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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

Take 2Focus on

Results,

Process, & Relationship

Scenarios

AnalyzeAlternatives?Role Play

Freeze/SwitchDiscuss