Here's how you can navigate the potential consequences of lacking assertiveness in a facilitation role.

Vor der Moderation reflektiere ich meine Gefühlslage: Wie nerv?s bin ich? Fühle ich mich sicher im Thema? Bin ich sicher im Thema? Habe ich eine Strategie für Einw?nde? Sicherheit spiegelt sich in meiner K?rpersprache wieder und strahlt Selbstbewusstsein aus. Unruhe in der Gruppe kann auf unklare Zielformulierung oder fehlende Struktur hinweisen. Teilnehmer, die sich profilieren wollen, sollten nicht zu Diskussionen ermutigt werden. Stattdessen fokussiere ich auf Interessierte, die noch nicht viel Wissen haben, um die Gruppe respektvoll zu halten. Eigene Erfahrungen ziehen Zuh?rer in den Bann und bieten Gelegenheit zum Austausch. Mit diesen Methoden kann ich mein Durchsetzungsverm?gen st?rken und eine produktive Atmosph?re schaffen.

Being a victim of acclimatized habits - I'm an introvert with a strong analytical mind; I don't always voice an opinion in a group. I need 2 things: data / evidence and a unique point to make before adding to the discussion. Over time, I've acclimatized into being too passive or overthinking while in a conversation with 2 or more people. It's frustrating on both ends - me hearing it and people feeling it. These signs, we need to catch ourselves early on and act on them, to prevent these habits from forming. They'll make us either too quiet or distracted by too many thoughts in the long run. It helps to think that people like me have important things to say too: so keep trying or, in the least, keep the discussion on topic.

There are times a discussion leaves the room. People end up saying things so out of pocket or with such strong intent to disrupt / disprove a point that there's nothing else to build towards. Unfruitful sessions happen. To prevent wasted time, it's best to keep everyone on point with what they bring to the table and what the initial conversation was about. Setting boundaries can take the form of written agendas and/or reports sent out prior to the meet. It can also take the form of initiative to counter unjustified nonsense - just, do it respectfully, never forgetting to read the room. In addition, boundaries should come from a place of empathy. If it isn't built by consensus, there is going to be little respect for them.

I've found that rehearsing what I would say in setting the context for the workshop and activity helps me feel comfortable and confident. As an extra boost, I actively imagine what is happening in the room as I rehearse giving instructions.

It's now such a hackneyed word, but confidence is still a very important sense of being. I personally like to think of it as a lack of fear - a sense of not withholding yourself from performing at your best. And it's through practice (as Mr Pedram Parasmand eloquently describes) or in safe settings with people you trust that we get to remove this sense of limiting belief. In it's place, we promote initiative and creative improvisation - an injection of possibilities and opportunity to build on. Setting the habits that unlock more effective thinking and collaboration in daily practice at our jobs or life in general.

1. Program preparation can boost confidence and assertiveness. Create and follow the program lesson plan 2. Build Checklists for each module, program, activities and training material to ensure complete program delivery preparation 3. Additional program research which includes stories, activities, statistics, casestudies that contribute to the topic make room for learners to relate when shared effectively 4. Gamifying the learning session also increases the audience engagement. I usually create 4 teams and clarify the rules for a successful learning experience while setting expectations. 5. Group discussions for ILT & Breakout rooms for VILT are great tools for the participants to voice themselves and share their insights with each other

Addressing challenges is so much easier when you have a clear working agreement (culture/designed alliance), and the best way I do this is to reflect on what I'm noticing. "I'm noticing that people are checking their phones"

If someone has said something truly ignorant or demeaning, it's important to the group for you to model how to respectfully cut that short. Start by finding one tiny thing to validate: "I appreciate that you're making I-statements," or "I hear that you have strong feelings about this." Then remind them of your working agreements. Try a clarifying question and see if you can reframe their thought paradigm: "What bothers you the most about __? Have you considered __?" If this doesn't work or further inflames them, tell them that the group needs to move on and offer to talk with them 1:1 at the next break. Don't let them use the opportunity to grandstand in front of everyone.

Even if you're not the facilitator, if someone shows up in an oppositional way you can provide an alternate perspective. Once in an online business diversity course a White male participant told the full group that he thought that diversity of thought was the key, and that noticing human differences like race or gender was "racist." The White female instructor didn't say anything. Everyone seemed to be waiting for the lone Black participant to speak up. I spoke up to agree that diversity of thought was important, noting the research backing this up. Then I asked if he supposed that people with different lived racial experience might have diverse thoughts. He spewed a tirade, but I stayed calm and the rest of the participants saw my point.