Facilitating a brainstorm - managing participants

Do you ever get the feeling that managing meetings would be easy - if it wasn't for the people involved?

I think we've all been there. But handling people - even problem participants - is easy when you know how. You need to think about the problem in advance, learn a few engagement techniques - and then implement them as the meeting or brainstorm progresses.

There are certain types of "problem participants" who occur all too often:

• The motormouth, who wants to dominate every conversation
• The wallflower, who doesn't want to talk at all
• The person who seems only to see the negative in everything
• The aggressive person, who delights in personal criticism and attacks (but only on others)
• The person who is always late and perpetually distracted

In the first instance, agree groundrules in advance - and keep them on display. These should include the rule  that the times of the brainstorm will be honoured, that all attendees are expected to participate, and that only one person should talk at one time (the "one singer, one song" rule). 

In addition, almost all "problem" behaviours can be handled by facilitation techniques. 

In order of escalation they are: 

1. Mention their name (most people respond and attend when they hear their own name)
2. Move towards them
3. Put a hand on their shoulder (but be aware of cultural issues which discourage touching) and
4. Call a coffee or natural break, and have a word with the person causing the problem.

In the last instance, if their behaviour is truly breaking up the brainstorm, explain the problem and ask them to leave the meeting if they cannot behave in a way that will contribute to achieving what the meeting needs to. 

In addition, be aware that people have different ways of engaging at work. Their personalities differ, and the way they work and communicate with other people can differ dramatically. There are several ways of understanding different personality styles -  from Belbin and Myers Briggs Type Indicator (MBTI), to NLP Representational Styles (Auditory, Visual, Kinaesthetic etc) and the Insights Colour system.

The sense behind each of them is that if you understand your own "type", and can flex to communicate in the way others prefer, you'll have much more success in communicating with them.

The system I use is Social Styles, with the primary types of Driver, Analytical, Amiable and Expressive. I find it simple to understand and translate into action, and I use it to understand any type of communication issue and any type of audience.

It's worth trying to work with these communication systems - check them out online, or talk to your HR colleagues.

Creativity Tip - Improve your facilitation skills

I’ve been working with a great new client over the last couple of weeks – the makers of three (if not four) of my favourite whiskies.

As well as doing the opening keynote at their conference (which was a blast) they asked me to train some of their key staff in facilitating brainstorms – so that during the conference we could run several creative thinking sessions simultaneously, getting the most out of them.

The ability to run a meeting properly is a great skill to have – it cuts down on wasted time, keeps energy levels up, and helps your colleagues to look forward to meetings rather than hate them.

The first tip I’d give you is that The facilitator’s key responsibility is to ensure the meeting achieves its objectives.

There’s no other point to facilitating – indeed, there’s no other point to any meeting.

Of course, step one is to have objectives in the first place. Ever been to a meeting that seemed to have no objective, no process, and no point? Thought so.

I’ll put up the key tasks of the facilitator – managing the meeting, managing people and managing process included – as well as tips and strategies for success on this blog over the next couple of weeks.

To learn the skills you need to get the most out of your sessions, keep reading the tips.