best in everyone involved. I’ve seen a shift in how my colleagues think about convening, and it feels like we’re all moving towards a more intentional, meaningful way of working together. People are asking better questions, being more deliberate about who is in the room, and ensuring that every voice is heard. This shift has led to more effective meetings, stronger collaboration, and a deeper sense of connection among our team.

What’s Next for Me

Looking ahead, I see facilitation as an essential part of my career and my identity. I aspire to move into a more senior leadership role, and I know that facilitation will be a critical part of how I lead. It’s about creating spaces where people feel heard, where diverse perspectives are valued, and where we can collectively imagine a better future. I envision a culture where facilitation is not just a skill but a way of leading that empowers everyone to contribute fully.

Facilitation will always be at the core of what I do. It’s not just a skill set—it’s a way of being that allows me to make the kind of impact I want to see in the world. I want to continue to create spaces where real change can happen—where people can connect, dream, and work together towards a shared vision. To anyone considering the Voltage Control certification, my advice is simple: you get out of it what you put into it. Embrace the experience, dive deep, and let it transform the way you engage with others. The journey is incredibly rewarding, and the tools you gain will serve you for a lifetime. It’s not just about professional development—it’s about personal growth and discovering a new way of interacting with the world. Whether you’re looking to enhance your skills, build confidence, or become a catalyst for change, this certification will take you there.

The post A Decade of Discovery appeared first on Voltage Control.

“If you don’t have those underpinnings of being anchored to something, it’s really difficult to do anything else. That’s just baseline sort of human functioning.”- Kellie Artis

In this episode of the Facilitation Lab podcast, host Douglas Ferguson converses with Kelly Artis, founder of Mission Identity, who empowers women through the Enneagram. The discussion highlights the transformative power of facilitation, particularly through Kelly’s experiences in the George W. Bush Institute’s Veteran Leadership Program. Kelly shares her journey into facilitation, emphasizing the importance of psychological safety, empathy, and deeper connections in group settings. She reflects on how effective facilitation goes beyond traditional teaching, fostering meaningful interactions and personal growth. The episode underscores the impact of creating safe spaces for dialogue and collaboration.

Show Highlights

Links | Resources

About the Guest

Kellie Artis is a passionate advocate for high-achieving women, bringing nearly two decades of expertise in communications and personal development to her role as the founder of Mission Identity. As the Director of Communications at Virtual Veterans Communities (VVC), Kellie excels in supporting military-connected students who seek to advance in their careers and personal lives. A scholar of the George W. Bush Institute Stand-To Veteran Leadership Program, Kellie is dedicated to empowering women through leadership and community engagement. She has earned certifications as a Certified Narrative Enneagram Teacher and Professional Certified Marketer, leading workshops that promote self-discovery and growth. Her work has been featured on platforms like Fox News and Military.com, where she is recognized as a respected voice in helping women achieve their full potential.

About Voltage Control

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

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Transcript

Douglas:

Hi, I’m Douglas Ferguson. Welcome to the Facilitation Lab podcast where I speak with vultures 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 voltage control.com/facilitation lab, and if you’d like to learn more about our 12 week facilitation certification program, you can read about it@voltagecontrol.com. Today I’m with Kelly Artis, the founder of Mission Identity, where she empowers women to reach their full potential by utilizing the Enneagram as a powerful tool for self-discovery, personal growth, and leadership excellence. Welcome to the show, Kelly.

Kellie Artis:

Thanks so much, Douglas. I’m excited to be here.

Douglas:

Yeah, it’s great to have you. It’s always amazing to me to watch folks that are making these transitions into coaching practices and becoming solopreneurs and really empowering the way they think about work and taking control of their destiny, so to speak.

Kellie Artis:

Yeah, yeah. It’s wild and crazy and fraught with uncertainty, but yeah, it’s something to follow your passion, I think.

Douglas:

Well, it’s interesting you mentioned uncertainty. I always like to remind folks that most things are uncertain, and a lot of times we fool ourselves into thinking that there’s certainty or there things are knowable. It is like the safe little pod around ourselves that we think that is there. It’s not really an illusion for the most part when it’s there, and so if you become comfortable with complexity and chaos, life becomes more fun and more easy to engage with. Not easy, but easier,

Kellie Artis:

Right? Yeah. You’re less attached to it and you can just kind of flow. That’s the goal. Yeah. It’s almost like an entitlement. You’re like, things should be certain and they’re not.

Douglas:

Yeah, and I wonder how much that flow comes up in the work that you do with your clients when you’re coaching.

Kellie Artis:

Oh, I mean, it’s almost constant, right? It’s always like, okay, even the Enneagram as a tool in and of itself, which I’m sure we’ll talk more about later, it’s a professional and personal development sort of framework that you can use for self-discovery and inner observation, all of these things. But almost everyone I talk to is looking for the goal, right? Okay, how do we get there? How do I achieve it quickly? How do I do this more efficient? I’m like, no, no, no. The goal is to just allow and just kind of flow and be more okay with the flow and be less limited the pursuit of something. So yeah, I mean, it always plays a part. Is it achievable? Even saying is it achievable is like it’s kind of missing the point, right? It’s enjoyment, it’s contentment, satisfaction, all of that stuff. It’s a work in progress in my own life too. Plays, I don’t know what it actually looks like or what it means, but the pursuit and the enjoyment of the work is why I do it.

Douglas :

Awesome. Well, let’s take a little step back and look at the formative moments for you. As you were starting to realize facilitation was a thing there, skillsets and tools and the discipline around it, and I think it was the George W. Bush Institute of Veteran Leadership Program. I recall you saying that was the pivotal moment for you.

Kellie Artis:

Yeah. I’ve attended all kinds of things. I’ve attended facilitated workshops before and working sessions, and many of the various groups and nonprofits and organizations that I volunteer and work with. I’ve observed good sessions and not so great sessions. Some that I’ve walked away frustrated by and some that I was like, oh, that was really great, but never put it together that that was an actual sort of framework. I thought these folks were just particularly gifted and creative and being able to gather people and convene them in a purposeful way. When I was accepted into, yes, it’s the George W. Bush Institute’s Veteran Leadership Program. They do an annual cohort where they gather. There were 34 of us I think, for our class last year, folks that are working in military family and veteran spaces, so we aren’t necessarily all connected to the military. I happen to be, my husband has been active duty for 20 years now, but gathered all of us together for a five month leadership cohort, but the day one, first session, very first session, I was super apprehensive.

I don’t know where these people are all coming from. There’s a lot of imposter syndrome. The veteran folks who have served often, for those of us who aren’t veterans, feel like they kind of have ownership of this space so often, and just by nature of being a military spouse, I feel like I’ve always kind of had to elbow my way into certain conversations like, Hey, we’re here too. We have things to say. So anyway, I came in with all that apprehension and just really almost skeptical of how this was going to all work. Was I going to get anything out of it? Was I going to be heard and noticed, and oh, so quickly. All of that was allayed by nature of the fact that we had the most amazing facilitator I think I’ve ever experienced. This guy’s name is Todd Connor. He’s a veteran and super engaged in the veteran space, does amazing work in everything that he does, but one of his roles is as the facilitator for this specific program, and I was just in awe of being able to walk into a space and literally from the first 20 minute session we had realize we’re going to be well taken care of.

This container is well made, it’s protected. We can be vulnerable. There was psychological safety established almost immediately, and I know I was supposed to be taking part in it, but I was really doing my Enneagram five thing of stepping back and observing what was happening, and from that moment on, I was just like, it shifted my project that I was working on during the cohort. It just kind of gave me this awesome opportunity to sit back and say, wow, this is how you do complicated things, gathering really diverse groups of people and coming up with something great at the end. Wow.

Douglas:

Do you remember if there was anyone in attendance there when you were in observation mode? I’m just curious if you noticed folks that were especially moved by the experience that, because often that folks come into spaces like that and have never really witnessed good facilitation before.

Kellie Artis:

Yeah, yeah. I mean, yes, you can almost categorize personify different types of people. Who are the people that are going to jive with what they’re going to support the facilitator. There are people that are kind of dissenters in the back. They’re going to critique everything. This group was no different. We had all of that, but I feel like the people that would have otherwise not been as engaged, kind of just like, I’m here. I’m going to say my thing. I’m not going to ask questions. I’m only going to give comments. I want people to hear me and see that I’m here. I think it checked them really quickly. Oh, I’m expected to engage authentically. Just example, the very first group sort of table question that we practiced or were given was, Hey, everyone at your group write this down and then share with your table what’s one thing that people often get wrong about you.

I was like, that’s profound. That right there, you’re just laying bare. Your biggest insecurity in this really sort of just sneaky way. How do people misread you? So you’re being misread, obviously, I was misreading everyone in the room because I’m making judgements, but you’re able to then so quickly say, people get this wrong about me. And then you’ve developed empathy around the table for people who now have compassion for you about this thing that you’re self-conscious about and that you probably over project for, compensate for. Anyway, I just thought it was amazing. So in a way, it had us immediately leave all the egos at the door, and they were able to somehow kind of sustain that through every gathering. We talk about Priya Parker’s thresholds when you enter and leave the space, that was a very intentional thing that was done in order to remind us every single time that we walked into the room that we were convened in, that this is the way we’re going to behave. This is who we’re going to be. We’re not going to bring in all of our rank and labels and other sort of egos into the space.

Douglas:

That sort of thing is also really powerful when you might be judging the room, especially if you hear someone say something and it’s like, oh, wow, I totally thought that about them.

Kellie Artis:

Yeah, I was guilty on

Douglas:

Several counts. They’re explaining why that’s a wrong perspective, and then it really helps everyone start to maybe just observe and think a little more versus jumping to conclusions

Kellie Artis:

A hundred percent, and I mean, I loved being able to share mine. I never share that, and I was like, oh, people think I’m aloof, and I mean, I could be perceived that way, but I’m really just trying to take it all in. I’m overwhelmed by it all. I’m more of an observer, so being able to say that and like, oh, there’s so much more to you than what I’m seeing in the moment. I loved it. I thought it was a great practice.

Douglas:

Yeah, I mean, you mentioned the aloof thing. That’s one. That’s to the point I just made really powerful for connection across the group, not only for things outside the group, but in the group especially. So because if someone is thinking, well, she’s a little aloof, but then you say that, and then they realize, they start to realize, oh, wow, she is a processor,

Kellie Artis:

So

Douglas:

She’s absorbing things in a different way. They’ll just have a different perspective on you and a different level of empathy around who you are and be able to approach you in a more connected way.

Kellie Artis:

Yeah, I think so.

Douglas:

Did you notice any of that having an influence on how folks related or connected across the group?

Kellie Artis:

I mean, so quickly. Personal stories were laid bare. It didn’t just stop at a characteristic because of shared experiences of this type of convening of people who are all connected to the military at a certain point in their career. We’ve been through the past 20 years of global war, so there were really close to the surface personal stories that came out in that literal first hour of us being together. So not only did we get the high level, this is a misjudgment that people often have about me, but here’s some of the personal context that also plays into my passion, the thing that I’m pursuing and that I’m working on right now. This is why this is important to me because it’s touched me personally. So just again, so quickly, there’s just humanity and compassion that often I think, in other scenarios and other maybe less well facilitated types of convenings would take forever for that to come up. So because we just,

Douglas:

If even,

Kellie Artis:

Yeah, if ever, right? Yeah, exactly. So the shared sort of agreement that this is how we are not going to share this beyond the group. This is our space, and this should be sacred, and just putting all that out there, making that clear, I think gave us all permission to say, okay, we can handle it. This is a group that will support us. And I mean, again, the relationships were instantly founded and forged. I mean, I can’t imagine never not being in touch with most of my cohort members because we were able to just so quickly connect.

Douglas:

Yeah. So it seems like Todd’s approach really broke some barriers down, and I’m curious, how did that shift your perspective on what facilitation could be?

Kellie Artis:

I mean, I think I thought of it before coming into that experience, and then obviously after working with Voltage, I had this idea that a facilitator is just a teacher that maybe there’s some teaching methodologies that my families, I come from family educators, so it was like, oh, this is just a learning design sort of, I don’t know. It’s something that you could implement in a classroom and help people absorb the information better or to latch onto the content or promotes understanding or comprehension. Right after this, I realized that there was just so much more to it, that there was so much more that you can accomplish and agree to and move forward together with and co-create with people. And so having that experience, but then also sort of holding separately this struggle that I had been having and something that I’d been noticing through all of my work in self-discovery and self-awareness, a lot of things that I’ve never really felt or hadn’t really felt qualified to do and handle.

So here I am learning the Enneagram. I’m passionate about it. I know a lot about it, but there had always been this hesitation to step fully into helping other people understand it because I felt like I could mess it up for them. Or what if, God forbid, they share something really sensitive or emotionally complex with me that, and I don’t comfort them in the right way. I’m not a therapist. I don’t know if I can handle that properly without causing damage. I was just really nervous about it. After experiencing and learning some of the facilitation tactics and techniques and realizing it’s more about making sure people feel safe versus fixing anything or deciding anything or teaching anything definite. It’s mostly about the space that you’re able to create during that time, how that is protected and handled and how people feel when they leave it, when they enter, when they leave was so much more important than any of the content, any of the other stuff. So it’s purpose, it’s connection, it’s all of those things. So that’s how it shifted for me. And then, I mean, gosh, I overlay now everything, every meeting I’m in, why are we here? What’s our purpose? How are we entering, where are we leaving? I mean, literally every aspect of any of the work that I do has some sort of element of the facilitation techniques and practices that I learned.

Douglas:

Yeah, it’s so helpful to get those perspectives. And I’m remembering, you also mentioned feeling imposter syndrome, which is somewhat related to what you were just talking about, and I think you were talking about it from the perspective of when you showed up for the program and even I guess ideas in your head about not being a veteran, et cetera. And I guess what specifically shifted that? You talked about getting to a point where that subsided, and so what do you think were the critical pieces that were at play that helped you overcome that?

Kellie Artis:

There were a couple of speakers that had some, I thought profound things to say that I was able to latch onto and give myself permission to pursue relentlessly what I came in with as my passion, my project initially. So we come in and you start out with an idea of a project that you want to work on during the cohort. It’s important, but it’s not the most important thing. I mean, the projects are great and have, I mean, some people have full-blown nonprofits now because of their personal leadership project, but it’s the skeleton. It’s the structure that they put the teaching and the rest of the leadership instruction onto. So we have a capstone at the end, and then they follow up and see what kind of support is needed after you’re an alumni. But I came in with a project that I wasn’t super passionate about.

It was part of one of my day job work, and it made sense. It was good enough to have gotten me a spot in the cohort that’s a part of their application process. It’s like, what are you working on? But from the start, it was enforced through all of the activities and through all of our facilitated time that it needed to be something that you’re passionate about. How are you going to make an impact? And it can be making an impact on one person. It doesn’t have to be huge and broad reaching and solving veteran homelessness. It doesn’t have to be that big or grand, right? It could be literally making an impact in your world, in your sphere, in what you can. And I was like, well, this is who I am. I can impact the lives of people like me, people who’ve gone through things like me, using my personal story, using the ways in which I’ve kind of crawled out of stuff and made sense my life and how I’ve gotten where I am.

So being able to have that constantly reinforced from the facilitator, again, purpose, it was, this is why we’re here. Yeah, we’re going to teach you all these techniques and we’re going to teach you how to do data measurement and collaboration and all of these things, but for the most part, we want to make sure that your why is always being answered. So that sort of being the central focus of everything that we were exposed to really helped reaffirm for me what it was that I was there for and how much I belonged, how much I was meant to be. The one speaker, he was an astronaut, and he came and he was talking. He gave the story. I’d literally written in my journal, by the way, another facilitation practice that we were encouraged to do every morning during our Todd Time, set some intentions, write some agreements with yourself for today.

And then at the end of the day, we would go back and reflect upon them like, okay, did you meet your intentions for the day? One of my intentions was like, I’m going to hold onto things less tightly. I’m going to hold things a bit more loosely and just see what emerges. So there was an astronaut that gave us a story about how he was doing his first spacewalk, and he was nervous about it, and before he went up on the shuttle and everything, a former astronaut wrote him an email and all it said was, loosen your grip. And so he tells this whole story about how he’s outside on the ladder thing and freaking out and didn’t want to let go, and it was paralyzed scary, and he remembered the email from the guy, and that’s all it said was, loosen your grip. So he just kind of let go and was able to have this amazing experience that he shared with us. And I was just like, well, that was for me. So not to be too dramatic about it, but that was, I think, the moment that’s like, okay, not only do I need to loosen the grip of who I think I am and whether or not I belong and whether or not this is what I’m supposed to be doing, there’s so much more expansiveness out there and opportunity if you just kind of just go with it.

Douglas:

And after that first session, you mentioned that you were so curious about what was happening and what Todd was up to you, and you were in that observation mode that you mentioned that you actually managed to get yourself on the seat next to him on the bus ride to dinner. Did that spark the original interest in Priya Parker’s

Kellie Artis:

Work? Oh, it totally did. It was the first thing you said. I was like, I know whatever you just did was amazing, and everybody’s raving about it, but you’ve got something. You’ve got a framework. You know what you’re doing. You’ve learned this. Tell me everything. Again. I’m an Enneagram five, so it’s all about acquiring information and knowledge. So I was like, how can I research this? And he was like, okay, well, so he gave me a couple of resources, and then we got to talking about, yeah, definitely Priya Parker. I ordered it on Amazon while we were driving to dinner, and as soon as I started reading through, I was like, oh, yeah, that was that exercise. That was that. So it was neat to not only see it illustrated in the book, but then also, oh, I had that experience. I know exactly what was happening there. But yeah, and then that’s when I started rethinking my project too. It was like, not only am I interested in how you did what you did, I think that would’ve just been cool anyway. But also, I can absolutely see applying this to all of my Enneagram work, because most of it revolves around group classes, workshops.

And again, back to that apprehension of I had been really nervous to convene a bunch of people, and what if they asked me a question I don’t know the answer to. I was hung up on the knowledge part of it and the expertise versus how I would just like to be able to build a safer container for people. Maybe I could just be the person to provide the space and some guidance, but there doesn’t need to be definite. It’s not math. There’s not an equation that’s either true or false. It could just be exploration. So yeah, that really helped just open my perspective on it a lot.

Douglas:

I love the curiosity. It’s such a facilitator’s mindset, isn’t it? Wanting to know how behind the experience.

Kellie Artis:

Yeah. Yeah. It was a little meta and probably annoying. That was not the point. They didn’t convene us to learn how to be facilitators, but that’s what I took away from it. I was like, ah, this could be so useful in almost any application. So

Douglas:

Well, they were simultaneously helping you dive into your why, and I would argue that if that was resonating, maybe it was exposing some deeper insights into that. Why. So I don’t know. I don’t know if it’s all that adjacent or different than what they had planned.

Kellie Artis:

True. No, that’s true. I mean, it’s definitely a realm of leadership to be able to guide a group and do that safely. And yeah, no, it was just overall great experience. I loved what I learned about all of the things about leadership and running big businesses and all of the things. But I think, yeah, that was definitely my takeaway.

Douglas:

It’s not uncommon for students to come in having already read Priya Parker’s book. What was it like for you as one of those folks who had read it previously, to go through it again with some targeted focus and also in discussion with the cohort about the text?

Kellie Artis:

I thought it was great because it was another repetition of seeing it in practice, how it works. It wasn’t just like this anomaly that I, maybe there was something just super, super duper special about Todd. There is. He’s amazing. But it wasn’t like uniquely, he’s the one person that’s born to do this work. No, it’s like it’s work that we can all adapt and use in our lives. So that was encouraging, but then, gosh, just being able to be exposed to people who also were in on it, you know what I mean? I don’t know. Again, not having not been exposed to this as a discipline, essentially, being able to then kind of say, Ooh, what are you guys doing over here? This is kind of cool. And then not only what are you guys doing and how are you doing it, but how are you applying it?

And all of the different industries and ways in which people work. I came into the voltage cohort thinking like, well, I’m not a facilitator and I’m not trying to be a facilitator. I’m not going to put a LinkedIn post up and say, Hey, hire me to come facilitate anything you want, just come. That wasn’t my intention or purpose, and I was a little worried that that’s what I was walking into, that it was going to be a bunch of people who are just professional facilitators. I mean, I’ve done this before too, with even my Enneagram training. I took a whole course on therapists how to be an Enneagram and for therapist. I’m not a therapist, but I’m like, how are you guys using it? Because this feels like something that would be helpful to know, just exposure. So anyway, came in very quickly realized that I was in the right place. Once again, that curiosity did lead to something really profound and helpful. Okay, you can be a facilitative anything. So that was one of the biggest, the coolest things for me to see, especially overlaying everything that Priya had talked about in her work, and then seeing it executed, hearing about how people execute it, hearing about the cool outcomes of sessions or different techniques from everyone in the room, from all kinds of industries, which is really cool.

Douglas:

And after learning some of this stuff, you started to integrate it into your work with military connected families and veteran students. What were some of the first changes you made and what sort of impact did you start at sea?

Kellie Artis:

Oh, gosh. I mean, the top thing is just stop starting meetings with admin. Crap. Nobody,

Douglas:

Never start a funeral with logistics.

Kellie Artis:

Yeah, logistics. It was just like, I always hate that. I mean, I’ve always hated that, but I do it. It’s one of the very first things like, no, you need a hook. You need something to grab people’s attention, and why do I deserve your time right now? Why are you giving me an hour of your life or however long? And how do I prove to you that I will use that hour well, and it’ll be well spent. So stop doing the logistics, the agendas. Setting up agreements I think has been really helpful just for me personally, for whatever reason, that has helped me step into my role more confidently. I can be really transparent about my insecurities. I mean, frankly, usually I used to do this as, I don’t know if I’m the right person to teach you all this, but here we’re going to start doing all this self-deprecating stuff.

And I realized, oh, no, we don’t have to do that, and I don’t have to sacrifice my credibility because of my insecurities. We could just all come to some group conclusions and some agreements that this is the goal. This is what we’re trying to achieve this session. I’ll do my best to guide you guys as long as you’re doing your best to participate and learn. So that helped me kind of shake off some of the issues that I’ve had around leading groups. But yeah, just being able to keep things fresh, keep it active, seeing when there’s some energy needed, not just getting stuck in the content, which is what I typically have a tendency to do, and then making sure that it anchors somewhere. Whatever the experience is, not only are we clear about what we’re trying to accomplish, but then does it resonate? Do you leave with something? Then why did I take your hour if it doesn’t? So having those things top of mind, I think just result in just such better experiences for everyone.

Douglas:

Yeah, it’s interesting. Working on the agreements can be such a nice focal point to help with intention as you’re designing the session as something as simple as thinking about, well, how do people need to show up? I mean, you can’t answer that question unless you’re really clear on your purpose

Kellie Artis :

And

Douglas:

You’re really clear on the conditions and the scenario you want to unfold in the space. And I think the number one reason so many people get things wrong or stumble is because they haven’t spent enough time thinking about that. And so to your point, the agreements are a great little hack to here, just three to five things to write down. But in order to write those down, you got to think about what’s the purpose and how do I want people to be,

Kellie Artis:

And what are you stepping away from? So I’ll give you just a quick example from my world. So in the military spouse world, so when we say military spouse, we mean we’re married to someone actively serving. A lot of military spouses have also served, but most of us haven’t, and we’re predominantly female. It’s like a 94% female ratio whenever you gather folks in the military. I mean, service members wear their last name on their chest and everyone knows what that last name is and what rank is associated with that. And just by nature of us being humans, that crosses over into the spouse world as well. So one thing that I realized really early on when particularly working with folks who are attached to people that have rank, no, they don’t have the rank themselves, but they’re still married to that person with rank. So there’s still these hierarchical things that we have to navigate really quickly. I was like, I know you guys may know each other, but I want no last names. We are not our service members. I want first names only. There will be no last names. No asking, what does your husband do? That’s not a question that is valid in this space. We don’t care. We care, but we don’t care.

It’s kind of like the shortcut for any conversation when you meet someone who’s this world. So that not only kind of alleviates the pressure from the folks who are attached to higher ranking service members, but it frees up some space for folks that aren’t to be able to be authentic and true. But then a part of that agreement also is that we don’t leave with anything that we’ve talked about here. This stays here. So being able to say, no last names really clearly, at least plants that seed of y’all, we’re not going to do that. We’re going to pretend like we’re all on the same page. We’re all on the same playing field. We’re all dealing with the same struggles, and then we can work on ourselves from there.

Douglas:

I remember you talking about revamping the veteran student orientation sessions to focus more on community building rather than, I guess cramming information, I think was how you refer to it. And so what were some of those specific changes you made?

Kellie Artis:

Yeah, so we help, in my day job, I help universities stand up their veteran support services. So part of what my role is, and my self-declared purpose as the digital community manager is to make sure students feel engaged, connected, and supported. Because if we have those three things, we have a successful student experience, and then we also have a successful career experience on the backside of school, which is everyone’s goal. We want student success, and we want ultimate mission success for those veteran students who are transitioning by way of college into the civilian world. Veterans are accustomed to being given, they call it death by PowerPoint. That’s

Douglas:

Getting briefed to death.

Kellie Artis:

Briefed to death. So anytime you say you have to come to this mandatory orientation, they know they already have a preconception of what that’s going to be. They’re super excited about it because it is just like, Ugh, here’s the number for this, and here’s, then it’s boring and rote and whatever, but however the information is important and they need to have it. So what do you do? So what we’ve shifted a lot of that session, and it’s an hour, I point to places where they can find the information, but we spend most of the time connecting. So first and foremost, we have a session called Transitioning from service to school where it’s a panel. I’ve recorded it, so we kind of play the same thing over, but it’s a panel of students who talk about the things that they’re nervous about and what they were worried about and how they’ve tried to adapt certain techniques to be able to counter that fear and that apprehension. So just right out the gate, we’re doing that same practice of what do people get wrong about you? Let’s call out the elephant in the room. Are y’all nervous? You should be. It’s hard. Let’s say we’re nervous because this population has a real difficult time asking for help. It’s just part of the nature of military service. You are either told to do it, you figure it out. There’s not a lot of

Seeking help. So we want to go ahead and squash that right out the gate. This is what we’re here for. We exist to help you, and we’re going to call you and we’re going to proactively try to help you, but we also really want you guys to get accustomed to calling us too. It makes our day, when you call us, it actually makes me really happy when you send me an email. So establishing that we spend a lot of time meeting our team. I’m really emphatic about people seeing faces. We’re not just on the phone and we’re virtual. So yeah, it’s going to be a lot of zoom, but here we are, us, we’re besties. Now you’ve seen us in orientation, and then we do breakouts where we have cool fun prompts where people can talk in small groups about what it is that they’re nervous about or what they wish they had known before they left service, or it could even just be little icebreakers, energizers, things like that. So again, we spend probably 30% of the hour not doing anything traditionally considered productive, but to me, it just feels so much more important that they have made a connection with just anybody, one other person in our virtual hallways.

Douglas:

What kind of shifts in energy that you notice?

Kellie Artis:

Well, they’re so much more engaged with our office. I mean, again, we do have a physical office in one of our campuses, but for the most part, it’s a virtual sort of, we’re here if you need us because they’re not able to walk by and come grab donuts when we have them out. So there’s often a lot of like, oh, hey, if we are on campus and do run into people, I’ve gotten like, oh, you do the orientation or you post the newsletter, or, I know I don’t know them, but that’s okay. You can be internet famous for your community, and that’s totally fine. It means that they’ve seen my face and I’ve gotten across some way that makes them know and trust me in the same way that people do business with folks online. I want the students to feel like they have advocates and allies and friends and friendly faces that are helping them navigate the system.

There’s also just there’s more of an eagerness to help other students. So we’ve never had an issue onboarding veteran ambassadors, which is a work study program that we work with the VA with. I mean, often there’s a wait list of people who want to become an ambassador because they get exposed to us so early on, and the ambassadors during that orientation that they then want to step up like, oh, I could do that. That sounds awesome. You get to meet all the people and help people and serve in that way. So there’s, I don’t know, I’m not going to say it solved all has solved all the problems. Everyone gets an A and graduates on time and all the things, but at least while they’re here, they feel like they’re a part of something and they’re a part of a community and they belong.

Douglas:

Yeah, there’s that belonging. I was thinking that earlier when you were talking about the, or I asked you about imposter syndrome and you went into a story about the NASA loosening your grip and just connecting into the content and also just the work that Todd was doing to make people feel comfortable and connected. I mean, it struck me as all of that was creating a sense of belonging, and that once you felt like you belonged, the imposter syndrome wasn’t even a consideration.

Kellie Artis:

Well, now that you’re saying it, Douglas, that’s like, yeah, I mean, if I were to think back and summarize my experience as a military spouse, even, we belong to a larger community. I still belong to the town and the community that I live in. I belong to my family, et cetera. But when we overlay all of the dynamics of our lifestyle, so the frequently moving and the shifting jobs and spending seasons of really having to intensely focus on your nuclear family, your two little kids while your husband’s deployed, that sort of thing, you can, I have noticed falling out of touch or out of feeling like I belong to things before and just how disorienting that is and how it’s just not a comfortable place to be, and no one deserves that. I mean, we all deserve to be in community, some sort of community. So I do think that that subconscious maybe consciously drives a lot. It

Douglas:

Really rocks your confidence.

Kellie Artis:

Totally. And your identity. I mean, it’s the core of who you are. If you don’t have those underpinnings of being anchored to something, it’s really difficult to do anything else. I mean, that’s just baseline sort of human functioning. So for people to ever feel like they didn’t have that, and we know our society in general is becoming more detached from each other and more detached from their communities and feelings of loss and belonging are resonating high, particularly for the community that I serve, the military spouse community, those are some of the top complaints that people have. When asked about would you recommend service to someone you love, or are you satisfied with the military lifestyle? When people say no, those are the key things and the key reasons. So there’s definitely a desire and a void there that I think if we’re all working towards some sort of goal that includes belonging in some way than we’re doing good for society.

Douglas:

And I think that’s a nice transition into the work you’re really focused on now. And that brings me to the work you’re doing now, which came up briefly. We talked about mission identity and the work you’re doing there, but specifically, I’m curious about the Enneagram insights and how you’re working with spouses and what you are looking forward to as you continue to grow that business and help folks with identity and belonging or any of these other challenges that might be well suited to the work that you’re doing.

Kellie Artis:

So with Mission Identity, I am really passionate about helping, particularly women. I am expanding my view of who I want to help serve into more the woman entrepreneur space. The professional woman who, like myself, have gotten to a point in our careers where it’s just like I’ve gotten here. I’ve just hustled and done the thing and gotten to a certain point, but now I’m reflecting. I’m not going to call it a midlife crisis. I don’t like that. But reflecting on who am I now, who am I, and what does this need to look like for the rest of my life? It’s a moment to just slow down and sort of investigate who we are, where we’re going, and what’s the impact I want to leave behind. So we’re using the Enneagram as a framework for self-discovery to help make sure that we are truly understanding who we are and the motivations behind what we do and how we feel about things, how we perceive the world around us.

And the Enneagram provides a really profoundly helpful framework for that work. So once we understand who we are and we have a strong sense of self and identity, then we can move into things like purpose and then combining self identity or self identity and purpose together within left with our perception of reality. That’s whether or not we’re seeing the world clearly, whether we’re experiencing what we’re experiencing in a way that is connected to reality or maybe distorted based on some of the things that we’ve been limited by in our experience or from our personality. And then from there, I mean, gosh, there’s contentment in that, right? There’s success, there’s freedom, and then there’s where the impact can really happen. So working with women who are mid-career farther along, et cetera, just to provide, again, the space for them to do that exploration safely without any of the ego or worried about the image or the pretense.

So I want to be able to provide that opportunity for them, provide some context and some teaching, but really do this invitation into the self-discovery in community with others. They’re, again, group cohorts. I’ll still be focusing a lot on military spouses sort of as an offshoot of mission identity. The military community is near and dear to my heart, and I am so excited to be able to provide group training exercises for them, but it actually functions as more of a piece of my story and a piece of my credibility versus now. I mean, really my inspiration into doing the work that I do, and hopefully it will inspire others, but always here for anyone who’s interested in doing the work of personal discovery and growth,

Douglas:

It’s such a strong passion for empowering others, especially women, to clarify and build confidence. So I’m just kind of curious, what would be a dream outcome for you as you continue this journey?

Kellie Artis:

Oh, dream outcome. VP Harris recently said that there are not a lot of women out here aspiring to be humble. And that quote resonated with me so deeply because I think for so long, I had convinced myself that being humble was the way to be and not the way I wanted to raise my daughter, by the way. However, we limit ourselves in so many ways and we’re often the worst offenders in capping our potential, and I can’t wait to be able to look around and see more often than not women who are not only not aspiring to be humble, but who are stepping into their greatness and their power, and just changing the world, taking control, and showing us all what it means to love and to live with purpose and to live in community. Just, yeah, there’s going to be bumps along the way, and we’re still very much learning how to do this as women. But yeah, I think that really intangible and hard to measure, but I think even seeing that on a small scale is my dream.

Douglas:

Kelly, it’s been such a pleasure chatting with you today. I could keep talking for a long time, but we have to cut it off here. So before we go, I want to just give you an opportunity to leave our listeners with a final thought.

Kellie Artis:

Be kind to yourselves. There’s a mantra in the school that I studied with for the narrative Enneagram, and it talks about having grounded presence and compassionate curiosity. I think those are valuable tenets that I try to live by and are just so important.

Douglas :

Such a pleasure. Kelly. Thanks for joining me on the show today.

Kellie Artis:

Thank you.

Douglas:

Thanks for joining me for another episode of the Facilitation Lab podcast. If you enjoyed the episode, please leave us a review and be sure to subscribe 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 voltage control.com.

The post How Can Effective Facilitation Transform Personal Connections and Group Dynamics? appeared first on Voltage Control.

Effective facilitation is more than just managing a meeting—it’s about crafting an experience that drives meaningful outcomes. Whether you’re leading a virtual team discussion, a hybrid workshop, or an in-person brainstorming session, the design and preparation of these interactions play a pivotal role in their success. Facilitators must navigate a complex landscape of expectations, technologies, and participant needs. The difference between a productive session and one that falls flat often comes down to intentionality, preparation, and flexibility. In this blog post, we will explore key strategies for successful facilitation, including intentional design, meticulous preparation, incorporating asynchronous work, aligning design with goals, and mastering hybrid and virtual sessions.

Intentional Design in Facilitation

Intentional design is the backbone of effective facilitation. Every aspect of a session, from the agenda to the environment, should be crafted with purpose. This approach goes beyond simply filling time with activities; it’s about making deliberate choices that align with the goals and needs of participants. Whether it’s the timing of activities, how discussions are framed, or the physical or virtual space you create, each element should contribute to a cohesive and impactful experience.

Great facilitators understand that there’s no such thing as a bad meeting, just poor facilitation. When a session feels aimless or unproductive, it’s often a sign that intentional design was overlooked. By carefully planning with purpose, facilitators can create environments where ideas flow freely, participants feel valued, and the group achieves meaningful outcomes. Intentional design transforms good sessions into great ones by ensuring that every detail is aligned with the desired outcomes.

Moreover, intentional design demands adaptability. Even the best-laid plans may require real-time adjustments, and skilled facilitators must be ready to pivot as needed. Building flexibility into the session’s design allows facilitators to respond to group dynamics and keep the session on track, ensuring that it meets its objectives regardless of unforeseen challenges.

The Art of Preparation in Facilitation

Preparation is where good facilitation begins. Just as a surgeon meticulously prepares for surgery, a facilitator must ensure that all tools, materials, and plans are in place before the session starts. This level of preparation is about more than organization; it’s about being ready for anything. Every detail matters—from the agenda to backup plans for potential disruptions. Thorough preparation allows facilitators to be more adaptive and responsive, enabling participants to focus on the task at hand without unnecessary interruptions.

In facilitation, the difference between a good facilitator and a great one often lies in the quality of their preparation. A well-prepared facilitator ensures that the session runs smoothly and that participants can engage deeply and productively. This preparation extends to anticipating challenges and having strategies ready to address them. Whether it’s dealing with difficult group dynamics, unexpected technical issues, or shifts in the session’s direction, being prepared equips facilitators to handle these situations with confidence and ease.

Effective preparation also involves setting clear expectations for participants. When participants know what to expect and how to contribute, they are more likely to engage meaningfully. This preparation not only helps the facilitator but also sets the stage for a more productive and collaborative session.

Harnessing Asynchronous Work in Facilitation

Asynchronous work is a valuable tool in facilitation, providing participants with the flexibility to engage with content and contribute ideas on their own time. This approach accommodates different working styles and often results in more thoughtful and in-depth contributions. By giving participants the space to reflect and prepare before coming together, facilitators can foster a more focused and productive session.

Incorporating asynchronous activities into a facilitation design requires careful planning. It’s crucial to clearly communicate the expectations and purpose of these activities so that participants understand their role in the larger process. Whether it involves reviewing materials, responding to prompts, or completing pre-work assignments, these tasks should deepen the group’s engagement and prepare them for meaningful collaboration during live sessions.

When done well, asynchronous work enhances the overall effectiveness of facilitation. It allows for more efficient use of time during live sessions, as participants arrive with a shared understanding and readiness to dive into discussions. This approach not only boosts participation but also leads to richer and more well-rounded outcomes, making the entire facilitation process more effective and rewarding.

Aligning Facilitation Design with Goals

A facilitation session’s success hinges on its design being aligned with its goals. Every element of the session, from the questions asked to the activities planned, should be chosen with a clear intention in mind. This alignment ensures that the session remains focused and effective, helping the group achieve its objectives.

One of the common pitfalls in facilitation is the temptation to fill the agenda with numerous activities without considering how they contribute to the end goal. Effective facilitators resist this urge, focusing instead on what will drive meaningful engagement and outcomes. This might mean planning fewer activities, but those that are included are carefully selected to advance the group’s progress towards its goals.

When a session feels aimless or unproductive, it often indicates a misalignment between the facilitation design and the session’s goals. By keeping the desired outcomes at the forefront of planning, facilitators can create sessions that are not only engaging but also highly effective. This focus on alignment ensures that every aspect of the session contributes to achieving the group’s objectives, resulting in more impactful and satisfying outcomes.

Designing Effective Hybrid and Virtual Sessions

The rise of hybrid and virtual work environments presents unique challenges for facilitators, but it also offers opportunities for innovation. Designing effective hybrid and virtual sessions requires thoughtful planning and flexibility, as the dynamics in these settings differ significantly from traditional in-person sessions. The key is to ensure that all participants, regardless of their location, feel engaged and included.

One essential strategy for hybrid and virtual facilitation is to design interactions that bridge the gap between in-person and remote participants. This might involve using digital tools that allow for real-time collaboration or structuring activities so that everyone can contribute equally, whether they’re in the room or dialing in from afar. Ensuring that all participants have access to the necessary technology and that the session runs smoothly is also crucial for success.

Another critical element is maintaining a strong facilitation presence. In hybrid and virtual settings, it’s easy for participants to feel disconnected or overlooked. As a facilitator, actively managing the session, checking in with remote participants, and ensuring that everyone has the opportunity to contribute are key to keeping the group engaged. By designing with these considerations in mind, facilitators can create hybrid and virtual sessions that are not only functional but also engaging and effective.

Conclusion

Effective facilitation is an art that requires intentionality, meticulous preparation, and the ability to adapt to various environments and challenges. Whether working with in-person teams, hybrid groups, or fully virtual settings, the principles of intentional design, thorough preparation, and alignment with goals remain constant. Facilitators who master these elements can create sessions that are not only productive but also transformative, driving meaningful engagement and successful outcomes.

As facilitation continues to evolve with the changing work landscape, embracing asynchronous work, and mastering hybrid and virtual environments will become increasingly important. By staying committed to these principles and continuously refining their practice, facilitators can ensure that they are always equipped to lead effective, engaging, and impactful sessions.

FAQ

Q1: What is intentional design in facilitation, and why is it important?
Intentional design in facilitation involves purposefully planning every aspect of a session to align with its goals and the needs of participants. This approach is crucial because it ensures that all elements of the session contribute to a cohesive and impactful experience, leading to more successful outcomes.

Q2: How does preparation impact the effectiveness of facilitation?
Preparation is key to effective facilitation. Thorough preparation allows facilitators to be adaptive and responsive, handling unexpected challenges with ease. It also sets clear expectations for participants, fostering a more focused and productive session.

Q3: What are the benefits of incorporating asynchronous work into facilitation?
Asynchronous work allows participants to engage with content and contribute ideas on their own time, leading to more thoughtful and in-depth contributions. This flexibility enhances the overall effectiveness of facilitation, resulting in more efficient and productive live sessions.

Q4: How can facilitators ensure their session design aligns with their goals?
Facilitators can ensure alignment by making deliberate choices about every element of the session, focusing on activities and questions that drive engagement and progress toward the session’s objectives. Keeping the desired outcomes at the forefront of planning is essential.

Q5: What strategies are effective for hybrid and virtual facilitation?
Effective strategies for hybrid and virtual facilitation include designing interactions that bridge the gap between in-person and remote participants, using digital tools for real-time collaboration, and maintaining a strong facilitation presence to keep all participants engaged. Ensuring access to necessary technology is also critical.

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I first encountered facilitation years ago while working at Behavioral Health Works, Inc. in California. Our organization was rapidly growing, expanding into new states, and facing the inevitable challenges that come with scaling. To help us align as a team and address the disconnects between our various locations, our CEO brought in a facilitator. This was the first time I saw facilitation in action, and it left a lasting impression.

The facilitator took the time to interview each of us individually, gathering our thoughts and concerns before we came together as a group. During that interview, he asked probing questions—questions about what was working, what wasn’t, and how we felt about the challenges we faced. It felt personal and allowed us to open up in a way that we might not have if it had been an internal process. When we finally gathered, about 35 of us from different locations, it didn’t feel like just another meeting. Instead, it was a structured, engaging process where we collaboratively defined our problems and brainstormed solutions. The facilitator guided us through the process, writing down our contributions and ensuring that everyone had a voice in the conversation.

What struck me most was how smoothly it all went. We created workgroups around the challenges we identified and, in a short time, accomplished far more than I thought possible. It was impressive how much we accomplished in a short time—and how everyone felt like they had a voice. After that experience, I moved on to other roles, and facilitation faded to the back of my mind. But the memory of the energy in the room and how smoothly things had gone during that session lingered, especially as I found myself in less effective meetings. I started to recognize how powerful facilitation could be in creating productive, engaging discussions that moved organizations forward.

From Bookshelves to Curiosity: My Path to Learning More

Years later, my interest in facilitation resurfaced while I was browsing through business books at a local bookstore. I stumbled upon The Design Thinking Toolbox and Visual Collaboration, two books that piqued my curiosity. Flipping through them, I realized that there were actual techniques and methodologies for leading collaborative efforts, much like the facilitator I had worked with years before. I was particularly drawn to the idea that there were structured ways to get people engaged, contributing, and problem-solving together—just like in that first facilitation experience I had experienced.

At that time, I was also facing new challenges in my role. I had begun managing a remote team, and the lack of physical presence made it difficult to create the same kind of engagement that happens in person. I started exploring IBM’s Design Thinking program, hoping it would give me some of the tools I needed to manage these challenges. However, it quickly became clear that the program was more tailored to product design, which wasn’t exactly what I needed. I wasn’t looking to develop products—I wanted to find ways to engage my teams, especially as I moved into leadership roles and began managing a remote team.

While I found valuable information in those books and courses, I realized that reading alone wouldn’t help me truly internalize these concepts. I’ve always been a more hands-on learner, and for someone like me, who tends to be more quiet and reserved, experiential learning would be far more effective. I needed something more hands-on to really grasp the power of facilitation.

Reviews, Relevance, and Timing

As I dug deeper into facilitation and design thinking, I knew I needed a more immersive learning experience. That’s when I started researching certification programs, looking for one that would help me truly embrace facilitation and apply it in my work. I came across several options, but Voltage Control stood out. The reviews were glowing, and it was clear that people from diverse backgrounds—not just professional facilitators—were benefiting from their programs. The stories of others finding value in the program, regardless of their job title or background, gave me the confidence that it would be a good fit for me too.

One key factor in my decision was the flexible scheduling. The program offered sessions that fit perfectly into my work schedule. Being able to take the course on Fridays allowed me to balance my professional responsibilities while fully immersing myself in the learning. I knew it was the right decision, and I felt confident this was the path that would allow me to build the skills I needed.

Hands-On Learning That Built My Confidence

When I started the Voltage Control certification, I’ll admit I was nervous. I saw people in the program whose job titles were “facilitator,” and I wasn’t sure I fit in. But it didn’t take long for me to realize that facilitation isn’t just a job title—it’s a skill set that anyone can develop and use, no matter their role. This realization was empowering. I quickly learned that facilitation is more about guiding a process and creating space for others than about holding a specific job title.

The experiential learning approach of the program made everything click for me. I wasn’t just learning concepts; I was actively practicing them. One of the exercises that really stood out to me was Troika Consulting. It showed me how simple yet effective facilitation techniques can help solve real problems. I remember thinking, “This isn’t complicated, but it works.” I could immediately see how it applied to my work, especially in situations where I needed to gather input from multiple perspectives.

Another highlight was connecting with people from all over the world. During breakout sessions, I met others who were just like me—new to facilitation but eager to bring these skills into their work. There was a shared energy, a sense that we were all on this learning journey together. Those connections and conversations helped me build confidence and see the wide range of applications for what we were learning.

Transforming Ineffective Meetings Into Energizing Collaborations

Since completing the Voltage Control certification, facilitation has completely transformed how I approach my work. One of the most significant shifts is how I now handle meetings and collaborative sessions. Before, many meetings felt like time wasted—people talking over each other, the loudest voices dominating, and very little getting accomplished. Now, I use facilitation techniques that ensure every voice is heard, leading to more productive, structured conversations.

A recent example was a workshop I facilitated for our organization as we prepared for a major project: tearing down a building and constructing a new 33-story tower. In the past, discussions like these were unproductive, with ideas scattered and no clear direction. This time, I proposed a four-hour workshop where we broke down the key themes and challenges, involving the right people from different departments. It was the first time we truly harnessed collective insights, rather than relying on the same few voices. By the end of the session, we didn’t have all the answers, but we had a clear roadmap to establish workgroups to tackle the major themes. It energized the team and gave us a structure to move forward.

I also started incorporating small facilitation techniques in various settings at work. I introduced energizers, structured check-ins, and even tools like affinity mapping, which made discussions more engaging and inclusive. The transformation was palpable—meetings became spaces where people were eager to contribute, and we walked away with clear actions.

Using Facilitation to Break Down Silos and Shape Our Culture

Looking ahead, I’m excited to continue integrating facilitation into my work on a larger scale. Our CEO has already asked me to take on more facilitation roles, and I see countless opportunities to apply these skills across different departments. One of my main goals is to break down the silos within our organization by bringing people together in meaningful, collaborative ways. We have teams that don’t always communicate effectively, and I believe facilitation can bridge those gaps, creating more aligned and productive working relationships.

I also plan to introduce facilitation into our HR programs. By involving the voices of employees from all levels, we can shape initiatives that truly reflect the needs of our workforce. Facilitation offers a way to not only gather those insights but to create a sense of ownership and engagement among our staff. I see facilitation as a key to strengthening our organizational culture and improving how we work together. The potential for impact is huge, and I’m eager to be part of that transformation.

If you’re considering a certification in facilitation but aren’t sure if it’s the right fit, I’d encourage you to take the leap. You don’t have to be a facilitator by title to benefit from these skills. Whether you’re looking to enhance team collaboration, make meetings more productive, or simply bring more structure to your work, facilitation can make all the difference. Voltage Control’s certification program was a game-changer for me, and it could be for you too.

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Success often hinges on the ability to ask the right questions rather than just having the right answers. Questions are the catalysts that drive progress, innovation, and growth within a team. They open doors to new perspectives, challenge the status quo, and lead to breakthrough moments that can transform an organization. As a leader, mastering the art of questioning is crucial to guiding your team toward meaningful outcomes. But how do you wield this tool effectively? This blog explores how strategic questioning can elevate your leadership, foster a culture of curiosity, and ensure every voice in your team is heard.

Questions are more than just a way to gather information; they are a powerful facilitation tool that can shape the direction of a discussion, clarify goals, and uncover hidden issues. Whether you’re leading a brainstorming session or navigating a challenging project, the right questions can make all the difference in achieving success. In the following sections, we’ll dive deeper into specific ways you can use questions to drive progress within your team and create an environment where innovation and inclusion thrive.

The Art of Asking Questions to Drive Team Progress

One of the most impactful ways to lead a team is through the strategic use of questions. When used effectively, questions can elevate your leadership by opening up new perspectives, challenging existing assumptions, and guiding your team toward deeper understanding and better decision-making. A well-placed question can clarify goals, uncover hidden issues, and spark creative solutions that might not have been considered otherwise.

For example, a question like, “What haven’t we explored yet?” can redirect a discussion that has hit a dead end, leading the team to consider alternative solutions. Similarly, asking, “Tell me more about that,” can encourage team members to dig deeper into their thoughts and ideas, fostering a richer dialogue. These types of questions help keep the conversation focused on outcomes, ensuring that the group is moving forward in a meaningful way.

Effective facilitators understand that leadership is not just about having all the answers. It’s about knowing which questions will help the team discover those answers together. By mastering the art of asking the right questions, you can help your team navigate challenges more effectively, explore new ideas, and ultimately achieve their goals.

Fueling Innovation Through Strategic Questioning

In many cases, asking the right question can be more powerful than providing the right answer. Questions fuel curiosity, challenge the status quo, and open up pathways to innovation. By encouraging your team to think beyond the obvious and explore new possibilities, you foster a culture of continuous learning and growth.

Consider how a simple question like, “What if we tried a different approach?” can shift a team’s mindset and lead to unexpected solutions. Or how asking, “Why do we do it this way?” can uncover outdated processes that may be hindering progress. These questions serve as catalysts for change, pushing the team to rethink, reimagine, and innovate.

The ability to ask insightful questions is a hallmark of effective leadership. It demonstrates a willingness to explore, learn, and grow alongside your team. By cultivating this skill, you can drive your team toward breakthrough moments that lead to significant progress and innovation, setting the stage for long-term success.

Sparking Meaningful Discussions with the Right Questions

Crafting effective questions is an essential skill in facilitation, especially when you want to spark meaningful discussions within your team. The right question can transform a conversation, encouraging participants to think more deeply, share openly, and engage more fully in the dialogue. Different types of questions serve different purposes—open-ended questions invite exploration, probing questions dig deeper, and reflective questions encourage participants to consider their own experiences and insights.

For instance, asking, “What surprised you about this?” can prompt participants to reflect on their assumptions and explore new perspectives. A question like, “How might we approach this differently?” can stimulate creative problem-solving, leading to new and innovative ideas. These questions are designed not just to gather information but to drive the discussion forward, helping the group to uncover insights and move closer to their goals.

The art of questioning is about more than just getting answers—it’s about guiding the group toward meaningful outcomes. By mastering this skill, facilitators can create an environment where participants feel encouraged to contribute their best ideas, leading to more productive and engaging discussions.

Cultivating Curiosity Through Thoughtful Questioning

Curiosity is a vital leadership quality, and it often begins with asking the right questions. Leaders who prioritize questioning over dictating create an environment where curiosity thrives. This approach encourages team members to explore new ideas, challenge assumptions, and innovate beyond the status quo, leading to more effective and innovative outcomes.

When leaders ask open-ended questions like, “What are we missing?” or “How else could we approach this?” they invite their teams to think creatively and explore all possibilities. This kind of questioning not only stimulates deeper thinking but also signals that every team member’s perspective is valued. It fosters a culture where continuous learning and growth are the norms, driving the team to achieve more innovative and effective results.

By cultivating curiosity through thoughtful questioning, you empower your team to take ownership of their ideas and solutions. This not only leads to better results but also builds a more engaged, motivated, and forward-thinking team. The benefits of fostering curiosity are manifold, from increased innovation to a stronger, more cohesive team dynamic.

Ensuring Every Voice is Heard Through Inclusive Questioning

In team discussions, questions are powerful tools for inclusion. As a facilitator, your role is to ensure that everyone has the opportunity to contribute, and asking the right questions is key to making that happen. Well-placed questions can draw out quieter voices, challenge dominant perspectives, and create a more balanced dialogue.

For example, asking, “Who haven’t we heard from yet?” can gently invite those who might be hesitant to speak up. Similarly, a question like, “What other perspectives should we consider?” encourages the group to think beyond the usual voices and viewpoints. These questions help to create a more inclusive environment where all ideas are valued and explored, leading to richer and more diverse discussions.

Inclusive questioning not only enhances the quality of the discussion but also strengthens the team as a whole. When everyone feels heard and respected, the team becomes more cohesive and collaborative, leading to better outcomes for the group. By ensuring that every voice is heard, you create a more inclusive and dynamic team environment.

The Transformative Impact of Strategic Questioning

Strategic questioning is a powerful tool that can transform the way your team operates. By asking the right questions, you can guide your team toward deeper understanding, foster a culture of curiosity, and ensure that every voice is heard. Whether you’re leading a brainstorming session, navigating a challenging project, or simply trying to drive progress within your team, the questions you ask can make all the difference.

Effective leadership is not about having all the answers; it’s about knowing which questions to ask to help your team discover those answers together. By mastering the art of questioning, you can create an environment where innovation, inclusion, and continuous learning thrive. The impact of this approach can be profound, leading to more engaged and motivated teams, more innovative solutions, and ultimately, greater success for your organization.

FAQ: Common Questions About Using Strategic Questioning in Leadership

Q: How can I start using strategic questioning in my leadership approach?
A: Begin by being more intentional with the questions you ask. Focus on open-ended questions that encourage exploration and discussion, rather than closed questions that limit responses. Practice asking questions that challenge assumptions, stimulate creativity, and invite diverse perspectives.

Q: What are some examples of powerful questions to ask in a team setting?
A: Some powerful questions include, “What haven’t we explored yet?” to encourage new ideas, “How might we approach this differently?” to foster creativity, and “Who haven’t we heard from yet?” to ensure inclusivity. These questions can help guide discussions in a more productive and innovative direction.

Q: How can I ensure that quieter team members feel comfortable contributing to discussions?
A: Use inclusive questioning techniques, such as directly inviting input from quieter members by asking, “What are your thoughts on this?” or “Is there anything you would like to add?” This helps create a safe space where everyone feels valued and respected, leading to a more balanced and inclusive dialogue.

Q: How can I measure the impact of using strategic questioning within my team?
A: You can gauge the impact by observing changes in team dynamics, such as increased participation, more innovative ideas, and a greater sense of ownership among team members. Additionally, track the outcomes of discussions where strategic questioning was applied—whether they led to more effective solutions, smoother project progression, or higher levels of team satisfaction.

Q: What should I do if my team is resistant to open-ended questioning?
A: If your team is hesitant or resistant, start with simpler, less challenging questions to build comfort. Gradually introduce more open-ended and probing questions as the team becomes accustomed to this style of discussion. It’s also important to create a supportive environment where all ideas are welcomed and no one feels judged, which can help reduce resistance and encourage more open dialogue.

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I’ve spent most of my career in management consulting, where meetings are your bread and butter. For years, my main focus was running efficient, structured meetings. In consulting, especially project management, you live and die by meetings—one after another. It was always about getting in, hitting the agenda, and getting out. No time wasted. But after a decade of doing this, I started asking myself, Is this it?

Things began to shift for me when I realized I could bring more of myself into my work. I’ve always been a bit of a jokester and love making people feel comfortable. So, I started to experiment with bringing that personality into my meetings. I distinctly remember working on a project for a global staffing firm where I was tasked with running a series of strategy meetings with the C-suite. Here I was, about to lead a room full of powerful executives—the CEO, CIO, and every other “C” in the book. That should have been intimidating, right? Instead, I thought, Let’s make this fun. So, I did something different: I threw in some dad jokes, added music during breaks, and even sent out emails with GIFs to lighten the mood.

At first, I was nervous about how it would be received. But the feedback? It was phenomenal. The CEO himself told me, “I actually look forward to your meetings, Renita.” That moment changed everything for me. I realized that facilitation wasn’t just about running efficient meetings—it was about making them engaging and human. It was about connection. That was the beginning of my journey toward becoming a facilitator.

But it wasn’t just about jokes. Around that time, I also started to question how I could bring more authenticity into my professional life. There was one moment, in particular, that stands out. I had been contemplating wearing braids to work but kept hesitating. I was genuinely worried—What will they think? Will I be judged for not looking “corporate” enough? It seems small, but it was huge for me. Eventually, I said, “This is who I am,” and I wore my braids to work. No one batted an eye, but for me, it was a pivotal moment in my journey toward authenticity. I realized I could bring my full self to work and still be respected for my skills and expertise.

Realizing the Power of Facilitation

That breakthrough with the C-suite meetings was the first time I really saw the impact of being me in the room. It wasn’t just about efficiency; it was about creating an atmosphere where people wanted to show up. That’s when I started paying more attention to facilitation as a skill. I kept getting great feedback from clients and my colleagues. People would specifically ask for me to lead workshops or meetings, saying things like, “Renita knows how to keep things moving and keep people engaged.” At first, I thought it was just a natural extension of being a good consultant, but then I wondered, Is there more to this?

That’s when I approached my mentor, Lisa, with a question: “Is facilitation an actual skill? Or am I just making meetings more fun?” Lisa confirmed what I hadn’t yet fully realized—facilitation is absolutely a skill, and not everyone can do it well. She told me, “You’ve got something special, Renita. Not everyone can hold a room like you can.”

I’d always been someone who loved learning, so naturally, I began researching. My Google searches led me down a rabbit hole of facilitation programs, and that’s when I discovered Voltage Control. It was like everything aligned. I didn’t just want to be the person who could make meetings fun—I wanted to master the tools and techniques to take my facilitation to the next level. Voltage Control wasn’t just offering a certification; they understood the deeper human elements of facilitation. They blended psychology, storytelling, and structure, and I knew right away that this was the path I wanted to follow.

The Right Fit

When I found Voltage Control, it was like the stars aligned. I’ve always been a sucker for certifications—so much so that my friends once had to stage an intervention! They were like, “Renita, you don’t need another certification!” But for me, certifications aren’t just about getting a piece of paper—they’re about sharpening my skills and staying marketable. So when I came across Voltage Control, it wasn’t a matter of if I was going to sign up—it was when.

What sealed the deal for me was Voltage Control’s focus on the human side of facilitation. I had come across other programs, but they felt dry and mechanical. Voltage Control, on the other hand, infused personality, creativity, and psychology into everything. They understood that facilitation wasn’t just about setting up agendas and sticking to timelines. It was about connecting with people, understanding group dynamics, and creating an environment where real work could happen. I saw it as a natural extension of what I was already doing, but with the added structure and depth I craved.

I signed up immediately, knowing this was going to be more than just another certification. It was a step toward becoming the kind of facilitator I wanted to be—someone who could blend strategy with humanity.

Learning, Laughing, and Leveling Up

The Voltage Control certification didn’t just meet my expectations—it exceeded them. From day one, I felt like I was part of something special. The cohort was full of people from different backgrounds, and we all had something unique to bring to the table. The diversity of perspectives made every session richer. I remember thinking, “I’m in the right place.” The opening and closing ceremonies, icebreakers, and activities weren’t just fun—they were tools I immediately started incorporating into my own sessions.

One of the most valuable parts of the program for me was working on my portfolio. It forced me to really think about the kind of facilitator I wanted to be. I included projects like a racial equity series and a corporate strategy workshop. As I reflected on those experiences, I realized how facilitation could cross boundaries—from business process design to social justice work. I started to see that facilitation wasn’t just a tool—it was a mindset. The portfolio helped me refine my approach and define my philosophy as a facilitator.

One of the standout moments during the program was learning how to use Mural. I’d never seen anything like it, and it completely changed how I ran workshops. I began integrating Mural into my sessions, creating interactive, engaging canvases that clients loved. After the certification, I became known for my ability to bring structure and creativity into virtual spaces, and that set me apart in a big way.

New Skills, New Impact

The skills I gained from the certification immediately transformed how I worked. Facilitation became a dedicated part of my business, not just something I did casually. Clients began to trust me with more high-stakes projects, like a two-day leadership retreat for the Girl Scouts of Tarrant County. We flew out to New York, and they let me design and run the entire offsite. That’s when I knew this wasn’t just something I did on the side—it was a core part of my value as a consultant and leader.

What surprised me most was how facilitation became a business development tool. I wasn’t the person who was great at cold calls or coffee meetings, but I realized that workshops could do the selling for me. By helping clients solve real problems during these sessions, I was showing my value before they even hired me for bigger projects. It was a subtle, but powerful shift in how I approached my work.

Facilitation didn’t just change my business; it changed my approach to leadership. I began designing leadership programs with facilitation as the backbone. This past summer, I landed a contract to develop a year-long women’s leadership program for a local utility company. We sold the program based on our ability to create engaging, transformative experiences, not just deliver content. Facilitation became the cornerstone of everything I was building.

Building a Legacy of Facilitators

Looking forward, I see facilitation continuing to grow as a core part of my business. My vision is to build a team of facilitators who share my passion for bringing humanity and creativity back into meetings. I want to be the go-to resource in Dallas, especially for nonprofits and organizations that need productive, engaging sessions. Too often, I hear people say, “We had a retreat, but nothing got done.” That’s a waste of time and money, and I know we can do better.

I want to create a network of facilitators who share my values—people who understand that meetings can be fun, engaging, and still get real results. My goal is to build a bench of experts who can step in and transform any offsite, strategy session, or leadership retreat into a meaningful experience. We’re not just running meetings; we’re creating moments that matter.

Facilitation has become one of the most important skills in my toolkit, and it’s a game-changer for anyone who leads teams or brings people together to solve problems. If you’re thinking about stepping up your facilitation skills, I can’t recommend the Voltage Control certification enough. It’s more than just learning how to run meetings—it’s about transforming how you lead and engage with people. Take the leap; it’s worth it.

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