- Each family that's invited can bring their relatives along, as long as they bring enough leftovers to feed them!
- I provide tables for the food, plates and cutlery and I cook baked potatoes to accompany them.
- When people arrive they put out their offerings and everyone shares what they have brought to the party.
- Each person places £10 into a sweepstake for the race.
- Each person then bets on one horse per race and gets three points for first place, two points for second and one point for third.
- The races are televised, so, in between eating and drinking, we watch the races. It's very noisy as people really get into supporting the horses they bet on.
- At the end of the race meet we tot up the scores and award prizes.
- This year we reached a new level of self-organisation – one of my friends created an app! Everyone placed their bets from their phones before they arrived, or on arrival, and the scores popped up on the app as the day unfolded.
- a common purpose – to have a good time
- a leader who is willing to let go of control – I am always happy to eat drink and be merry!
- ways of working, including decision making, that are understood by all – in the rules of the betting and the roles everyone takes
- an effective induction and integration of new people. I love the way that each year the core partygoers explain the format to the newcomers.
- the space for people to take the initiative and improve the system – the app!
So, what's the answer?...A key step, when a group decide to come together, is to get really clear on what level of collaboration is needed, and therefore how much trust is needed in the group. For example if a group come together to just share ideas, and don't need to converge on decisions together, then lower levels of trust are fine for this quality of work, and therefore it is possible to get away with less attention to group development. However, if a group are going to be involved in making strategic decisions and driving action, then higher levels of trust are needed, and more attention needs to be invested in getting the group through the stages of group development, so that they can collaborate effectively. If a group are going to be involved in effecting change, then real attention needs to be given to developing high performance in the group, otherwise their group dynamic is likely to prevent them being able to effect any shifts in the organisation.
What is group development?There are many models for group development. Probably the most well-known in the business world is the Tuckman model - Forming, Storming, Norming, Performing and Adjourning. However, regardless of the theoretical lens you use to look at a group, at the heart is a focus on the human system, in service of the results they need to achieve. In organisations these days groups of people are often thrown together and expected to collaborate, as if the magic of the whole becoming greater than the sum of the parts will happen automatically. The downside I see of the virtual space is that it seems to focus attention on the work flow, without considering the human flow, and this means that many groups are not getting the results they could when working remotely.
Supporting group development - start with small things?Considering the human dynamic in any work done in groups is important and small things can make a big difference. For example, whenever I work with a group I will take time to check-in and check-out of the work. This doesn't need to take long - in our team calls each week we just go around each person asking for one thing that 'sucks' and one thing that 'rocks' ; yesterday we did a check-in and check-out that involved each person sharing one word about how they were feeling. For many groups this can feel counter-cultural at the start, but the huge benefit of check-ins is that they give a sense of how each person is before launching into the work. Check-outs help us understand what people are taking away from a session, rather than assuming. We are all human, not robots, and therefore the things happening within the context of our lives affect how we think and feel about things. Being transparent about what is going on for us is the first step towards building trust and respect in a group, and is particularly important in virtual working where we don't have some of the visual cues about what might be going on. So, next time you connect in a virtual meeting, take time to consider the humans on the other side of the screens. What could you be doing to foster greater trust and inclusion in the way you work?
Creating a mutual relationship with outsourced suppliersThere has been a theme in the conversations I have had this week. The theme is about customers, outsourced suppliers and how we go about buying services into organisations. This has got me thinking about the the paradigms and pitfalls of B2B services buying that I have experienced as both customer and supplier. Organisations place a big emphasis on the management of suppliers of raw goods and products. There is a clear link between these tangible suppliers and a company’s ability to deliver. However, I think there is a lot more ambiguity in the area of services buying and I see the need to shift, as organisations evolve into new ways of working. (more…)
Maybe you can drive my carI learnt to drive when I was 17 (yes, a very distant memory!). Up to this point in my life I had a great deal of experience of being driven, by my parents, by friend’s parents, in the school bus, etc. However, at no point did anyone suggest I might just get in a car and give it a go, without some expert supervision. Let alone would they have suggested that I drive other people. When I started to learn to drive, with the support of a driving instructor, I became very aware of some things that I had been unaware of when I was being driven. For example, I had to consciously remember to ‘mirror, signal, manoeuvre’. By the time I passed my driving test, I had practiced driving enough times that I could drive safely, but I was still very conscious of what I needed to remember each time I got in a car. I had to be aware to 'mirror, signal, manoeuvre'. After a decade of driving I could drive safely without having to over think it. The ‘mirror, signal, manoeuvre’ mantra came to me like second nature. Anyone who was a passenger in my car would not have necessarily noticed what I was doing. Even so, I would not have considered myself a Lewis Hamilton, currently the #1 Formula One driver in the world. If I had wanted to take my driving to another level I would have needed to substantially develop my driving skills before launching onto the track! So, bear with me. Becoming a highly competent meeting facilitator is like becoming a highly competent driver. You wouldn’t launch yourself or your colleagues onto a track to compete with Hamilton without a great deal of training. So, here are the points I am making with relation to facilitation:
- Good facilitation is invisible to the untrained eye but is felt in the smoothness of the experience – much like driving with a competent driver.
- It takes expert support to develop facilitation capability – whether that’s training, coaching, or co-facilitation with an expert facilitator.
- To reach an expert level in facilitation takes years of practice and ongoing development to achieve the capability needed to use innovative tools, without endangering the group.
Have a test drive but learn your limitationsSo, by all means, I would encourage anyone wanting to have a go at facilitating to jump in and test your skills and comfort. And it is important to recognise where you are on your journey and to understand that, without external intervention, we all have blind spots! Training, coaching and expert assistance is vitally important in learning to drive. Learning to facilitate well is equally important. The facilitators journey is one of acknowledging limitations and gaining insights into how to 'drive that car'.
An inspiring and creative approach to optimizing the outcome of every meeting.Meeting Magic has decades of experience in supporting the development of facilitation capability for managers, leaders, project managers, change agents, and consultants in all sectors and in all levels of businesses. We know how to train people in a pragmatic way that enables application at whatever your level, whether beginner, intermediate or advanced. We can support your development through coaching, training, co-facilitating, modelling best practices and presentations about the impact facilitation can have.
An invaluable tool to help you succeed in business, whether as a formal facilitator or someone who wants to get things done properly.Our next advanced facilitation open training course is the 11th and 12th of November. We offer in-house, bespoke/custom training in facilitative leadership, team development, taking vision to action, and virtual meeting facilitation. Give us a call at +44 (0)1628 471 114 to chat about which workshop works for developing your driving skills or might support your group's learning. If you complete the contact form, telling us about your learning goals, we will get back to you as quickly as we can.
A fantastic set of inspirational facilitators and trainers who bring a wealth of knowledge and expertise to deliver a truly great course.
- Collaborative Leadership: supporting management and directors who understand that harnessing group working creates a stronger, more focused organisation with rewards for all stakeholders.
- Vision to Action: our unique formats for creating vision and understanding how to take the vision off the shelf and into committed action.
- Team Performance: an in-depth exploration of how to sustain trust, commitment and momentum in groups of all types and in all sectors of an organisation.
Authored by Fiona Stratford, Meeting Magic Facilitator[caption id="attachment_2002" align="alignright" width="296"] Understanding the costs of meetings helps clarify why meeting facilitation can add value to organisations.[/caption]
Wow, really???!! I heard some statistics today that got me thinking–managers within businesses spend between 50% and 75% of their time in meetings, with the higher percentage relating to more senior managers and directors.This is interesting in itself but the scary bit is that of those meetings some 42% result in NO action.
So the accountant in me just had to work out some costs relating to this. (more…)
- Too many meetings – too slow to act
- Unproductive meetings – nothing happens
- Fragmented working – leading to inefficiencies and missed opportunities
- Efficiencies brought about by sharing
- Harnessing people power to resolve difficult business problems
- Ability to deliver short term results and alignment to long term strategy
- Balancing local and global needs