Other tools to maximise your impact in meetings
FAST Meetings DIY covers a range of frameworks, tools, processes and skills which we transfer to you and others in your organisation through workshops, coaching and other high-impact methodologies.
We customise the design to your requirements to ensure you gain highest leverage, and work with you in the context of your in-house meetings, your conferences, strategy or board meetings.
“Your DIY program delivered a really positive impact and helped us to facilitate our own meeting and achieve some great results. The tools you provided and coached us with were easy to use, and worked extremely well to achieve more engagement and involvement of everyone. We will be continuing to use the methods in future conferences.”
Richard Dumar – Sales Manager – Orlando Wyndham
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Frame for
Focus
Your ability to communicate in order to achieve ‘buy-in’ and
constructive decision making are key capabilities as a leader. These
outcomes are often achieved through effective facilitation of meetings and group communication. In this article we will help develop your
facilitation skills, specifically concentrating on Framing as a means
of focus.
So what is framing?
Framing is an easy to learn skill that can help create more focus,
alignment and effective dialogue among meeting participants,
thereby delivering heightened productivity. When you tell someone
what you’re GOING to tell them, then you tell them, then
you tell them what you’ve just told them, you have just
framed your information.
Framing is the bit up front which forewarns
important points that are about to be raised or heightens awareness
of impending action or approach. To help you understand framing
through a practical example, a story comes to mind. The other
day, my son came to his mother and said.. "Mum, you’re
not going to be happy with me.. but..." and went on to break
the news that he had once again left his lunch box at school.
At nine years old, he might just be forgiven for being forgetful.
What is impressive is that he has already learned to frame, because
he has found that he gets a calmer response if he prepares Mum
for the news. Framing is not just used for bad news. Other simple
examples include "Let me tell you a story" or "Can
I show you how I did this?". These prepare people for something
they are about to hear or do. So that’s the concept of
framing, but how does it apply to conducting more effective dialogue
and decision making
Here are 5 distinctions about framing that can be useful in business,
but are often forgotten or rarely used.
Frame the purpose
This first is a reminder that a clear meeting purpose saves a lot
of time and helps everyone get started from the same page. Without
one, people arrive at meetings with limited ability to contribute
until the purpose becomes clearer. Worse still, some realise
they are in a meeting they may have been better not to attend.
Typically, the purpose is outlined as the ‘subject line’ in
an email, or in a bullet point agenda. Yet a clearer purpose
the better. For example, rather than a purpose that reads "X & Y
Project" some more detail will provide clarity, as follows "We
will reach agreement on the outcomes sought from X & Y project
and build a draft project scope. This will help to then decide
next steps, and any task force teams needed?" Perhaps you
could try boycotting a meeting that has only a ‘subject
line’ purpose. Alternatively, set the example with your
own pithy 20 word statement of why the meeting exists.
Frame the interaction
The approach to getting people involved in a discussion is frequently
assumed. The rules are simple. The leader opens, discussion ensues,
and gradually people warm up and say their piece. A simple change
can create subtle changes to getting people involved early on.
After opening remarks about the topic or purpose, direct the
group to go around the room and hear from each participant for
1 minute on the topic. If someone jumps in over the talker’s
timeslot, remind them "We’ll just go around the room
first". In other words, make sure people follow the process
you’ve set up. Keep an eye on the watch too, so that people
are reminded of their initial time slot. This frame is subtle.
It sends a message, particularly in larger groups, that everyone’s
opinion counts, and their voice will be heard throughout the
meeting.
Frame the process
Building on from the above, it is possible to have more influence
in the way a topic will be discussed. This can save precious
time by giving the whole group a simple road map of ‘how’ the
topic will be tackled For example, imagine you are wanting your
group to make a decision on something that has been previously
discussed. A process frame might go as follows. "How about
we go around the room and get everyone’s feedback on what
they see is the core issue. Then we can identify our options
on the whiteboard, before we prioritise and decide on the best
2. We need to be out of here in an hour, so perhaps we should
leave at least 30 mins for the prioritising and deciding"
Framing the process provides you (the facilitator) a structure
with which to guide the group through sometimes difficult and drawn
out discussions, saving the group from getting lost, or bogged
down. With experience, it is possible to choose a process from
a wide range of options. Experience shows that it is generally
more useful to to kick off with a suggested process than to just
dive straight into content, so have a go at framing the "how"
Multiple layers of framing
By now, it might seem that framing means everything is outlined
up front. However, the various inputs that can help to shape
the group discussion and process can be suggested progressively
through a meeting, in layers. I saw Peter Senge , author of The
5th Discipline do this extremely well at a workshop last year.
The workshop was about Learning in Organisations, and firstly
he provided some overall thoughts and experiences he had around
Learning. (Frame 1) Then he said "We’re going to do
something a little differently here with an exercise" to
a group of 500 in a ballroom. So we all moved our chairs into
3’s (Frame 2). Next he set up the exercise, highlighting
the things we might notice, and what to watch out for as we conducted
the activity (Frame 3). The exercise then ensued, and this was
a simple discussion in our 3’s about a couple of questions.
This acted as a frame for the key points he next wanted to draw
out (Frame 4) And on it went. I found myself marvelling at the
way he was able to create a flow of thought and awareness through
the session that enabled one idea to build onto the next. From
this example, I have tried to show that using multiple layers
of framing is a very powerful way to communicate and engage with
people when you want to help them learn, to influence them, or
introduce them to a range of complex ideas.
Summarise to reinforce the frame
Summarising a meeting (telling people what has been discussed)
in relation to the initial purpose can reinforce the impact and
productivity of the discussion. Helping people see what has come
out of the session can be motivating and energising. They can
become more attuned to achieving productive outcomes in the next
meeting you facilitate. This can take the form of a simple summary
or reflection, particularly harking back to the stated purpose
of the meeting that was declared at the outset.
Why not try framing in your very next meeting. It can have an
immediate impact on your facilitation effectiveness and the quality
and outcomes of the meetings you lead.
______________________________
by David Pointon - FAST Meetings
FAST Meetings provides 3 levels of service to support improved
effectiveness, energy and outcomes of meetings; ranging from Meeting
by Design to transferring skills to your leaders through FAST Facilitation
DIY
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