How can you engage meeting participants who are not invested? This is a common challenge for facilitators who want to create productive and collaborative sessions. In this article, you will learn some practical tips and techniques to increase the involvement and interest of your attendees, even if they are reluctant, distracted, or bored.
Before you design and deliver your meeting, you need to understand who your participants are, what they expect, and what motivates them. You can do this by conducting a pre-meeting survey, interviewing key stakeholders, or reviewing relevant data and feedback. This will help you tailor your agenda, content, and activities to suit their needs, preferences, and goals. You will also be able to anticipate and address any potential barriers or objections that might hinder their engagement.
Create a psychologically safe space where people feel free to engage without any fear and without any trepidation. Engagement should be natural and not forced. Attention to body language is also important- people show up when they feel safe.
Having an understanding of the delegates that will attend the session give a facilitator the opportunity to 'step in their shoes' beforehand and identify potential barriers to the learning or their participation. One of the several facilitator skills is to detect if delegates come to the session with any blockers and either pre-empt them or elicit them from the group and discuss them.
At the start of your meeting, you should communicate the purpose, outcomes, and benefits of the session to your participants. You should also explain how they can contribute, what they can expect from you and each other, and what norms and guidelines you will follow. This will help you establish a common vision, create a positive and respectful atmosphere, and set the tone for the meeting. You should also invite your participants to share their expectations, questions, and concerns, and address them accordingly.
Setting clear objectives and expectations from the beginning is a great way to focus the session. Whenever someone strays away from the objective, remind them of the objectives you agreed upon in the beginning. It's a simple but effective tactic to keep the discussion on course.
Contracting with the group is essential so everyone knows that the session/ discussion is about. Delegates may still show up with a different expectation of what to get of the sessions so if it's relevant the facilitator can ask what objectives delegates have, before making clear the agenda of the meeting. If any delegates objectives are 'out of scope' they can be acknowledged and cleared straight away.
One of the best ways to engage your participants is to use interactive methods and tools that stimulate their interest, curiosity, and creativity. You can use a variety of techniques, such as brainstorming, polling, breakout rooms, games, quizzes, stories, and scenarios, to make your meeting more dynamic, fun, and meaningful. You can also use online platforms, such as Zoom, Miro, or Mentimeter, to facilitate collaboration, feedback, and participation. You should choose the methods and tools that match your objectives, audience, and context, and use them appropriately and effectively.
Another way to engage your participants is to provide them with feedback and recognition throughout the meeting. You should acknowledge their contributions, opinions, and ideas, and show appreciation and gratitude for their involvement. You should also give them constructive feedback on their performance, progress, and challenges, and offer support and guidance when needed. You should also encourage your participants to give feedback to you and each other, and create a culture of learning and improvement.
As a facilitator, you should monitor and adapt to the situation during the meeting, and respond to the signals and cues of your participants. You should pay attention to their verbal and non-verbal communication, such as their tone, body language, and facial expressions, and check their level of engagement, understanding, and satisfaction. You should also ask open-ended questions, solicit feedback, and conduct polls or surveys to gauge their reactions and opinions. If you notice any signs of disengagement, such as silence, distraction, or resistance, you should intervene and adjust your approach accordingly.
It is more of a dance that a facilitator has to do while engaging with an audience that is not engaging. I recently facilitated various cohorts of Government officials and in the beginning, they were super resistant to participate. A few things can be tried as per facilitator's discretion: a) Let the steam out - Create a safe listening space for participants to let out their resistance, questions, and frustrations behind the disengagement b) Honour different senses - Each participant learns in a different way, some are good listeners, some doers, some provoke and some don't engage at all. Designing keeping different learning styles works c) Provoke/Inspire: Put forward questions and follow-ups that instigate the thoughts of participants.
The engagement of your participants does not end when the meeting is over. You should follow up and follow through with them after the session, and maintain the connection and momentum. You should send them a summary of the meeting, including the key points, outcomes, and action items, and ask them to evaluate the session and share their feedback and suggestions. You should also follow up on their progress, challenges, and achievements, and provide them with additional resources, support, and recognition. You should also celebrate the results and impact of the meeting, and acknowledge the role of your participants.
My first thought to that question is, do you have the right people in the meeting to begin with? The work needs to start BEFORE the meeting. 1. Select the Right Participants: Invite only those who are directly impacted by the meeting's topic or those who can significantly contribute. Overcrowding a meeting with irrelevant attendees only serves to dilute its effectiveness. 2. Engage potential attendees prior to the meeting: Reach out to potential attendees BEFORE the meeting. Clearly articulate the purpose; how the meeting aligns with their interests/goals (WIIFY); why their input or presence is essential; ask for their input on the agenda so they feel valued and more invested in the outcomes.