facilitative leadership
Post on 16-Jul-2015
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Introduce the concepts of Facilitative Leadership with an
opportunity to do some self reflection.
Expand your framework for understanding your own and others’
leadership potential, allowing you to reflect on your own
strengths and growing edges.
Utilize scenarios that you have collectively encountered and give
you a chance to Take 2 and develop new strategies & solutions.
Ariane Hoy - ahoy@bonner.org
Nefisah Sallim- nsallim@bonner.org
Facilitative Leadership
Lead • er
a person who has
commanding
authority or influence
Fa • cil • i • tate
to make easier
Facilitative Leaders empower others to work together to
achieve common goals. They make it easier for people to:
• Contribute their ideas and expertise
• Speak up when they have problems
• Work with others
• Make and implement decisions
• Achieve high-quality results
What Facilitative Leaders Do
Coach
Guides others
towards improved
performance, self-
awareness, and full
potential
Team Leader
Manages the process
by which a team
accomplishes its goals
and tasks
Change Agent
Encourages
continuous
improvement of the
organization and
systems
Quick Inventory
Coach
Guides others towards improved performance, self-awareness, and full potential
Team Leader
Manages the process by which a team accomplishes its goals and tasks
Change Agent
Encourages continuous improvement of the organization and systems
My Qualities My Strengths My Challenges
Eight Practices
Celebrate Accomplishment
Team Leader
Share an Inspiring Vision
Focus on
Results,
Process, & Relationship
Seek
Maximum
Appropriate
Involvement
Model Actions that Facilitate Collaboration
Design
Pathways
to
Action
Bring
Out the
Best in
Others
Build
the
Clock
Change Agent
Coach
Share an Inspiring VisionCreate and community an image of the
future and get others engaged in its pursuit. Keep the mission out front.
Focus on Results, Process, Relationships
Build a framework for performance and satisfaction that balances what gets done, the way it happens, and how
people treat each other.
Seek Maximum Appropriate Involvement
Leverage the talent & interests of others around you by including them appropriately in the decision-making process. Work to increase trust and commitment through engagement.
Model Actions that Facilitate Collaboration
Encourage diversity of opinion and honor individual perspectives. Help
team members stay focused on task at hand through modeling.
Design Pathways to ActionGuid others in planning how to solve problems and realize opportunities. Help people see alternatives when
implementing a plan. Provide a roadmap.
Bring Out the Best in OthersCoach individuals to do their best.
Listen as an ally. Support the expression of others’ ideas and
aspirations. Seek out the best in oneself. Work to overcome obstacles.
Celebrate AccomplishmentSeize the moment to celebrate small successes. Acknowledge individuals
and teams for their contributions. Provide authentic praise.
Build the ClockBuild systems, talent, and structures so
that the work can continue (perhaps even better) when you are gone.
Nurture new leadership.
Personal Development PlanWhere I’m strongest...
Where I need to grow...
Take 2: Balancing Results, Process, & Relationships
We got the job done!
Focus on
Results,
Process, & Relationship
But things were confusing from the beginning...
...and people didn’t really listen
to me.
Take 2Results
Focus on
Results,
Process, & Relationship
RelationshipsDo team members/
colleagues feel supported?Do team members/
colleagues feel valued?Do I trust others and feel
valued?
ProcessWas the process
inclusive?Was the process clear/
transparent?Is/was the process
appropriate to the task and context?
Were the results high-quality?Did it get done on time?
Was your organization/those involved satisfied?
Take 2Focus on
Results,
Process, & Relationship
Scenarios
AnalyzePrepareRole Play
Freeze/SwitchDiscuss
Take 2: Seek Maximum Appropriate Involvement
Level of involvement
Seek
Maximum
Appropriate
Involvement
Time and Other Constraints
Decide & announce
Gather input from individuals & decide
Gather input from team & decide
UseConsensus
Delegate decision with constraints
Approach Advantages/Uses Disadvantages/Misuses Keys to Success
Delegate decision with
constraints
• Frees leader up for other work.• Minimizes underming of the
decision.• Develops leadership capacity
• Team may not have the skills, experience, or perspective to make informed decision.
• May take more time.• Team may take on extraneous issues
(drift).
• Explain how people will be involved.• Explain rationale and constraints (i.e., time, costs).• Build in milestones for process and content
checks.• Be available for questions.
UseConsensus
• Educates through active participation.
• High level of support for decision.• Implementation can be quicker, due
to higher buy-in.
• May take more time, demand better facilitation.
• Team members may not have collaborative skills to agree.
• People may interpret leader’s choice of consensus as weakness.
• Explain what consensus means in the given situation and why you chose this mode.
• Outline contraints, including time and money/resources.
• Identify a fallback level if consensus cannot be reached.
Gather input from
team & decide
• More creative thinking because of group synergy.
• Increased likelihood of well-informed decision.
• People feel included and may be more committed to implement.
• Takes more time; requires some management of process.
• May surface issues or conflicts, at times disruptive.
• If resulting decision is in conflict with input, people may sabotage implementation.
• Explain how people with be involved in decision making and the rationale of the approach.
• Set guidelines for the type of involvement & input.
• Set a time limit for the decision and results.
Gather input from individuals
& decide
• More relevant (differentiated) information for decision.
• Increased likelihood that decision will be carried out.
• Doesn’t require a meeting or involvement of all players.
• Some players may feel arbitrarily excluded or may not feel process was as collaborative.
• If decision is in conflict with input, players may undermine decision or be less likely to implement well.
• Explain how people with be involved in decision making and the rationale of the approach.
• Explain what considerations or criteria you will use to make final decision (especially if input is not all considered equal).
• Be clear about type of input/info you need.
Decide & announce
• Decision can be made quickly and deal with situations requiring urgency or action.
• Leader is in immediate control.• Implementation can begin quickly.
• May not be or may be perceived as ill-informed, lack of process, or unfair.
• Those assigned to carry out may balk at implementation.
• Those affected may harbor resentment.
• Explain the context for the decision (i.e., constraints, factors) and announce the decision itself.
• Explain why you chose this approach.
Levels of Decision Making
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