Share and delegate meeting facilitation Tutorial

Are meetings a struggle for you? Discover how to share and delegate meeting facilitation roles in 'Share and Delegate Meeting Facilitation'. From timekeepers to decision pushers, learn how each role can enhance collaboration and teamwork. Don't miss innovative tips to transform your meetings into productive and engaging sessions!

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Are you afraid that you will be told that the meeting was not useful or it was boring,

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or even worse,

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that the facilitation was not up to scratch?

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One solution divide the task into pieces and delegate.

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Lean on the team to divide up the roles in the meeting

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so that you don't have to do the lion's share all the time.

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In this video we will review the different delegated roles the timekeeper,

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the scribe,

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the decision maker,

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the chairperson,

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the expert,

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and the principles of collective delegation.

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The timekeeper.

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The timekeeper is the person in charge of reminding the group

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of the time left for each sequence of the meeting.

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The timekeeper may have a timer,

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a gong,

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a bell,

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a triangle,

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a smartphone.

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He or she announces to the group 2 minutes left before the end of a question.

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For longer reflection times they announce the time elapsed at halftime

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and then 5 minutes before the end.

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In a round table discussion,

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they will ensure that each participant has a similar speaking time.

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And will gently sand the triangle so that participants know when their time is up.

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The timekeeper invites the participants to respect the

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deadlines by reminding them of the timing.

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He or she is not a schoolteacher who takes the pen out

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of the hands of the participants when the time has run out.

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When the time allotted seems too short,

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the timekeeper and facilitator,

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sometimes in consultation with the group,

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may decide to allocate more time to the question

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or to postpone it either to a working group or the next meeting.

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The time overrun is therefore chosen and not suffered.

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The scribe or reporter.

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The scribe is the memory of the group.

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He or she takes notes as the meeting progresses

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on a flip chart,

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a mind map that can be projected on a screen or an online collaborative tool.

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They can take photos of the group's

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achievements and save co-created documents online.

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Beforehand,

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it will be necessary to decide what the note taking should be based on

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the information exchanged,

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the decisions taken,

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the validated action plan,

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the issues on the agenda for the next meetings.

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At the end of the meeting,

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they then summarise the agenda,

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a reminder of the objectives,

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what was seen and not seen,

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what was decided,

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and who does what.

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The more complex the projects and action plans are,

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the more necessary it will be for everyone to be

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OK with this summary before the minutes are sent out.

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And if it's written down and visible to everyone

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on a flip chart or projected on a screen,

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acceptance will be de facto.

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The report is sent by the note taker within 24 hours.

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It must be sincere

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and conform to what was exchanged during the meeting,

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the main information,

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the decisions,

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and the action plan.

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The minutes will be sent to all participants

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and to those who need to be informed of the decisions taken

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and the action plan.

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Another delegated role,

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the decision pusher.

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He or she pushes the group to make decisions,

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avoiding the group getting lost in digressions or dragging on debates.

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Here are the sentences that they can use.

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Peter,

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the chatterbox,

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can you tell us what decision you propose to make on this subject?

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Or beware,

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we're changing the subject without having made a decision,

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or?

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I think it's the right time to make a decision,

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or

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Kate proposes such and such an idea.

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Can the group decide if we accept her proposal?

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And finally,

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so we've made three decisions on the subject,

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which are

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the decision pusher can use the HWWHM WWW questioning.

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How,

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who,

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what,

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how much,

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where,

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when,

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why,

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to push for clear decisions

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which will then easily be transformed into a plan of action.

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The chairperson.

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He or she guarantees that everyone is listened to according to

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the values and rules that have been shared and displayed.

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They ensure that exchanges are benevolent and constructive.

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They make sure that everyone has expressed themselves freely,

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authentically,

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and has been heard.

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They rephrase what was said

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to ensure that everyone has the same vision of the exchanges.

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They respectfully cut off the floor to talkative people while

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rephrasing their words to give voice to the more discreet.

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21% of the executives surveyed said that they often or even systematically

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do not dare speak in meetings.

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The chairperson will have the art of soliciting them.

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And the kindness required for them to dare speak without fear

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in order that all dare to speak,

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the chairperson reminds one of the rules,

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the rules of listening and nonjudgmental,

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for example.

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If the participants systematically criticise or oppose,

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the chair will regulate the exchange.

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I hear Catherine,

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that the situation doesn't suit you.

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What proposals do you make?

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The logistician,

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he or she is in charge of the logistic organisation.

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Checking who will be present or absent,

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the room reservation,

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the drinks,

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installation of the animation material,

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a board or a flip chart,

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the markers and posters,

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validation that the IT tools are working and connected,

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connecting everyone to the collaborative platform used.

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In a video conference,

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they will be in charge of managing the technical problems.

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The host.

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They welcome the participants and make sure that everyone is comfortable.

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They value success and progress.

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They ask for breaks.

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They welcome late comers and make sure they know what has already been exchanged and

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where the group is in the agenda so they can be integrated more easily.

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The expert.

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Despite being an expert on the subject,

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they agree to let others speak before them.

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He or she is in charge of questioning and challenging the participants

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so that the answers and ideas come from the group.

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Then they will be able to complete by bringing their ideas.

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Make your own list of delegated roles within your team.

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Rotate the roles as much as possible at each meeting

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to allow all team members to develop their skills.

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Don't limit them to the role in which they are best.

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One last tip for the road.

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You can also delegate to the collective

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the responsibility for avoiding slip ups in meetings.

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Decide together on a code that is fun and accessible to all.

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For example,

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a fun sound ling ling

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or a sign,

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a yellow card to wave so that everyone will

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know when the framework has not been respected.

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I recommend this collective delegation

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to stop time slips and items that are off topic.

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Off topic,

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ding ding,

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ring the bell.

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As a reminder that the meeting is not a time to chat on your mobile phone,

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a team member can wave the yellow card,

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mobile phone in sight.

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Collective delegation

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to stop the complaints or justification,

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one shakes the cookie jar,

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and the one caught in the act of complaint or justification

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puts a few coins in the cookie jar.

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Author of the book Reinventing organisations

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Frederick Laloux gives us the example

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of an organisation that has introduced the use of symbols in meetings.

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These symbols can be found in all meeting rooms.

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At every meeting,

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the first question is,

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who takes the symbols today?

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There is always a volunteer

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as soon as they feel that one or more person starts to speak from their ego,

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to want to be right,

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to want to make the case to win and be in the competition and the ego,

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their role is to make the symbols sound,

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and the practise is for everyone to remain silent until the sound dies down.

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And during this time of silence,

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everyone can reflect on their position in the meeting.

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By the end,

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they use it less and less.

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It even seems that when the person pretends to want to take the symbols,

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the person says,

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Yes,

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OK,

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yes,

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you're right.

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Frederick Lalou adds with a smile that he has

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often attended management committees with executives with big egos.

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And that if that symbals had been there we would have heard only their sound.

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There would have been no meeting.

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If you have established clear rules of meeting conduct with your teams,

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take the opportunity to define them with these

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anti-skid signals which will be delegated in turn

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and above all,

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put some humour in it.

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