You’ve been asked to lead a large group. How do you make sure you’re up to the task?

Find the "why" of the group session and introduce the session with the goal in mind, tell a story that exemplifies and builds trust in why you as the leader of the group deserve the attention and clearly state the benefits that this session will bring to the participants in terms of added value and that they will leave the session with an insight. Write the why in large letters on the board and visualize it in a humorous way to get things started.

Thank you! First, I would like the group to understand and interpret the task. The people who are leading the discussions can help lead smaller manageable groups. The new leads will then be tasked with collating responses to how to deliver on the task in their new groups. They will select researchers, ideas people, executors, etc., in each of their groups to perform the necessary roles to plan the task's execution steps, risk and mitigation. The groups will then be paired to exchange their reports and score each other. The two highest-scoring groups present their ideas to the large group to get scoring and take questions. Tasks are then executed using these 2 reports.

Above all, be well prepared when it comes to the central theme of the topic. What was the introduction, what are the three key points that the group recalls and what appeal do you give the group at the end of the session to take with them into the life of the session afterwards? Have this common thread firmly in your mind. Involve the group, get them actively involved in the process through surveys or requests to speak and connect the group with each other through the topic.

Bei der aktiven Miteinbeziehung der Sitzungsteilnehmer habe keine Sorge, dass sich eine Eigendynamik entwickelt. Nimm Du den roten Faden in die Hand. Wenn ein Teilnehmer eine Meldung einbringt, die nicht zur Sitzung passt, dann weise den Teilnehmer darauf hin, dass dies ein wertvoller Beitrag ist, auf den Du gerne zu einem sp?teren Zeitpunkt zurückkommst. Bis dahin hat sich die Diskussion sicher in eine andere Richtung entwickelt und du schaffst es ohne jemanden vor den Kopf zu sto?en, beim Thema zu bleiben. Ein Feedback kannst du im Nachgang im 1:1 Gespr?ch in die Hand nehmen um dein verbindliches Auftreten zu unterstreichen.

If you actively involve the participants in the meeting, don't worry that it will develop a momentum of its own. Take the red thread in your hand. If a participant makes a contribution that does not fit in with the meeting, point out to the participant that this is a valuable contribution that you will be happy to return to at a later date. By then, the discussion will have moved in a different direction and you will be able to stay on topic without offending anyone. You can take feedback into your own hands afterwards in a 1:1 conversation to emphasize your authoritative manner.

Always include the beginning and the goal in the conclusion and end with a call to action. At best, it refers to the next meeting and its preparation. Motivate the participants to exchange ideas on the topic and to gather these experiences. Offer them the opportunity to contact you by email afterwards with feedback. This is the best basis for your own preparation.