The Results Facilitator Expert, Manager, Mentor

A facilitator has been traditionally defined as someone who helps a group of people understand their objectives, and assists them in planning to achieve them, without taking a position in the discussion. Recently, the International Standards Organization’s (ISO’s) implementation and other long-term, multi-year team involvement has challenged neutrality in all cases and has created a new type of facilitator, the results facilitator.The Results Facilitator: Expert, Manager, Mentor identifies the skills, training, and education that today’s facilitators must possess. Outlining the new role of the facilitator, it presents powerful tools and techniques that can help facilitators achieve success. Continuous learning is a must and should follow the model-Learn-Practice-Evaluate-Act.The book demonstrates the use of Critical Success Factors (CSFs) for measuring progress toward achieving the objectives of a long-term program. It also supplies authoritative guidance on how to effectively plan, conduct, and complete meeting responsibilities. What can go wrong for a facilitator is outlined and methods to eliminate or mitigate these undesired situations are shown.The text details the core competencies that have been established by the International Institute for Facilitators (INIFAC) as well as the International Association of Facilitators (IAF). It shows where improvements can be made in each and recommends a joint IAF and INIFAC effort to consolidate into one facilitator’s competency list.The book explains the need for an additional phase to the Tuckman’s Group Dynamic Model. It shows several coaching processes including how to use the Toyota Production System’s Kata for team improvement. The chapters have a facilitator exercise at the ends to help the reader apply their new knowledge to build their confidence and knowledge.

Facilitation by FacilitatorsFacilitator Definition Structure Process Groups Function Effectively Decision Making A Helper and Enabler Supports Others Group AchievementRoles and Responsibilities of a FacilitatorCore Practices for a Facilitator FNS 4D Facilitation Model and Core PracticesNeutral Is a MustBenefits of a Neutral FacilitatorWhat Can Go Wrong in Facilitation?A Hypothetical Company: Quality Value Systems (QVS)IAF and INIFAC Core Values/CompetenciesFacilitator’s Exercises Becoming and Sustaining Being an Excellent FacilitatorBecoming an Excellent Facilitator Takes Continuous LearningThe Facilitator’s Checklist Prior to the Meeting UNIFAC’s Core Competency B Assessment Using OAR and/or PAL Just Prior to the Meeting During the Meeting The Process Establishing the Ground Rules After the MeetingSelf-Evaluation after Each MeetingUsing TOTs to Get Team Back on TrackTool to Use When the Team and/or the System Needs JumpstartingFacilitator’s Exercises Different Types of FacilitatorsTypes of Facilitators Business Facilitators Training Facilitators Conflict Resolution Facilitators Wraparound Facilitators Small Group FacilitationThe Results FacilitatorThe Hendecagon Model: The Skill Set of an Experienced FacilitatorFacilitator’s Exercise Ability to InfluenceBe Able to InfluenceKnowing YouKnow Your ClientIAF Core Competencies in this Area Create Collaborative Client RelationshipsFacilitator and Team Leader Interface: Keys to Their Success Share Responsibility Work Together Keeping FocusedKnow Your Team MembersCoaching Introduction Guidelines and Coaching Process Coaching Method Coaching: Toyota KataFacilitator’s ExerciseUnderstanding Group Dynamics, Handling Difficult Behaviors, and Managing ConflictTeams and GroupsTuckman’s Four Stages of Team Development Form Storm Norm Perform New Stage Needed for the "Never-Ending, on a Journey" TeamIAF Facilitator Core Competencies Create and Sustain a Participatory Environment Cultivate Cultural Awareness and SensitivityTeam Members’ BehaviorIntervention ApproachesManaging Conflict IAF Facilitators’ Core Competencies Create and Sustain a Participatory EnvironmentObserving Group DynamicsGroup Guidance and Self-Awareness Guide Group to Appropriate and Useful Outcomes Facilitate Group Self-Awareness about Its Task Model Positive Professional Attitude Trust Group Potential and Model NeutralityFacilitation Engagement ProcessesTeam Building, Teamwork, and High-Performing Teams Teams Team Building Teamwork and High-Performance Results Quick Check on Whether a Team Is High-Performance or Not?Facilitator Exercise Know the Technical Area or Process (Four Key Examples)IntroductionExample 1: ISO 50001 Energy Management System (EMS)Example 2: ISO 14001 Environmental Management SystemExample 3: Construction PartneringExample 4: Problem SolvingWhat is CAPDO (Check–Act–Plan–Do)?Tools and Techniques Needed for PDCA and CAPDOFacilitator Exercise Facilitation Tools and TechniquesIntroductionFacilitator’s Toolkit Objective and Problem Definition Generation of Ideas and Collection of Data Evaluation of Ideas/Data Analysis of Data Countermeasures ImplementationGenerating Ideas Brainstorming and Nominal Group TechniqueStrategic Planning Headlight Teams Environmental Scan SWOT Analysis Affinity DiagramsGathering Data Check Sheets Company’s Information Systems Research Internet Surveys Focus GroupsEvaluating Ideas Multivoting Pareto Analysis Metrics Criterion Matrix and Ranking Flow ChartAnalyzing Fishbone Diagram Root Cause Matrix BenchmarkingSelling Your Solution Rate of Return or Payback Period The Solution MatrixFacilitator Exercises Objectives and Targets Development and Action PlansObjectives and TargetsMaking Targets SMARTObjective and Target (O&T) Template and Developing Action Plans Explanation on How to Fill out the O&T TemplateEstablishing Objectives and TargetsAchieving Team Results Using Toyota KataFacilitator Exercise Projects and Project ManagementWhat Is a Project and Project Management?Project PhasesFacilitator ExerciseFacilitators’ Professional Behavior and Continuing EducationIAF Core Competencies IAF Facilitators’ Core CompetenciesCertificationModel Positive Professional Attitude IAF Facilitator Core CompetenciesSelf-AssessmentsFacilitator ExerciseEvaluation of IAF Facilitator Core Competencies for CertificationThe IAF Facilitator Core CompetenciesEvaluation of the IAF Facilitator Core CompetenciesINIFAC Core Competencies The SubcompetenciesIAF and INIFAC Core Competencies ComparisonSummary of ComparisonResults Facilitator Core CompetenciesCritical Success Factors (CSFs) for a Facilitated SessionFacilitators’ Core Competencies RecommendationsFacilitator ExerciseFacilitator’s Offshoots and Questions from New Facilitators (39 Different Areas)The 39 Areas Subject Content Is It a Must that the Facilitator Know the Subject Content? Responsibility for Results Is the Facilitator Held Responsible for the Results? Team Composition Is the Facilitator a Team Member? What Is the Optimum Size for a Team? Team Momentum How Many Objectives and Targets (O&Ts) Are Necessary to Maintain a Team? Jumpstarting a Team How Can You Jumpstart a Team if Needed? Facilitator’s Skills Are All Facilitators Equal? Seven Quality Control Tools Is Life over for the Seven QC Tools? Listening How Important Is the Ability to Listen for a Facilitator? Training Who Provides the Training to New Team Members? Who Trains the Objective Champion or Strategic Council or Top Management in the EnMS? Certification Should I Become Certified? Communications How Can You Improve Communications? Feedback How Do You Ensure the Feedback You Give as a Facilitator Is Helpful? Group Stages Can You Actually See a Team Go through the Four or Five Stages of Group Dynamics? Team Members Has It Been Your Experience That the Team Leader, Facilitator, and One or Two Team Members Do Most of the Team Work? Team Members Replacement On Permanent Teams, Do You Think That Team Members Should Be Replaced Periodically, for Example, Every Year? Team Leader/Facilitator Coordination Should the Team Leader and Facilitator Meet before Each Meeting? Meeting Length How Long Should Our Meetings Last?Document Control Manager Is It a Good Practice to Have the Team Leader for an ISO Team Be the Document Control Manager? Award and Recognition When a Company or Organization Has an Awards Program, Does It Motivate Teams? Energy Team Does a Company Only Need to Have One Energy Team or Are Others Recommended? Lead Facilitator How Do You Define a Lead Facilitator? Lean and Six Sigma Do Lean and Six Sigma Efforts Need Facilitators? Objective and Target Responsibilities Is It Good to Have Most, If Not All of the Team Members, to Be Responsible for an Objective and Target on an ISO Team? O&T Responsible Person What Are the Responsibilities of an Objective and Target Responsible Person? O&T Time to Completion How Long Should an Objective and Target Take to Finish or Complete? Coaching Effectiveness How Do You Know Whether the Coaching You Have Been Doing Was Effective? kWh Intensity Why Is kWh/sq. Footage Used as an EPI When kWh Usage Tells You How Well You Did? Team Types What Are the Different Kinds of Teams That Exist in Today’s Organizations and Companies? Facilitator Benefits What Are the Benefits of Having a Facilitator? Neutrality Should a Facilitator Be Neutral and Not Participate in the Meeting Contents? Team’s Success When Is a Team Considered Successful? In-House versus Outside Facilitator When Is it Best to Use an Outside Facilitator Instead of an In-House Facilitator? LeBron James as NBA’s Best Results Facilitator Why Is LeBron James Called the Best Facilitator Ever in the NBA? Results Facilitator Name Acceptability Will the Facilitator World, including the National Organizations, Accept the Term Results Facilitator? Things a Facilitator Can Do Badly What Are Some of the Things You Noticed That Facilitators Do Badly in Some Meetings? Process Observers In My Last Organization, t

For the last eight years, Marv Howell worked as a contractor senior environmental associate for Analytical Services Inc., which provided environmental services to the Drug Enforcement Administration. Marv implemented environmental management systems and facilitated their monthly meetings at eight DEA facilities that included labs, division offices, intelligence center, and an air operations center. All eight facilities passed at least one second party audit.In addition, he was instrumental in planning and designing several energy management system actions/efficiencies initiatives that resulted in saving more than $400,000 a year in electricity cost, reducing natural gas use at the air operation center by 32percent a year, improving power factor at one facility from .70 to .996 thus saving $7,200 dollars a year, assisting in planning light upgrades from T-12s to T-8s and T-5s, planning advanced meters installation and build automation systems upgrades, and performing energy audits to include a data center that when his recommendation is implemented will reduce energy use by more than 30percent annually.Marv helped facilities develop energy conservation plans and communicate them to all the facilities’ management, supervisors, employees, and contractors.Marv was the manager of distribution planning and reliability for FPL where early in 1982 he became one of FPL’s original facilitators. He was instrumental in assisting FPL to become the first company outside of Japan to win the coveted Deming Prize for Quality. He was a lieutenant colonel in U.S. Air Force civil engineering where he was involved in energy reduction efforts, reliability, project management, construction, maintenance management, efficiency, productivity improvements, and facilitation efforts. From 1991 to 2003, Marv had his own quality improvement company in Miami, Florida where he helped many companies and organizations such as U.S. Air Force, Intel, and Oklahoma State University at Oklahoma City improve their quality improvements efforts, practice strategic management, control their processes and improve them, implement lean improvements and facilitate Kaizen events. He earned his bachelor’s degree in mechanical engineering from Mississippi State University and a master’s degree in industrial engineering from the University of Pittsburgh. His books that have been published are: Effective Implementation of ISO 50001 Energy Management System (2014) by ASQ Quality Press; Critical Success Factors Simplified (2010) by CRC Press; and Actionable Performance Measurement—A Key to Success (2006) by ASQ Quality Press