First Time Facilitator podcast transcript with Lynne Cazaly (Episode 23)
Here is the episode transcript from my interview with Lynne Cazaly on Episode 23 of the podcast.
Leanne: Welcome to the First Time Facilitator Podcast, Lynne Cazaly.
Lynne: Great to be here.
Leanne: It's so great to have you on the show. Thank you so much for giving us your time. I really appreciate it.
I'd love to start just by asking you the question on how you found your feet in the world of training and facilitation. Was it always something that you aspire to or is it something that you fell into?
Lynne: It's definitely something I fell into so my sense is a lot of people don't kind of leave school or during school girl. I'm going to be a facilitator. I think that they've got some capabilities that kind of lend themselves to being great facilitators.
So my background was as a Communications Specialist so I had a background in public relations, I worked in health, sports, art, media government and I did some lecturing at university and communications and consulting and communications and so I was learning a lot about what people think and how they communicate with each other. But the constant theme through all of those roles that I had was that I was playing this interpreter role, I was kind of working for a company, listening to what the management and leadership and the board and directors and everything was saying and then interpreting that for their community and their stakeholders and then I'd be listening to the community and stakeholders and interpreting that for the organization so I became this what I think you could call a boundary rider like in sports, you know it's a person who's got one leg on either side of the boundary lot.
Leanne: Yeah, it’s really a cool time.
Lynne: So yeah, there I was really what I was doing was facilitating communication between different parties and different stakeholders and groups as well as working with communication. And people started asking me, “Oh, will you facilitate our strategy day or our comms plan or our sales plan?” and I thought, “Oh, I'll be able to do that. I’ll have a crack at that.” and that's what I did.
And then in early 2000s, I did an Advanced Diploma in facilitation with the Groupwork Institute here in Victoria and I kind of just topped off my experience with some of the great theory around facilitation. So yeah, it certainly wasn't a planned journey or a planned process but yeah I'm happy I found it. I wish I did know about it in those years when you're trying to make a decision about “What am I going to study? What am I going to be?”
Leanne: Yeah, you’re right because I think a lot of the facilitators that I've spoken to have been launched from different careers and it could be Project Management Communications like you said my background is in marketing as well.
Lynne: Right.
Leanne: We've got people that are Software Engineers.
Lynne: Yeah.
Leanne: And I think, one of the thing is the theme is within their organizations or their own context they are being asked to explain what they know and so they want to become really good at explaining it to people which is why they find facilitation and realize, “Hey, I actually really enjoy this.”
Lynne: Yes. So it becomes less about their subject matter knowledge and more about the act of helping people and helping people get their work done or helping people understand something.
Leanne: That's right. So when you ask to facilitate your first strategy day, we're talking all these years ago because you're very experienced now. I don't know if you can reflect on that time and sort of share what you were thinking or what your strategies were going into that day because it would have been pretty daunting if you had that experience.
Lynne: Yes, it was. Yeah, I was really nervous and you know just the thumping heart most of the day and couldn't sleep well the night before and wondering you know, “Will I stuff this up?” and “What will I do if they don't know what to do?” and “Is my agenda good?” So all of this self-doubt and so I think this is one of the things that is the biggest challenge is that this confidence and we end up being too much worried about ourselves and we forget about actually helping the people that were there to help. So yeah, I had the classic doubt, you know, paranoia- “I'm not good at this.” “I'll crash and burn.” “This will ruin my career.” Okay, I still have some of those thoughts.
Leanne: I was just going to ask you that question. I mean, are there nights where you've got some workshops there and keynote speeches that you've sort of refined over the years. Even with refined content to new audiences do you still sort of think the night before? Like, “Oh, gosh. How am I going to go…?”
Lynne: Yeah.
Leanne: Ah.
Lynne: Yeah and even if I'm not using much content that is I've crafted an agenda with them and so it's about them the participants contributing the content. Yeah I'm still thinking, “Gee, I don't even know these people and I'm going to walk into this room.” and every time I walk into a room to facilitate, a bunch of strangers, every time. So you've got to have this ability to rapidly build rapport and connect with people because you need them to be on your side to trust you really quickly that you're there to help them. Not to tell them what to do but to work with them and I don't think that just comes from cockiness like, “I'll be out of do this.” That gets you into a lot of trouble whereas more of the humility of going “Gee!” and curiosity of “Wow! I wonder what they need help with today.”
Leanne: Yeah.
Lynne: I wonder what I'll be able to help them do rather than “Gee, I hope it all goes well.” It may not go well you know and I'm hanging on to “Oh, it better go well.” Well, it's going to go, it's going to go.
Leanne: So coming from the place of curiosity is what we're experienced.
Lynne: Yeah, definitely! I wonder why that person said that. I wonder where they're going with that rather than “Gee, what a douche.” like “What's he doing and why she being such a…” No! Just going “That's really interesting. Hmm...” So that's some stuff I think that comes from the Groupwork Institute and their philosophy around facilitation which was you know just slowing things down and really being more of service to the room rather than thinking you've got to control everything.
Leanne: I think that's kind of difference between when you're delivering a speech which is a very it's kind of like a solo event and you definitely want to engage people and not want to be arrogant. The facilitation is about drawing people in and like you said make them feel comfortable and I think it is you need to show that authentically you are curious about what's going on for them especially I guess people come into your room from all walks of life and they come in with all different attitudes as well and sometimes it's very noticeable when someone just doesn't want to be there.
Lynne: Yeah.
Leanne: It's that something, how do you cope with that? It's like, I know from my experience when I first started it was my worst nightmare when I knew that someone wasn't interested I felt instantly a little bit anxious but now sought after talking to facilitator it's interesting finding out what their strategies are so how do you cope with that?
Lynne: Well, it happens all the time. Even last week I was facilitating a session and there was someone in the room and they're doing niche most of the time and then they're eating their lunch at the time that wasn’t lunchtime and in and out of the room, kind of going, “Yeah, do they not want to be here?” or you know “What's going on?” and I remember facilitating some workshops for a Logistics Firm and we had a lot of the drivers of the vehicles that would you know they had to come along to the sessions and a lot of the other team you know people working in the warehouse and mechanical people and admin, a customer service. A lot of them were very keen but the people who were driving the vehicles were just, it was totally this every time. They're like “What's…?” They'd look around the room that I'd set up with you know nice post-it notes and markers and stuff and they go, “What's this shit?” Literally what they would say. “This looks like my kid's room. What's this crap, what are we doing today?” and I never engaged in an “Oh, you're here to do blah blah blah…” You know I never went into that parental or teacher mode. I just zip it and think, “Yeah of course, they're going to come in here.” and wonder “What this is? I just want to be in their truck delivering, you know delivering the products and doing that sort of work. I don't want to be in a workshop.”
Leanne: No.
Lynne: So again, I think I'm not here to fix them but I'm here to again build trust as quickly as I can and build engagement throughout the session and time and time again in those sessions around changed. Some of those drivers would come up to me at the end and they shake my hand they go, “Yes, thanks. That was good I didn't fall asleep, yeah it was really good.” So kind of thinking I don't have to win them over at all and I don't have to win them over in the first five minutes but just carry on you know.
Leanne: Steady-steady.
Lynne: Yeah, steady-steady and time and again they kind of came on board throughout the workshop and participated in activities and contributed and yeah we were able to draw them out.
Leanne: Awe, that is a bit of a win. I know you’re not winning them over but you would have been pretty happy.
Lynne: Oh, I look at- Yes!
Leanne: Got a smile!
Lynne: Yeah and as soon as they're contributing you know and participating. Even tiny things like what's your name or how long have you worked here or gee you must have seen a lot of change in the organization you know as soon as someone contributes a story about what they do or what they've seen. I just think, “Yes, great you know, I've got them now contributing to something that this whole groups going to be working on. That's good, it’s safe for them to speak up here.”
Leanne: Yeah, fantastic. So let's just say I'm in a workshop of say 20 people and there is like that one or two to people that aren't engaging at all. Do you try to cook them in it anyway like pay special attention to them or you do you sort of focus on the 18 other people that are engaging? Well, does it depend on the context environment? These are one of the variables here.
Lynne: Yeah, it does. It does depend on that. But I like to look at people's behaviour and think of their behavioural styles not their characteristics or personality but what's the behaviour they're exhibiting at the moment. And if they're quiet and not actively participating then my thinking is “Well, maybe they're thinking. Maybe they're not disengaged.” and I use visuals all the time in my workshops. So you know, here’s a flip chart, you see my office at the moment what's always here but I'll always be using flip charts in my workshops and the effect that visuals have on people, on their eyes, their mind, they can't help but look and engagement naturally, automatically goes up. So yeah, engaging with people when it's all talk is very difficult, can be very difficult. But as soon as you've got visuals there. Bang! Engagement goes up. “I can't help but look at the stuff that you're capturing from around the room.”
Leanne: Yeah. I was just on the back of what you’ve been showing me is a flipchart. Saw your website and a light bulb and like you said “You just can't unsee that, you've seen it, it's in your head.” You've sort of thinking, “What’s that about?” I'm seeing some really beautiful handwriting which I also saw on your website and the way that you draw is its really simple but it's effective and I know what you're trying to convey. Have you always been interested in drawing or as again just a tool that you've brought into your facilitation toolkit because you think yeah visuals are so important?
Lynne: Yeah. I have no art training at all. This is not about art, I say, it’s smart not art. So it's how we’re capturing and reflecting back to people the stuff that they're saying. I don't like the idea of someone sitting in the corner you know typing into a laptop “Oh, you know, I'm the scribe. I'm capturing what's happening today.” I think we don't know what you're capturing and its useless going into a computer so let's make it visible and then people can see and because using the tools of a visual is facilitation. So if facilitation means to make ease, to make easier, visuals do that. They instantly help make engagement easier, communication easier, collaboration easier, impact easier. It makes it easier to get to outcomes by about 25%, recall is easier by about 33%. So if we're not using visuals and we're facilitators we're really pushing sinopia. We're making it harder for us and for the group.
Leanne: Yeah, really good point and then you've written a book about this called Visual Mojo. In that book do you actually explain how we can use visual cues as a facilitator? What’s involved in that book?
Lynne: Yeah. It's Visual Mojo, so that's around the confidence of using visuals because most of us think we're crap at drawing.
Leanne: Yup.
Lynne: So this is about how to capture your thinking, convey information and collaborate using visuals. So I go through how to draw simple shapes and use lines. How to draw people because I think the sooner you put people in some of the pictures and charts you know anytime we capture anything on a flip chart or a whiteboard. Don't just write words.
Leanne: Yeah.
Lynne: We have to work too hard to digest that. So some words and visuals will really help get the message across. So whether you're you know capturing, you're eliciting information from the group and you write some of that up there with an anchor image as I call it. Something that helps people attach that those words with an icon or whether you're explaining something you know you might be explaining, “Okay, now we're going to break into three groups.” and you know those long-winded instructions that facilitators sometimes have. And sure enough someone in the room will go, “What? What’ll we have to do?” So I find that if I sketch out you know groups of three and I'll draw three people, draw a clock fifteen minutes and then a speech bubble and I'll put the keywords what we're going to talk about in groups of three for 15 minutes then that flip chart is there and no one asks you “What are we doing?” They’ll just look at it and you explain it and point to it, break into groups of three, talk for 15 minutes on this topic and I'll remind you know when it's time to wrap up and that just works every time.
Leanne: Where has that information been all my life? Our colleague and I just ran a workshop this morning and it was yeah I was trying to make this very complicated instruction very simple so I was staging it and checking in every now and then. But if I had just drawn it. The time limit and this is where you go. I guess that is something I'm going to start implementing straightaway and I’ll iterate drawing skill if they can draw a circle and letters and numbers.
Lynne: Exactly, that's it. Even keywords if there are three steps to this activity and go, “Here's the first step on the first chart, and we’re doing this. The second steps on the next chart, the third steps on the next chart.”
Leanne: Yeah, fantastic.
Lynne: You can have all three charts pinned up at once. So those that need to see the big picture can see everything and you know compartmentalizes information so we've got information in chunks. All of this is making it easier, that's facilitation. How do we make this thing easier and breaking down something like complicated instructions for an activity is you know we need to be really good at that. We need to have great clarity when we're delivering information.
Leanne: Yeah, that’s right.
Lynne: Yeah. Don't just rely on words for that.
Leanne: No. Thank you. That's excellent! I just wanted to share a quote that you said. So you mentioned that “Every time you're working with more than one other person, it's time to put facilitation skills to work.” So why do you think is the case and I guess the flip side of that, do you think people in organizations recognize that because I think, I mean I'm going to give you my opinion here. I think people think that facilitation is a skill that somewhere else is that the trainer or facilitator needs to have it, that it's not a role of a leader?
Lynne: Yeah.
Leanne: What I'm saying in here is every meeting if you've got more than one person you're going to have to draw on these skills so can you explain that a bit further?
Lynne: Yeah. Well, this is coming from the book called Leader as Facilitator which is about how to inspire, engage and get work done. So this book I wrote in 2016 and this is exactly that point which is helping leaders realize that every time they get the team together or even just have a one-on-one or one-on-two, one-on-three conversation, they need to just switch into the role of facilitator because they've got to make that little meeting easier. We know how much meeting suck so bad, right? They're run badly and that's the main problem, they're run badly. We can talk about lots of other things about them but mainly meetings are run really poorly. So with some facilitation skill, a leader cannot become a full-time facilitator but just swing into that role and think “Okay, how do I need to make this environment safe for these people to speak?” which probably means they need to shut up more. You know, “What are the questions? What’s the topic? What are they actually bringing this group together for?” And every time there's more than one person, they've now got the opportunity to draw that information out of those people because I see it a lot you'll have one loudmouth in a small group meeting and two other people don't feel like speaking. Well, it's the leaders job to you know just quiet in the loudmouth down and help lift up and encourage the other to not shut the loudmouth down and not expect those quieter people like, “Now come on, lean in and speak up!” No, it's not their job. It’s the leader’s job to make the environment great and elicit that information. So yeah I'm seeing more and more workplaces wanting to do this because they realize leadership's changing and they have to create more collaborative, co-created environments.
Leanne: Yeah. I'm looking at leadership in the aspirational requirements of a leader and it's sometimes it seems like it is this unicorn. They've got to be just great people but also have some technical capability, be a great role model listen to people, coach them. It's like wow and especially in the world we're living in now which is just subject to so much change and I was on your website before and I loved there's a workshop that really caught my eye and it was called The Sensemaking Workshop. I'd love to talk to you about that. So you said that the Institute for the future predicts it since making it to be the number one skill we need for 2020 which is only a couple years away. What is the skill of sense-making? I'm sure our audience, it may be the first time I've heard that term.
Lynne: Yeah. It kind of sounds a bit my lab tease the word “wanky”?
Leanne: Of course, this is an Australian podcast.
Lynne: Okay. I’ll probably say that instead of the other swear words that I probably get in trouble for and you know in the States. But since making can sound like “Oh, it's a made-up word or don't you mean making sense?” So sensemaking is when you connect the dots with information and try and work out what the hell's going on and we're often trying to do that in teams and groups. We get people together particularly in meetings and workshops, we're trying to make sense of what's going on, make some decisions and some plans and put stuff into practice and I think challenges come when we bring people together and we just expect that they're going to start collaborating and working well. But if we do some sensemaking, we give them some skills about how to maybe map out their ideas or think or talk together and the facilitator can be a sense makeup. So you can very much use visual skills, you can be a sensemaker using visuals. So it's kind of creating a map you know, whenever we're traveling somewhere or we're looking for a coffee shop, we get our phone out, we're great cartographers, you know we're great users of maps and in sensemaking, maps really are the visual charts it is showing, “This is where we are.” “This is where we want to go to.” and this is “Let's talk about now how we're going to get there.” Because that's kind of the overriding model that most workplaces and meetings are following. “This is where we are.” “This is where we need to get to know how we're going to get there.” So sensemaking helps people connect the dots and see, “What's really going on here?” and then it helps us make better decisions.
Leanne: Yeah, cool. A lot of the time I guess in meetings because we are so time poor and there's a something that's thrust upon us and we need to solve it and nobody goes straight into solution mode.
Lynne: Oh, really?
Leanne: You never really step out and talk about the process of how we're going to solve it because we have no time it needs to be solved and you think but by going through that process, it's very easy to clear and clear to see you know “What are the risks?, What's going on here?”, “Do we agree with that?”, “Okay, this is what will inform our decision process then.”
Lynne: Yes. So now you're uncovering a better process which great facilitation is having a really good process underlying. The work that the team's going to do and you're going to help them you know get through that work easier than if you weren't there in the room or if they had someone else to believe.
Leanne: You made with yourself redundant.
Lynne: Yeah.
Leanne: So you love the variety of workshops that you do offer. I'd like to hear a bit about let's just say you get approached by a client and they want something that's not off-the-shelf not within your range but you know that you can deliver it. I’d like to know, what is your process of putting together a package or a course for someone? They'll give you their objectives. What’s then, what do you do next?
Lynne: So this is probably a little bit more like a training design or learning design which is one of my earlier roles was working in a sales team and we helped all of the business development team that were out there on the road selling. We designed and delivered all of their professional development so I was constantly having to create new programs. So this happened a lot in one of these consulting roles that I had. But what we do is kind of find out those similar questions, “Where's the team at now?”, “Where do we need to get them to?” So what's that gap of performance and until we can identify that gap I think it's all just waffle. You know, if we start saying, “Oh let's run an activity about this and let's get them to read Simon Sinek’s “Start with Why”. Let's get them to watch that TED talk where there's a single guy dancing at the festival.”
Leanne: Oh, the second follower. Yeah, I've seen that everywhere.
Lynne: So I think there's a lot of biggest kind of I'd say cliched tools that we might throw into a training program thinking, “That'll do. That'll make them learn.” But I'd come back and go so, “Where's this team or group at now?, “What are the main things they're doing really well and what's the stuff we need them to either do better?” or “Where's the new capability?, “What's the new thing that we need them to do?” And often I see teams or groups trying to achieve and consultants learning and development consultants trying to fit too much into one day and so we've got “Okay, today here's 15, you know learning at home.”
Leanne: I know.
Lynne: It's crazy. It's not going to happen. So if you can blow that down and go, “Let's just focus on one or two, maximum three.” You know “What are the absolute must-haves?” and then maybe some of those other ones. If you're following that 70-20-10 model of learning on the job and learning through coaching and then for more face-to-face learning then use that as some of the on the job or the coaching like you've pushed some of those other modules or learning outcomes or topics off to other ways that people are going to learn. Not in that 10% when you're doing face to face. So that's how I do, I find out what this gap is that we're closing and try and narrow and get this gap as specific and as miserable as possible rather than you know, “Come and teach us conflict resolution.”
Leanne: We won’t training on communication.
Lynne: So you want to go, “What's going on in communication?”, “Where are the problems?”, “What are the issues?”, “Are these two people aren't talking well to each other?” Okay, well that's not to be covered in the workshop. you know we want something that's going to be and value to the whole group and not just be of value to them but it’s delivered in a way that they actually we've got some chance at making some sort of shift. We're not going to totally change them but some but some chance and that's the visual mojo or sensemaking workshop. I've refined that over a number of years and I just keep the elements that work and that people like and I keep getting rid of the stuff that doesn't work and that people don't like. So every time I run that visual session, I know I'm closing a gap around confidence in people's ability to think and communicate visually.
Leanne: Yeah fantastic. You do, you iterate it over and over again.
Lynne: Yeah. Keep that gap as narrow as possible. Here’s the thing that these sessions going to address. Not all of these 15 things.
Leanne: Yes, it's too confusing, too ambitious. Yes.
Lynne: So if you fluff up for failure like failure sexy. But not that sort of failure.
Leanne: No. I've never had fairly been described as sexy before.
Lynne: Oh, it’s everywhere now. That’s the right thing to do.
Leanne: Oh, I must have been in the cave. Okay. So when you are designing these programs are there any particular ice-breakers or energisers that lean on that you know yet this works every time?
Lynne: Oh, well I could be you know speaking an unpopular opinion here but I don't use icebreakers. So I don't have a go-to icebreaker. I think my view is they’re a little bit dated and a little cliched and lots of people have seen and coached and work with use quite dated and tacky activities that have elements.
Leanne: The “Two lies and one truth”.
Lynne: Oh, please. I am about to just go off my mind about this. Why would you get people together and you're trying to work with them for the day. Why would you encourage them to lie to each other and you’re trying to let things passed.
Leanne: I don’t know. I’ve sat through 15 workshops so that's been…
Lynne: It must be stopped immediately that activity is not good unless you're training for ACO and you're trying to work out, you're trying to catch liars, right? That's a great activity for them. But I think generally in the business world, get rid of stupid activities and anything that involves a blindfold. No! Just don't put blindfolds on people, stupid! We're trying to build trust.
Leanne: I think hopefully. I think that was stamped out in the 90’s because I don’t remember in my adult years. How safe we were in legislation and...
Lynne: Oh no. People still suggest it.
Leanne: Yeah and with big markers trying to people to try out to trust exercise.
Lynne: No. It's not. That is not how you build trust.
Leanne: Setting people up to trust you. Yes.
Lynne: I'm always saying you know “For what purpose, for this activity. Why am I running this?” If I'm trying to break the ice then there are ways to break the ice. The best way to get people to break the ice is to get them start working on something. Like they're probably there for work so let's get them to start working on something. Why make them play some silly game?
Leanne: Yeah.
Lynne: What issue that people have about actually starting some of the work? There are some pieces of work that you could begin working on. The best way to get people working together is to get them to start working together.
Leanne: It sounds so simple.
Lynne: It does, though I think Ben's icebreakers and games are kind of hang overs from the 50’s 60’s and 70’s and they were probably the ways that our teachers were taught and then that's carried on we think, “Oh, that's what you do.” or the training and assessment certificate says you must conduct an icebreaker. But I would say “Well, who decided that?” you know, so there's some of my views on icebreakers. I think it can cause more damage to people by making them feel embarrassed, socially awkward and I think you've got to keep a very safe environment and very low risk early on in a workshop yeah and icebreakers to me most of them are too they're too risky and I think what's the most socially awkward, socially anxious, introverted person going to think about this?
Leanne: Yeah. Completely shut off. Yeah.
Lynne: It's not good. So yeah, a lot of experiencing engagement challenges in teams and at workshops and maybe it could be because we've done some things that are negatively impacting how we're building engagement and building trust.
Leanne: Yeah. I spoke to a guy called Sean D'Souza on the podcast last week and he pretty much said: “No one cares about your bullet points, nobody cares about your content until they feel safe.”
Lynne: Yeah.
Leanne: I was like, “That is such a good point.”
Lynne: Yeah, it's so true. It's like…
Leanne: Yeah, because they're seeing where they are in the workshop, what's comfortable, what's going to happen to them. So, it's all about them. They're not actually looking and seeing what the information is because they don't feel that they can trust the environment yet.
Lynne: Yes, exactly. And some by the end of the day are still going, “No. I still can't trust the environment.” and that's why they've set their arms crossed you know disengaged-looking face. However, they might still be thinking. We think you know we can't lie consumption that someone's disengaged simply on how they look.
Leanne: Yes. I love that mindset. So let's just say when you've gone in, you've identified the gaps, you've written the most amazing content, everyone's engaged, thinking about it taking action. They walk out. How then can you in some way, how can you embed the learning from that day's workshop or what strategies do you have so that when they leave that day feeling inspired and motivated, fantastic that they do something. Well, they change some behaviour following that. So, in three months’ time, I mean this such a tough thing to do and I'm just curious what are your thoughts around that?
Lynne: Yes so three months for me is a long time.
Leanne: Yeah.
Lynne: But how do I get a behaviour change in a lot shorter time? So I'm looking for behaviour change on the day in the workshop. So I'm wanting to see people particularly with my visual thinking, visual mojo, and visual sensemaking workshop. I'm checking and testing throughout the day to see are these people shifting like “Are they getting a new behaviour?” Not waiting till the end and then trying to do some follow-up webinar two weeks later to check in with learning.
I'm looking for little points throughout the day like probably thirty of them and I'm checking have they got that did they get that and then the beautiful task of reincorporation. So then I'll be running some activities later on in the day, “Are they reincorporating stuff we covered in the morning?” So now they're starting to put this stuff to practice and is there thinking shifting, is their behaviour in their team or their group whatever the topic is, is that starting to change? Now they're trying it out, you know they're trying it on. I think we expect a lot that you know “Watch on my PowerPoint slides and now go behave differently.” and it just isn't like that. So what opportunities are you giving people throughout the day to try some new behaviours on.
Leanne: Yeah fantastic. That's so embedding it in the terms of the content and the way that you structured the course of learning.
Lynne: Absolutely, yes.
Leanne: Awe, that's really good. Yep love that.
Lynne: So if you come back to going, well the gap now is a very narrow gap that we've defined now. I can make some really good stuff happen to close that narrow gap rather than having this broad topic of communication. Maybe you know the much narrower gap, I'm covering is delivering 90 second explanations in meetings maybe that's the narrow gap and now I can deliver skill around that and we can practice it and they can by the end of the day they will have new behaviours and they will not want to let those behaviours go because I'll have tried them on they'll go “Yeah, actually that feels pretty good. I've now seen it in other people in the room. I'm seeing how effective it is.” And one of my favourite tasks is just to give people some homework just within 72 hours. So I give them a task that they have to come back to me with just individually. So safe, just come back to me, doesn't support cast to the whole team or group, you just straight back to me. Here’s a demonstration of one of their skills or behaviours connected with the workshop.
Leanne: Oh cool. Yeah.
Lynne: Yeah.
Leanne: Yeah that sounds really fair, 72 hours, a non-confrontational, yeah.
Lynne: Yeah and I found the people who do that go on and do really good stuff with the program and the people who are still don't quite have the confidence. I've got an online program then that I send people in enrolment to and I find that the people who haven't sent me their homework are the ones that go straight in to the online program because they want to learn a bit more or they want to feel it out a bit more and they'll take a little bit longer and then their homework will come through.
Leanne: Awe, that's good at least they’re still completing the homework.
Lynne: Yeah.
Leanne: That’s fantastic.
Lynne: Yeah and majority of people do, “Because I want some feedback.” or “How am I going?” or you know maybe they feel like “Oh, this is looking pretty crappy.” and I’d go, “No, it looks really good.” you know. So you would come back to this mojo, all this confidence not only does the facilitator need it but in a training situation you kind of have to confirm or affirm that when people have got that competency like let them know, you know let them know that they're going well or I might say give them that social proof or I'll go “Look, I've seen you know three and a half thousand people do this program and I can tell you, you're doing really well.” and they'll go, “Oh, okay so compared to others, I'm doing okay.” “Oh, yeah. Yeah you've got this.”
Leanne: Oh that's so, yeah great strategy.
Lynne: With some feedback.
Leanne: Yeah.
Lynne: You know direct feedback to them. “I can see you're doing well with this.” So some of that growth mindset stuff. “I can see you've worked really hard on this.”
Leanne: Yeah.
Lynne: Yeah, it’s like acknowledgement.
Leanne: Yeah. Look we're getting so many practical tips from you Lynne. What is one piece of a practical advice that you could offer to a first-time facilitator or to yourself say you know 15, 20 years ago whenever you started that one-day strategy session. If you could go back and give yourself one piece of advice what would that be?
Lynne: As a facilitator I'd say, don't go in thinking that you know the answer and some of the best ways to build engagement in a team or group is to push what we say, “Push the work into the room or push the questions out into the groups.” So rather than you’re playing consultant or subject matter expert or teacher as in “I have the answers to this. I know, I'm going to share.” That that you put the challenge or the questions out to the group and that's the work that they're going to start doing. You know have I said don't play silly icebreakers maybe some of the icebreaking years get them to answer some of the initial questions about this topic: What are their thoughts? What do they know about it? And this get them participating, contributing and you've been more of the facilitator not the person who has all the answers.
Leanne: That's fantastic advice and on that Lynne, I like to thank you so much for all of your time, your insight. I don't know if you've noticed but I've been like scribbling, you can’t read my writing, it's not as good as yours.
Lynne: Did you use any shapes or icon?
Leanne: I did use some circles and I've used some arrows that would sort of link things together
Lynne: Oh, good.
Leanne: Yeah. So some kind of taking some baby steps on what you recommended in terms of your visual mojo. I'm not a mojo level yet.
Lynne: Yeah, but with some, the podcast if you want to put a link there for people to shoot me an email and if they just say, “Look, I heard about, I heard you on this podcast.” Oh, I'll send back. I've got like a PDF with some icons on it that people can follow and draw and practice. So I couldn't send that right on back to them for now you know just a little gift or something.
Leanne: Oh, well gift for the audience. That's the first time we've had a gift from what about. Actually, now sorry, we had a template sent through back in Episode Eight. So Lynne, your website is a lynnecazaly.com and we’ll write that on the show notes as well and you've also got a huge following on Twitter so we'll put your Twitter account on there if anyone starts using questions on that.
Lynne: Thank you. Yes.
Leanne: Thank you so much for your time and all your insight. The stuff that you're rattling off is just it's so yeah, I mean some of the stuff I've kind of heard before but majority of things are just simple tweaks in terms of the way that you can explain an instruction using symbols that's going to improve my game like by 10% straightaway. So I really appreciate that.
Lynne: Yes. You’ll save time. The message will land and they'll go “Wow, she is a smooth facilitator.”
Leanne: Yeah. I love that. Thanks again, Lynne. I'm sure you'll get a bit of a feedback from this one.
Lynne: All right. Thanks. Great to speak to you.
Leanne: Thank you.