How do you manage your time and energy as a facilitator?

"PLAN AHEAD" is one of the best first-steps to manage your time as a facilitator. Once you become proficient in adopting these steps into your planning process, the steps themselves will feel natural and instinctive. This in turn, leads to the next best first-step: managing your energy. It's common to feel like our energy is tapped when performing a skill that is new to us. But when your level of proficiency increases in the performance of a skill, and in this situation, the skill is "Plan Ahead", you will feel increased energy. And you will be in a much better place, energy wise, to address our next tip here: Be Flexible

In my experience, you must know the material covered in your facilitation sessions and know the audience (knowledge, experience and level of participation). A little due diligence will take you a very long way. Planning is not just the material but also the dynamics of your session.

In addition to my own planning ahead of time, I always share a detailed agenda with desired outcomes for each session, that includes an outline of breaks, etc. Checking on the pragmatics is "Any public event 101". If you're not solid on this part, it is much harder to be rooted in the moment when facilitating.

Plusieurs contributeurs soulignent l'intérêt de partager le déroulé avec timing en avance à l'ensemble de l'équipe organisatrice : commanditaire, responsables de la logistique. Il s'agit en effet d'un point important, mais plus important encore : la clarification de la finalité recherchée. A quoi souhaite-t-on vraiment aboutir à l'issue de la séance ? Un livrable ? De la cohésion ? Une prise de conscience ? Des engagements ? Si ce point est clair pour toutes les parties, vous aurez la latitude nécessaire pour préparer votre séance et ses éventuels ajustements. Et attention, cela peut prendre du temps ! (mais c'est un bon investissement)

A successful session should be 80% prep for the session and 20% execution of the session. Planning ahead is essential in sessions with sensitive topics, regardless most people can tell when something was planned last second and that makes it disappointing for all involved.

I love to remember the power of the pivot when facilitating. As facilitators we have SO many tools in our toolbox for unforeseen circumstances. We can be stressed with a pivot or see it as a chance to try something new, take the group down a different path and flex our skills. Rarely does a pivot detract from the intention of the workshop. Most times it gets to even deeper issues that need to be addressed and builds trust and engagement.

Expect the Unexpected" is my motto! I concur with the comments emphasizing the importance of planning, and I'd also like to highlight the value of debriefing sessions, which can indeed be time-consuming. A practical approach I prefer is organizing small groups and having them select a representative to share information. The activity "And, I would add..." can make the debriefing process more engaging as each person contributes their insights.

A sense of humor goes a long way. The more you hold yourself to a perfect standard, the more rigid you become. If you instead EXPECT that things will change and evolve, you won’t get so tied to your original plan that you force it when it’s not the right solution for the audience in front of you. Some of my best moments as a facilitator have been those when I admit to the audience I didn’t anticipate exactly their response. Usually we can all laugh and move on. Be prepared, and be prepared to pivot!

Flexibility is supported by a couple of important things, One is to be able to not take set backs personally. Another is to understand what to do when you don't know what to do. That is a "strategic moment" and it's important not to leap to conclusions about what to do. Control the inner urge to just do something and instead take stock -"What is going on? Where are we? and Where do we want to go? are the important first questions you must ask yourself and sometimes the group as well. Then you can move to consider "how do we get there?" i.e. what kind of intervention or other action would be helpful to over come and work through the barrier or surprise.

I have a broad command of my whole day over my body. Controlling the illusionary senses and mind are really difficult job but by practice to invoke positive things we can do it.

As much as possible involve the participants. They will be more engaged, and more likely to retain and apply what they've learned, if they are actively helping you to create the experience. However, don't lean too much on one or two eager volunteers. They need time to observe and process as well.

And when you delegate and collaborate, you are living Eliza Leoni's approach to facilitation. "...EXPECT that things will change and evolve..."

I agree in principle with this, since engagement is necessary. But this TOTALLY depends on why you are there to facilitate and how big the group is. If, for example, you are facilitating a difficult conversation with a team about psychological un-safety, or disruptive behaviors, or mistrust, etc. you should probably not disperse roles. It is really very hard to be a facilitator when you have a direct stake in the outcome.

Never under-estimate a good volunteer. A well trained volunteer is so worth it. They can be your eyes and ears, they can read the audience and they can pick up and run with subjects or points. They are likely to be listened to in ways that we may not be as they may be perceived as "one of them" rather than the "othering" seen as us.

Delegation streamlines tasks, amplifies efficiency. Technology aids by automating processes, facilitating seamless communication, and tracking progress, optimizing delegation effectiveness.

Read the room. If folks seem ready for a break before your scheduled time, poll the group to ensure you read their signals correctly. Nobody makes meaningful contributions if they are thinking about the bathroom or the snacks that just got delivered!

Take breaks, yes, but plan them also, especially transitions into and out of them. You will find strategic break taking contributes significantly to helping mental energy and flow. Each transition out and then back in is a way to reinforce group cohesion and maintain focus, even if at a micro level. A principle I've benefitted from for a long time is a 15-minute break for every 90 minutes in a session, especially if it is a smaller group tackling a meaty issue. A 10-minute break per hour for learning scenarios also works well. Again, we are not just managing time. We are facilitating the possibility of mental clarity and the energy needed to support it.

Don't forget to consider accommodations in planning your break schedule. People with mobility, injury, or (heck) folx who need lactation breaks will thank you.

Small state changes are like mini-breaks and can be easily woven into a workshop or presentation. There should be some kind of more significant state change at least every hour, with planned breaks of about 15 minutes every couple of hours so people can move around, use the toilet, have refreshments, etc. If you keep them more or less in the same area, they also have an opportunity to talk and reinforce what they are learning about. Since I use music quite purposefully in my training sessions, I plan playlists for each activity, including a playlist for each break time, timed to fit the break period and ending with the theme/call-in song for the day so I know when it is time to restart and don't have to watch the clock!

Whenever possbile, I block out a few days after each engagement for rest and recuperation. If I am overseas, I extend it so I can rest, get spa treatments, and explore the destinations. If I am going to a conference at a foreign destination or in another city, I arrive a few days early so that I am fully rested by the time the conference begins. It gives me a chance to do some exploration and touch base with colleagues I usually only see on-line.

The biggest responsibility of a facilitator is to build trust, both by words and actions. Whereas most people think of this responsibility as someone building credibility during a workshop or live session, it also comes down to building trust after the session ends. Take ownership of learning outside of the classroom by modeling the behavior you teach, following up after a workshop has occurred to provide resources, and proactively looking for ways to bring application and learning back to the original topic. When people know what is in it for them, and they have easy access to resources, they'll be motivated to continue the learning long after the workshop.

If we're doing any kind of brainstorming, I always capture comments on flipcharts or take a photo of the whiteboard so I can write them up afterward and send to all participants. I also use a "super quick feedback" form at the end of each session that asks what they liked most, liked least, suggestions for the facilitator and the company, with an over all rating on a scale of 1-10. In the middle are some future-pacing questions asking what they think will be the biggest challenge in implementing what they have learned and how they might overcome them - already priming them for successful implementation! I usually offer each participant a chocolate in exchange for returning their feedback form! Then I review and follow up.

David Straus, founder of Interaction Associates, came up with the term "group memory". This means a documentation of the topics, key points of discussion and agreements made in the group. As a facilitator I think it is my responsibility to be sure that a group memory document is made after a meeting for the benefit of both the meeting leader and the participants. This can be as simple as a powerpoint deck or as complex as a document with flips chart notes, photos of activity in the event, formal action plan, list of issues in a "parking lot" etc.

Remember to clarify who will be the note-taker during a session. If it is you, find a way to bake in capturing notes along the way. Also, I've learned that my cell phone camera has text recognition built in -- I've saved a lot of time taking photos of flip charts and just copying/pasting the text from photos into notes.

And, as a facilitator, you should always bring FUN to your facilitation experience. Be the most positive and enthusiastic person in the room...with plenty of Happy Happy Happy. Don't just deliver content. Boring! Be a Play-Based Facilitator...with plenty of "toys 'n stuff" for everyone to get their hands on. Be memorable. Remember, first and foremost, create an amazing Experience. Oh! One more thing...Be Entertaining!

Life long learning is important for successful facilitation - learning about group process, organization development, business process, collaboration skills, decision making, and as important as all those, learning about oneself. In teaching facilitation I usually say that "you cannot lose control of a group, because you never have control to begin with. When facilitating with a group of human beings there is only one person you can control and that is yourself. Get to know yourself thoroughly so you can know, for example, what triggers you, what you are afraid of, what are your biases you have to manage, how you respond to challenges, and what motivates you to want to be a facilitator.

Experience is truly the best teacher. Learning from previous sessions is definitely a great way to improve anything hung that you do. By performing self-evaluations on the outcomes of facilitation sessions that you have done before, you are able to identify items that may have depleted your time and energy. This enables you to properly plan ahead for future sessions so that you don’t encounter the same issues again and you’re better prepared.

We are often our own worst critics, so external feedback is very important for a more objective read of a facilitation. Don't be afraid to ask!

After-action reviews are vital for growth. Reflecting on successes and failures post-project enhances learning, improves future strategies, and fosters continuous improvement within teams and organizations.

My top tips would be: 1. Involve people 2. Ask Questions and Encourage Debate. He who asks questions is in control. 3. Have a framework to keep you on track but use it to create rich conversation. 4. Stay in context - remember the overarching topic and keep the flow in that direction. 5. Coach don’t play - get the team working not you. 6. Manage the Energy - do recognise when a break is needed or a lighter topic is required. Get involvement that leads to energetic action. 7. Tease out the lack of knowledge before sharing wisdom by asking simple questions like ‘why do you think that is?’ Encourage debate and then offer your thoughts or solution. 8. Pace yourself- less is often more. 9. Leave them wanting more. 10.0 Have Fun.

coffee. lots of coffee. and don't forget biscuits too... People will be happy to share these with you throughout the session, so you don't need to feel ashamed or need to hide to pump up your caffeine or blood sugar levels whenever you feel them start to dip.

Use the energy of your participants to your advantage. Being a facilitator implies that you are creating a comfortable place of interaction. While it is always fatiguing to be in the “on” mode before an audience, you can promote a mutually beneficial environment that enhances the experience for you and for your audience. Engage your audience in discussion and introduce activities that allow them to share their expertise, thoughts, and problem-solving capabilities. Your audience will appreciate the opportunity to interact, and you will gain insights that will aid in future facilitation opportunities.

Practice claiming the time you need to get yourself centered, calm, and present. For me, this looks like arriving in advance and taking quiet space for myself somewhere to sit quietly and just be - not interacting with others, not last-minuting anything. It's about being able to show up as your best self, which makes all the things people have mentioned in this article that can come up during facilitation a bit easier to handle if/when they do come up.

While I appreciate all the wisdom about taking breaks, recharging our own batteries as facilitators etc., there's a huge piece that's being overlooked here. Make friends with your triggers. If you find that you're emotionally exhausted by participants time after time, you may need to investigate what's in your own shadow that's making it attractive to take the bait that's thrown at you. Triggers may come from unrelated areas of your life. I'm a racial equity facilitator, and one of my most emotionally exhausting incidents happened when a barb came about how I raised my child. It was completely unrelated, but in a multiracial audience, my loosing my cool was read as tone policing. As facilitators we need to do our work - all of it.