How can I transition from presenting to facilitating meetings and create a more collaborative and engaging environment?

DEAR SEANDRA

I hope this message finds you well. I've been reflecting on my approach to leading meetings, as I often find myself dominating the conversation and doing most of the talking. While I recognize the importance of sharing information, I'm eager to explore effective strategies that would allow me to transition from primarily presenting to facilitating discussions instead.

My goal is to enhance engagement among participants and improve the overall effectiveness of our meetings. Could you provide some insights or techniques that might help me create a more collaborative environment?

I'm particularly interested in methods to encourage input from all attendees, manage the flow of conversation, and ensure that everyone's voice is heard. Thank you for your help with this!

Sincerely, 

SEEKING MORE ENGAGEMENT IN MEETINGS

DEAR SEEKING MORE ENGAGEMENT,

This is an important question that many people face. Engaging an audience during presentations and meetings can be quite challenging. Often, individuals are assigned roles where they must present and lead discussions, but these sessions can easily become monotonous, resulting in disengagement. This typically occurs because most people lack training in facilitation and do not understand the difference between presenting and facilitating. In fact, facilitation is a more valuable skill for leading meetings, as it allows you to share information while actively engaging your audience.

It’s commendable that you are asking this question and recognizing the distinction between the two roles. Transitioning from presenting to facilitating is an essential skill for effective leadership. Here are some key strategies to help you make this shift:

1. Set clear objectives: Before the meeting, define what you want to achieve. This helps focus the discussion and gives participants a sense of purpose.

2. Prepare thought-provoking questions: Instead of presenting all the information, come prepared with questions that encourage critical thinking and discussion.

3. Use inclusive facilitation techniques: Employ methods like round-robin sharing or small group breakouts to ensure everyone has a chance to contribute.

4. Practice active listening: When someone speaks, really listen. Summarize what you've heard and ask follow-up questions to deepen the conversation.

5. Manage group dynamics: Be aware of who's dominating the conversation and who's not speaking up. Gently encourage quieter participants to share their thoughts.

6. Embrace silence: Don't feel the need to fill every moment with your own voice. Allow pauses for reflection and processing.

7. Use visual aids: Incorporate tools like whiteboards or digital collaboration platforms to capture ideas and keep the group focused.

8. Summarize and clarify: Regularly recap key points and decisions to ensure everyone's on the same page.

Finally, to further enhance your facilitation skills, consider exploring our Equitable and Inclusive Facilitation Principles. These guidelines will help you create an environment where all voices are heard, diverse perspectives are valued, and everyone feels empowered to contribute authentically.

At the root of it all, effective facilitation is about guiding the conversation, not controlling it. Your role is to create an environment where diverse perspectives are valued, and everyone feels empowered to contribute. With practice, you'll find that this approach leads to more engaging, productive, and inclusive meetings. Good luck!

Be Rooted,

Seandra

How can I use Consensus Building to Navigate Policy Advocacy, Especially When Facing Political Headwinds?

DEAR SEANDRA,

I am currently leading a coalition of various organizations that have come together to address pressing social and political issues. As we prepare for a new political landscape, which may present significant challenges to our agenda, we are eager to explore effective strategies to maintain our advocacy momentum.

One approach we are particularly interested in is consensus building. We believe that fostering collaboration among our diverse stakeholders and the incoming administration can help us navigate the complexities of this changing environment. However, we are uncertain about the best practices for implementing this approach effectively.

Could you share any insights or strategies you have found successful in using Consensus Building within coalitions? Any specific examples or resources you could recommend would be greatly appreciated.

Thank you for your time and support.

Best Regards,

- SEEKING CLARITY IN DC

DEAR SEEKING CLARITY -

This is a great question and an important one for advocacy groups to grapple with, especially in times of political transition. Here are some key tips for using Consensus Building in your policy work:

1. Distinguish between consensus and majority rule. Consensus Building isn't about getting everyone to fully agree but rather ensuring all stakeholders understand the rationale behind decisions, even if they aren't 100% comfortable. Focus on shared understanding, not unanimous approval.

2. Clearly define the "why" and the "who." For each of your policy goals, get crystal clear on the intended impact and outcomes you're trying to achieve. Then, identify the key decision-makers and influencers you need to engage to make progress. This will help guide your Consensus Building approach.

3. Balance defensive and offensive strategies. While you may need to play defense against rollbacks of existing protections, don't lose sight of advancing new, positive policy goals. Use Consensus Building to align stakeholders around both types of objectives.

4. Tailor your messaging. Avoid jargon and get to the core reasons behind your policy positions. Be prepared to re-educate, even long-time allies, to build shared understanding. Seek to find common ground rather than just making your case.

5. Prioritize and sequence strategically. With limited bandwidth, be selective about which battles to fight. Focus first on Building Consensus around your highest-impact, most achievable goals before moving to more complex issues.

At the root of it all, the road ahead may be challenging, but by honing your Consensus Building skills, you can keep your coalition united and your advocacy efforts moving forward, even in the face of political headwinds. 

If you need additional guidance, feel free to schedule a Discovery Call with me to see if my Advisory Services are a suitable fit for personalized support. You can also visit www.rootedgroup.com, where I provide a variety of resources on Consensus Building to assist you. Additionally, don't forget to check out my “Ask Seandra” Digest, where I answer questions from individuals seeking advice on important DEI topics. I post new content there every Friday.

Be Rooted,

Seandra

Looking For Your Expertise Planning Commemorative Events For My Organization

DEAR SEANDRA, I am a member of my organization's Diversity Committee. It is our responsibility to plan events that celebrate the commemorative months on our calendar. I am seeking your advice on how to plan events or activities for certain occasions such as Gay Pride Month, Black History Month, and American Indian Heritage Month, while ensuring that we do not cause any controversy or offend anyone. I would appreciate your suggestions on this matter. - I’M NO EXPERT AT THIS

DEAR, I’M NO EXPERT AT THIS - When it comes to commemorating occasions or events, organizations often ask me for advice on the best approach. There are many ways to celebrate these occasions, but some approaches may not be as effective as others, despite having good intentions and preparation behind them.

Instead of providing a list of ways to celebrate, I suggest asking yourself and your organization some important questions.

For example, consider whether the occasion is meaningful for the employees and stakeholders within your organization, or whether it's being observed because you feel obligated to do so. If it's the latter, you may come across as inauthentic and disconnected from the matter. It's best to either abstain or make a modest, respectful nod to the occasion and focus your energy on events that align with your organization's mission and vision.

If there are people within your organization that you want to commemorate, I suggest asking them how they want to be celebrated. The same could be said for events like Black History Month or Cancer Awareness Month. Speaking with people who relate to the issue or cause being commemorated can help you honor the occasion in the best way possible.

One way to collect feedback is to send out a newsletter inviting staff and stakeholders to send recommendations for how they'd like to see the month celebrated. This approach can help you stay true to the intent of honoring important occasions while remaining true to your organization's mission and vision. It can also help you invest in your people, making them feel valued and strengthening relationships within the workplace.

At the Root of it all, the answer to your question lies within your organization, not external opinions. I encourage you to explore this matter internally to ensure that your approach is authentic and effective.

Be Rooted,

Seandra

DEI Meetings Are Leaving Members Feeling Offended, Silenced and Misrepresented

DEAR SEANDRA - Our organization has an in-house Diversity, Equity, and Inclusion (DEI) Committee. There is no doubt that everyone on the committee is committed to creating an environment where critical conversations take place, leading to long-term solutions regarding DEI policies and initiatives. However, because we facilitate truly candid conversations, which can put people on the defensive, instances arise where committee members feel deeply offended, silenced, or misrepresented during our meetings. This can derail our progress towards our goals. What steps can we take to mitigate the damage caused by these heated conversations and get back on track toward a solutions-based focus? - READY TO THROW IN THE TOWEL

DEAR, READY TO THROW IN THE TOWEL - Participating in conversations about race and diversity can be a brave act, especially when people fear that their perspectives will be misunderstood or opposed. Even the most passionate and dedicated members of such a group can feel vulnerable in such situations. In such cases, conflicts can escalate, and a neutral party is usually needed to resolve them.

At the root of it all, it is impossible to be objective when you are the subject of the struggle, so outside help is often necessary.

Rooted Group offers Advisory Consulting Services that help find long-term solutions to problems like these. However, for organizations that need coaching on a case-by-case basis, the Ask Seandra Hotline is available.

It provides immediate, direct advice and support to address issues as they arise and prevent them from derailing otherwise productive programs and initiatives. The hotline offers tailored guidance in areas such as race and diversity, leadership development, strategic planning, training, and facilitation.

You can access the hotline to receive expedited support so you can get back on track with your mission ASAP.

Be Rooted,

Seandra.

The Story BEHIND Ask Seandra

I recently heard about an interesting situation from a director who was seeking support. Their organization has an in-house DEI Committee, and it's clear that everyone on the committee is passionate about fostering an environment where open and honest discussions lead to long-term solutions regarding Diversity, Equity, and Inclusion policies and initiatives.

However, because these conversations are unfiltered and can sometimes make individuals defensive, there have been instances where committee members have felt hurt, offended, silenced, or misunderstood during their meetings.

This not only occasionally sidetracked them from their primary objectives, but it also created division among relationships that are vital to the momentum of the organization.

This is not an uncommon occurrence, but it requires immediate solutions, and my existing suite of Advisory Services at the time was a larger investment than necessary to address these types of dilemmas.

In speaking with this individual, I developed the idea of a hotline where leaders could call in to receive prompt advisory services for a flat fee.

While this service is perfect for those who have run into a snag in their mission and need immediate help managing it, I needed a fresh way to show my audience what I was offering, and what that could look like.

That’s when we developed our “Ask Seandra” series. In this series, you will see real-world circumstances my clients have come to me with, and can observe the way we begin the solution development process.

This way, readers can apply the solutions when similar situations arise within their organization. Consider it the first tier in my suite of “support options.”

This series comes out bi-weekly, and you may have also seen it included in our quarterly newsletter.