How do you feel comfortable with a group you know (too) well; and create rapport with a group you don’t (or barely) know (without making it all about ‘you’)?
These strategies might be interesting to explore:
(1) Be really clear about your role as facilitator (see above points about building confidence and contracting). If you are facilitating a group that you know well (potentially your colleagues, partners, peers, etc.) make sure they know what to expect and what not to expect from you as you put on your facilitator hat, as your contribution to the meeting will be quite different to how you would otherwise.
(2) Bring your character and personality to the role, whilst being sensitive to neutrality – for example, avoiding anything that would ally you with some participants and potentially highlight or create a divide between you and others.
(3) Remember that you really don’t need to know all the individuals the group you are facilitating; you just need to know enough about them to make sure that you design an appropriate agenda!
Some facilitators like to study participant lists in advance; others prefer not to look at it at all (finding it less intimidating when you don’t know who’s who).
And you don’t always have the opportunity.
If you would like to get a sense of who is in the room without going person-by-person for introductions, prepare some questions for the intro session and do a mapping exercise giving you and all participants a better sense of who is in the room (e.g. stand if you come from the private sector / NGO / government / region x / have expertize in y / have more than z years experience in this area / have been involved in this process since the start / were on the drafting team / are new to this / etc.)
(4) Whether it’s a group you do or don’t know, explore whether or not the group has already collectively established ‘principles’ or ‘norms’ for working together.
If not, consider designing this norm-setting activity into your event, providing a sound basis for collaboration and opportunity for those with diverse learning styles and cultures to express their behavioural preferences.
Alternatively you can simply ask people how they like to learn and work.
Or in some situations you might consider introducing a diagnostic tool as a basis for launching such a conversation (such as MBTI, Strengths Finder or FIRO-B).
(5) Feature conversations around developing a common language (especially with a group of people you don’t know or that don’t know one another), to ensure that there is shared understanding.
This is not only from the perspective of linguistic difference, but also in terms of diverse use and understanding of words (as seemingly simple words such as ‘report’, ‘operations’, ‘project’ can have very different usage and implications depending on team culture, organizational culture, sector, etc.)
Producing a glossary of often-used terms may protect you from making any blunders, and save the group from much wasted time, energy and potentially even conflict.
(6) Whilst you ought to maintain neutrality on the content of the group work, you can show enthusiasm and emotion (if you judge appropriate) when it comes to the progress group is making on their objectives – both in terms of outputs and soft and hard outcomes.
After all, you want them to succeed with achieving their objectives and so celebrating their success (and yours!) is something most participants will be happy to do with you.
Show confidence in their ability from the outset; check-in with them as you progress.
Ask them how they feel.
Vocalize some of your own observations about their progress.
Make a comment to show you care, such as revealing the concern you had felt for a moment.
You don’t need to turn on the tears or the laughter to bring in emotion.
How (Not) to Have a Terrible Meeting (Norms / Principles / Freedoms)
Cross-Cultural Collision Caused by One Word:
This comment has been removed by a blog administrator.