The Value of Mastermind Groups—If Focused by Format and Facilitated with Skill
I just returned from the annual meeting of the Speakers Roundtable—a group of 20 top speakers in the nation. (Pardon me for a little plug here, but you may want to visit the website to select a great speaker for your next event. In fact, I’ll make it even easier for you. Below this blog, you’ll find a list of the impressive members of the group, along with their individual websites.)
The reason I mention this event is that, without a doubt, this was one of the best meetings we’ve ever convened, thanks to the power of the programming format and the expert facilitation skills of my colleague, Bill Bachrach. So I thought I’d remind you of some facilitation skills everyone could stand to brush up on when preparing to lead a meeting:
Provide Only a General Agenda
When you provide a specific topic outline, you limit your flexibility if you decide to alter your timetable to adjust to the interests of your group, to accept new issues raised by the group, or to accommodate other unexpected situations. Additionally, some people feel cheated that you did not cover certain points listed on the agenda. You often will receive comments and questions such as, “You skipped the part about X—what about that? It says here that you planned to cover that.”
Instead, select one of these options:
1. List broad topic areas only, omitting all references to timing.
2. Use a graphic design that omits any semblance of chronology.
Involve Your Group Early
Groups become set in their moods early. Signal your expectations clearly upfront to create an atmosphere of “we’re in this together to make our time together beneficial.” By instructing group members to “Turn to the person on your left and give a 30-second description of your part in the project,” you add variety and a personal touch to your overview.
Ask a Variety of Question Types to Achieve
Different Purposes
Relay questions: “That’s a good question, Carlita. Thanks for bringing up that issue. Anybody have experience with that kind of situation?”
Direct questions: “Michael, how would you respond to that issue if it came up in your area?”
Open questions: “What are some of the changes you expect to see in the next six months?”
Closed questions: “Do you expect any pushback from clients on that policy?”
The stir: “The marketing group says that it is too expensive for the number of leads generated. The sales group loves the idea. The regional managers are undecided. So I’m bringing the idea directly to this committee. What are your thoughts on our chances for success with this campaign?”
Always give careful consideration to how you phrase questions.
Keep Discussions Relevant
You are responsible for reigning in ramblers and strong personalities. You walk a fine line between inviting interaction, adjusting the time, controlling key input from audience members who may disagree, and unraveling the entire coherence of a presentation. Your key measuring stick is relevancy. Relevancy.
Format and facilitation often dictate outcome. Toss creative minds and dynamic personalities into the mix, and you have a powerful force to propel your career to the next level.
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(Okay, now back to what I promised: Here are the websites of this most prestigious Speakers Roundtable group of business speakers—experts on marketing, sales, communication, customer service, and other inspirational and personal development topics.)
Dr. Tony Alessandra, Ph.D., CSP, CPAE www.alessandra.com
Bill Bachrach, CSP www.billbachrach.com
Dianna Booher, MA, CSP, CPAE www.booher.com
Ty Boyd, CSP, CPAE www.tyboyd.com
Jim Cathcart, CSP, CPAE www.cathcart.com
Danny Cox, CSP, CPAE www.dannycox.com
Roger Crawford, CPAE www.rogercrawford.com
Bert Decker, CSP, CPAE www.deckercommunications.com
Patricia Fripp, CSP, CPAE www.fripp.com
Art Holst, CPAE www.artholst.com
Don Hutson, CSP, CPAE www.donhutson.com
Charlie Jones, CPAE www.tremendousjones.com
Peter Legge, MA, CSP, CPAE, LLD (HON) www.peterlegge.com
Giovanni Livera www.giovanniexperiences.com
Scott McKain, CSP, CPAE www.scottmckain.com
Terry Paulson, Ph.D., CSP, CPAE www.terrypaulson.com
Charlie Plumb, Navy Cpt. (ret.) www.charlieplumb.com
Nido R. Qubein, CSP, CPAE www.nidoqubein.com
Naomi Rhode, CSP, CPAE www.smarthealth.com
Mark Sanborn, CSP, CPAE www.marksanborn.com
Mark Scharenbroich, CSP, CPAE www.markthespeaker.com
Dr. Jim Tunney, CSP, CPAE www.jimtunney.com
Thom Winninger, CSP, CPAE www.winninger.com
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Based on experience, I couldn’t disagree with your comments more!
“When you provide a specific topic outline, you limit your flexibility if you decide to alter your timetable”
1. To alter the timetable means to throw the agenda out the window; the purpose of the agenda is to adhere to it so that others know exactly why they are at the event (most I know have multiple meetings and have to decide which ones are relevant to their job) and in what chronological timetable it will follow (if they need to attend, can they simply attend within the timeframe of the item listed on the agenda that pertains only to them?).
I don’t know about your readers but these are 2 very important aspects to a ‘successful’ meeting for me. If your meetings are simply free for all brainstorming, by all means throw out the agenda (unless someone wants to know what they are to brainstorm and what ‘time’ to show up and what time they can leave)
“to adjust to the interests of your group, to accept new issues raised by the group, or to accommodate other unexpected situations. Additionally, some people feel cheated that you did not cover certain points listed on the agenda. You often will receive comments and questions such as, “You skipped the part about X—what about that? It says here that you planned to cover that.””
2. Every successful meeting should have a purpose and only a successful facilitator can insure that the agenda is kept on track and that ALL items listed are covered (all other items are ‘out of scope’ or ‘parked’ for another time; not time stolen from the current meeting).
I can’t help but think those that attend the meetings you have proposed have more time to waste than most people I ‘work’ with.
By all means work with the sponsors/stakeholders ahead of time to know how to best make use of EVERYONEs time.