Monthly Archives: July 2013

Facilitation Training for Public Leaders

The Facilitation Leadership Paradigm

Sustained organizational change happens through the ongoing collaboration of leadership and their constituents.  But facilitating such collaboration is a skill few leaders possess; most are content experts who have risen to management positions (e.g. teachers becoming principals).  CCR’s facilitation leadership training helps public-facing professionals engage staff and community stakeholders in processes that drive change while building the culture of collaboration essential to sustain it.

Performance Training

While traditional training provides isolated learning that is seen as the end product, CCR’s performance training helps participants transfer learning directly to their work.  Participants first identify their performance needs and the real challenges through which learning can be applied and measured.  Over time, these applications animate the structured training, personalized coaching, and peer-to-peer debriefing that form the backbone of the learning process.  Most importantly, by collaborating to deliver the training, leaders learn to empower team-driven change, participants become responsible for their own improvement, and both begin to model the culture necessary for any change.

Training as Culture Change A collaborative culture is the foundation of sustained organizational learning and change.  CCR’s facilitation leadership training can help build that culture by bringing leaders and their constituents together to collaboratively:

  1. Implement a pre-determined, organization-wide change initiative;
  2. Create a new, organization-wide effort;
  3. Learn facilitation skills that participants apply to their specific unit-level challenges.

Regardless of the context, participants will learn and experience the art and science of working together—leadership skills that can be applied to any collective effort. 

Process Outline

Training design

  1. Interview team members to map team culture, organizational obstacles, and performance baselines;
  2. Form a diverse participant “design team” to review baselines and build training possibilities;
  3. Facilitate whole-team meetings to adjust training outputs/outcomes and build team ownership;
  4. Address and heal team culture as needed before beginning structured training modules;­­­­­­­­

Iterative learning

  1. Conduct structured training—usually quarterly—to convey key principles and frame coaching process;
  2. Ongoing coaching of participants to apply training principles to real-time meeting design and facilitation;
  3. Facilitate a community-of-practice to inspire co-learning, review training program, and sustain change.

Quarterly Training Modules

  1. The facilitation leadership paradigm; human skills identification and development
  2. Meeting preparation one: the design team, deep purposes, harvest and action planning
  3. Meeting preparation two: agenda planning—time, space, engagement, group-reflection
  4. Stand-up skills: managing individual emotions, group dynamics, and creative content

Contact jeffreystec@gmail.com to discuss how facilitation leadership can immediately impact your work.  Using our action learning model, we will tailor your training to help you achieve a specific goal or problem.