Purpose and Objectives:

This programme is run over two days, with the potential for add-on modules that help to create a context for ongoing learning, mentoring and coaching. It focuses on the transition from manager/leader to facilitator/collaborator and servant/partner. It is a practical and effective programme to transform leaders into skilled facilitators and mentors. The true foundation of leadership is not power but genuine authority, born out of the deliberate practice of transformative disciplines.

The programme is a good balance of leadership perspectives and facilitation processes designed to:

  • Explore the invisible components of leadership and what it takes to be a true role model in the work and community context.
  • Give leaders tools and processes to manage their own lives and work successfully with colleagues.
  • Provide a safe context for leaders to share their personal organisational dynamics and dilemmas.
  • Provide an opportunity for leaders to take responsibility for their ongoing learning.
  • Help clarify the work that needs to be done.
  • Improve group dynamics to increase productivity.
  • Create the changes they want.

In the Leaders as Facilitators course we focus on four main aspects: task, self, group and process.

Naming the task and assisting a group to accomplish it is the single most important thing a leader/facilitator does. This helps groups to be clear about the work they are trying to do.

The self is the most powerful tool that a leader/facilitator can bring into a situation. Leaders who function as facilitators must know themselves and the impact they have on their team/group. It is essential that leaders do the work of personal transformation if they truly want to inspire their colleagues and make a difference.

Much of what happens in groups is predictable. It is essential for leaders and facilitators to understand group dynamics if they are to help people work more effectively. There are different phases a group goes through (the “polite” phase or the “breakdown” phase, for example). There are also different personality types (“thinking” and “feeling” types, extroverts, introverts and so on), which can make a substantial impact on the complexity of the group if they are not understood.

The fourth and final element of the facilitation model is process. Leaders/facilitators use their knowledge of task, self, and group to decide which facilitation process to use with the group. The process is a set of actions and tools, an exercise or an intervention that helps a group progress towards its goals.

Who should Attend?

Senior and middle management, team leaders, supervisors department heads and professional staff

Duration, Cost and Venue:

2 Full Days, Cost and Venue to be discussed.

Sample of Course content:

  • Building relationships, trust and conversational competence
  • The four ways we exist in language
  • The co-ordination of action and the promise cycle
  • Comparing the roles of leader, manager and facilitator
  • Emotional leadership and management
  • Facilitation model: The difference between task, self, group and process
  • Generating the“field” in which change takes place
  • Understanding values, beliefs and the behaviours of a leader/facilitator
  • The creative process: managing stages of change
  • Evaluating forces for change and forces for stability
  • Team dynamics: forming, storming, norming and performing
  • Chance teams, false teams, emerging teams, peak performing teams
  • Problem solving process
  • Conflict resolution process
  • Consensus decision making process
  • Conversational types and options
  • Sample contract between group and facilitator
  • Facilitative questioning techniques
  • Process for facilitating goal setting
  • Process for facilitating the definition of roles
  • Process for facilitating development of a purpose statement
  • Advocacy and inquiry coaching questions
  • Running successful meetings
  • The role of the challenger, supporter, observer and mover
  • A closer look at assumptions and interpretations
  • Team development curve
  • Overlapping systems
  • Harnessing collective thinking