Workshop Facilitation Skills
Building better teams!
Building better teams!
Workshop facilitation skills are needed to add essential process steps to the content of meetings and workshops. Help your teams gain the most from their knowledge and skills, and to achieve agreed outcomes, by developing your own facilitation skills.
This article is part of our short series on structured facilitation approaches. It’s based on the idea that structured facilitation can be categorised into three strands relating to content, process and skills:
In this article we will concentrate on the third of these: Skills for effective workshop facilitation. Here we discuss the three kinds of workshop facilitation skills you’ll need, in order to deliver better workshops:
These are your ability to manage the training or workshop situation. Ensure you have planned the session out, thinking about what you want to achieve, and how you intend to structure your session to achieve it. Then when delivering the session, you need to stay focused on keeping the audience focused. Here are some things to think about and practice. Make sure:
Inter-personal skills are essential for effectively developing self-awareness, awareness of others and awareness of the group dynamics.
Many of these skills are used in other leadership and management activities, such as coaching or mentoring. Think about how effective you are in each of these areas:
Effective structured facilitation is also reliant on some of your own personal skills and characteristics. When facilitating meetings, it’s important to think about your own:
Of course, whilst it’s important to be self-aware, don’t forget to think about how others may perceive your personal characteristics. Think about the extent to which any of these might affect your ability to facilitate or manage? What can you do to address any issues or possible shortcomings?
Effective workshop facilitation requires a wide range of skills. These include the ability to focus on how meetings/workshops are progressing, blended with your own inter-personal skills, and your personal characteristics. Combining these skills is not easy to do. It requires that skills are recognised, assessed and developed, firstly by building your knowledge base, then by getting plenty of practice.
To be effective requires a combination of focus skills, process skills and your own personal skills and characteristics. Remember though, there’s little point relying on your personal skills unless you’re clear about both the content of the meeting and of the process for facilitating it. Being sure of these makes it much easier for you to focus on using your skills to get the best from everybody at the meeting.
If you want to get better at leading team development, this article is a good place to start. But if you want to take your team leadership to the next level, here is a great set of tools to get you on your way.
For example, you might want to facilitate a meeting which encourages your team to build a shared understanding of what teamwork means in your specific context. That is, what it means to your team and more widely, to your organisation.
To do this though, words are often not enough. Building teamwork is also about what you do, starting with that shared understanding of teamwork, and agreeing together what you value.
That’s exactly what our “teamwork definition” tool is designed to do. You’ll find this tool, plus a wealth of other resources for team leaders in our colossal Team Building Bundle.
Containing 240 pages and 50 tools, these are the 8 key guides we recommend to help you do more than define teamwork, build it!
We’ve used [the guides] as support tools for learners on our talent management programmes which has saved me a lot of time and a lot of money. I’d definitely recommend them.
Try our great value e-guides