Let me introduce you to just a few of my mentors...

This word buffet is helping to inform several of my latest projects: a book proposal, a keynote speech, a workshop, implementation of a major international project and a few articles about sustainable community/international development...stay tuned for information and locations near you.

Until then...to whom do you turn when you need advice, a sounding board, a new and or challenging idea?

How Do You Let Yourself Know You Believe in You?

Oprah said it so well during her recent interview with Andy Cohen on Watch What Happens Live! When asked what her "ah ha" moment was, she talked about having to use the skills she had been promoting and sharing with all of us for so long...when she was being assailed by the media because OWN was not doing as well as she expected. When the rubber hits the road and things get tough - that is the time it takes work and digging deep to believe in yourself when it feels like no one else does...how do you "support" yourself, let yourself know that your believe in yourself when things get tough? I would love to know...

The world awaits...Kathy in Cambodia

Facilitation Dilemma - Over-talkers...Strategies for Responding...

I'm listening...

I am currently working on a series of articles on tips and strategies for facilitators and would love to get feedback and ideas from you. Whether you are a trained facilitator, or have been in a group where a facilitator used a skill or tool to create a change in the dynamics - I would love to know. I am interested in hearing it all - the good, the bad and the ugly so that we can all learn to connect more effectively and cooperatively.So the facilitation/group dilemma of the week is: "over-talkers" or long-talkers...you know, the people who believe that they know it all and want to share, and share, and share...

• How have you or have you observed a facilitator effectively put a stop, or halt the person who is prolifically sharing?
• What was effective about the intervention?
• what did you appreciate or not appreciate about how the intervention was carried out?

I have a special thank you gift to the person who submits the most interesting/new strategy for effectively working with over-talkers in groups. Please submit your comment by August 30th to be eligible for the thank you gift. You may submit your comment by:

• adding your comment below: www.KathyStutzman.blogspot.com 
• sending me an e-mail at kastutzm@smig.net
• messaging me on Facebook at: kathy.stutzman.9@facebook.com
• or on Twitter: @KathyStutzman

Be certain to include "Over-talkers" in your subject heading or text and to be included in the contest for the thank you gift, leave your name and contact information

If you want to follow the discussion, please subscribe to this blog and you will get up-to-the-minute updates.

Currently Accepting New Projects - How Can I Help Your Organization?

Sweat the Small Stuff: Drilling Down on Effective Strategies for Collaboration

Bell, coffee cup and juggling cube
handy tools for facilitation

My philosophy around facilitation and building collaboratives is strength-based, asset-focused and grounded in appreciative inquiry - I focus on the positive, the possibilities and opportunities and incorporate five strategies for effective collaboration. This article drills-down on one of those strategies: # 4 Sweat The Small Stuff complete with pointers and implementation strategies so that you can successfully support your collaborative, develop team work, demonstrate respect for all participants and have fun while working together. That is the bottom line, right? We meet in collaboratives because we need to accomplish a common goal, we have a common purpose, but there is no reason we can’t have fun while accomplishing the mission of the group. If you use these pointers to Sweat The Small Stuff you can ensure that members of your collaborative will feel valued, respected and as a result, more engaged.

• Plan, plan, plan: for every hour that your collaborative meets, an equal amount of time needs to be dedicated to planning the meeting. Review notes from the last meeting, contact any person who is making a report, organize the necessary supplies, equipment and technology, ensure that the content for the meeting is relevant and consistent with the collaborative’s requests and needs.
• Prepare an agenda: The agenda should include the date, objective of the meeting, each item that will be covered during the meeting, who will be presenting the topic and a time limit for each item on the agenda. Review the agenda at the beginning of the meeting and come to agreement about the items on the agenda and the time frame allotted. A new business and unfinished business line can handle items that come up during discussions. Despite a growing move toward paperless meetings, I highly suggest that you bring a printed copy for each person attending the meeting. The printed copy serves several purposes: it serves as a contract, an agreement is made when everyone affirms the agenda and a printed copy can be used as a tool to focus the discussion and attention of the group, it also provides a space for people to take notes and write ideas.
• Stick to Your Agenda and Timelines: Of all of the pointers this is the most critical and so it bears repeating - start on time, end on time and move through the agenda using the timeline established and agreed upon by all. Start on time, end on time. Just because an item is listed on the agenda or there are issues open for discussion, the group does not need to come to consensus or agreement about anything until the time is right. Creating opportunities for a topic or issue to be intentionally and thoughtfully revisited gives people room to process information between meetings, creates opportunities for new information to be presented at future meetings and gives space for people to “sit” on an idea or concept. If you have listed 15 minutes (20 is my recommended maximum for one topic at a meeting) call the question at 15 minutes and stay on time. I have a timer and a bell that I use to signify that time is finished for the discussion on any item. If you begin your meetings on time, end them on time and stick to the timeline listed in the agenda - people will attend your meetings. This pointer is all about respect and honoring the time of your participants is the most tangible method of demonstrating your respect for them.
• Set The Stage for Success: Set up the room so it is conducive for your groups’ meeting style, a big circle or U-shaped for highly interactive, round tables for small group discussion, or in a classroom style if there is to be a lot of presentation/lectures. Place name tags, pens, paper and agendas at each seat, and the technology and equipment all in place and ready to go (I use a list of supplies needed so I can check them off before I leave for the meeting). Be ready so you can be on time. I like to feed people, which is a component of setting the stage for success - if people are willing to give you their time freely, the least you can do to thank them is to provide them with a little snack, or lunch if you have the budget; lunch will increase attendance. A little bowl of goodies can go a long way to say thank you.
• Create Opportunities for All to be Heard: It is vital to the health and well being of a collaborative that everyone who takes the time to attend the meeting has an opportunity to share their thoughts and ideas. Realize that people process their thoughts at different speeds means creating alternative options for engaging; have participants write down their thoughts on paper and collect them, have small group discussions and request that they report a common theme to the entire group, assign a writing exercise to be completed by the next meeting - be creative and be certain that everyone has an opportunity to be heard. Creating opportunities for people to be heard is an example of sweating the small stuff, facilitating around difficult people requires different skills and will be the topic of a future article.
• Be Relevant: Placing the objectives or goals of the meeting on the agenda will help keep the group focused. If participants stray from the topic and goals, they need to be re-focused so that the conversation and content remains relevant. Often an issue will arise that is completely off-topic and it can be swiftly moved to new items on the agenda or to a parking lot for future discussion. Staying relevant is important for the participants who came to the meeting to discuss the advertised topic…another respect issue.
• Follow-up and Follow-through: Do what you say you are going to do and hold members of your collaborative to the same expectation. Write down any assignments or expectations that people agree to take on and record those assignments in the meeting minutes, include those assignments in the agenda under reports with the person’s name attached. Send minutes out shortly after the meeting and agendas just before so that each person will have a reminder of what they committed to doing. Conduct orientations for new members of the collaborative and review the minutes and agendas as resources to get newbies up to speed, so when they attend a meeting, they are ready to engage.

Sweating the small stuff in any meeting, but especially when working within collaboratives will ensure that participants will be prepared, feel respected, heard, valued and important. Each strategy builds upon the other and while simple is very effective. So whether you are a facilitator or a participant in a collaborative, bring these pointers to your group, review them and come to consensus about who is going to do what and then enjoy the fruits of your labor. Your collaborative will come alive and be very productive…and you might even have some fun while you are at it.

Healthy, vital collaboratives can solve any problem if you sweat the small stuff and set the stage for success. Collaboratives can gain information and ideas from a well-balanced group of people who bring to the forefront new context, a difference frame from which to look at an issue and can help to get clear about the real problem. Asking the right question to the right group of people in a setting where everyone has a voice.

Do you sweat the small stuff when working with groups of people? Do you have some strategies or pointers to add? I would love to hear about what is working for you!

Kathy Stutzman is a facilitator, trainer and evaluator working with groups and organizations to move ideas, visions and concepts forward. If you would like to contact her to discuss developing a strong collaborative with your group, contact her at kastutzm@smig.net, call at (507) 219-0912, on Twitter at @KathyStutzman or www.kathystutzman.blogspot.com

For a one page “Quick Tips” on effective collaboration visit www.kathystutzman.blogspot.com and request a copy, or send an e-mail to kastutzm@smig.net and put Collaboration Quick Tips in the subject header.

Five Effective Collaboration Tips…and Some Common Errors…

The unexpected awaits

Collaborating with groups can be challenging and as rewarding if managed in a thoughtful and intentional manner, especially if the group is brought together in a true sense of collaboration - to come together around a common problem or idea and to listen, learn and come to consensus about strategies for moving forward. There are five strategies you can employ when bringing together a collaborative of people, and before I elaborate on those, I want to address three common errors that are made when a collaborative is formed;

• The purpose of the collaborative is to gather people to agree on a predetermined outcome;
• The collaborative is made up of all like-minded individuals;
• One of the stakeholders is asked or is assigned the role of facilitator.

 When people are gathered for the sole purpose of validating an already existing response to a problem or idea all of the people on the collaboration are rendered null and void. One of the most vibrant parts of a collaborative is gathering people and asking them their opinions and really listening to them. And why is it important to really listen to a group of people sharing their opinions within a collaborative setting? It is important to help identify the real issue or problem. If the resolution to the problem is already predetermined and all you are looking for is feedback on the resolution, schedule a focus group or listening circle and be genuine about what is needed. Feedback groups will help you identify and drill down on issues related to your idea and will get there faster than convening a collaborative with a false sense of purpose.

Collaboratives that are made up of all like-minded people may have less conflict and come to quicker resolution; however, the resolution will be one-dimensional and may even reinforce the original problem which originated the need for the collaborative. Many of us tend to be conflict-averse and seek others who reinforce our opinions or thoughts and so it is vital that collaboratives have a wide spectrum of people with many frames of reference and context to share. You are gathering in response about something - most of us do not form collaboratives simply because we want to spend more time in meetings - there is a reason your collaborative formed - find people who are impacted by your concern and invite them to the table, invite people who have diverse opinions, and most importantly be genuine is your desire to hear from all points of view - that will create a richness to your collaborative and sustainability to your strategies for action.

The number one common mistake made by many groups when convening a collaborative is to assign someone within the collaborative the role of facilitator. It does not make a difference whether the person is a paid staff or a volunteer, if they are a stakeholder; they lose their voice when they become facilitator. To adequately facilitate a meeting of broad-minded and diverse individuals and solicit wide-ranging opinions, a facilitator must be in the moment and completely present with the group which means disengaging from their own opinions and responses. The facilitator loses their voice and the collaborative loses their valuable input.

My philosophy around facilitation and building collaboratives is strength-based, asset-focused and grounded in appreciative inquiry - I focus on the positive, the possibilities and opportunities. Now that the three most common errors are behind us, I would like to share five effective collaboration quick tips:

1. ·         Identify key stakeholders: Make a list of all of the people, groups and organizations who have something to gain, something to lose and something to contribute to the issue at hand, connect with them and help them identify what is in it for them to participate;
2. ·         Discover what makes the members of the collaborative “tick” what they passionate about: be clear about role and responsibility, what the expectations of each participant is and ask if there are some skills or contributions that they can offer to the group (and then deliver);
3. ·         Collaborate for success - develop a clear purpose and stay focused on that mission;
4. ·         Sweat the small stuff: have an agenda, follow the agenda, be on time, organize content ahead of time so that meetings are interesting and of value, be respectful of the participants’ time;
5. ·         Evaluate:  review successes and evaluate what still needs to be accomplished on a regular basis, be clear about the relevant and meaningful work around which the collaborative is engaged.

Healthy, vital collaboratives can solve any problem if you set the stage for success. Collaboratives can gain information and ideas from a well-balanced group of people who bring to the forefront new context, a difference frame from which to look at an issue and can help to get clear about the real problem. Asking the right question to the right group of people in a setting where everyone has a voice.

Kathy Stutzman is a facilitator, trainer and evaluator working with groups and organizations to move ideas, visions and concepts forward. If you would like to contact her to discuss developing a strong collaborative with your group, contact her at kastutzm@smig.net, call at (507) 219-0912, on Twitter at @KathyStutzman or www.kathystutzman.blogspot.com

For a one page “Quick Tips” on effective collaboration visit www.kathystutzman.blogspot.com and request a copy, or send an e-mail to kastutzm@smig.net and put Collaboration Quick Tips in the subject header.

Kathy Stutzman, M.A., M.A.

Kathy Stutzman, M.A., M.A. Consulting                             

301 12^th Place NW, Austin, MN 55912                                    

(507) 219-0912, kastutzm@smig.net

 

Kathy and her team of professionals work together with you to move a concept forward. Using a variety of methodologies and processes a plan is individualized to meet the unique needs of each situation.  This menu of options includes some of the tools that may be used in the process:

  Strategic planning (planning)

·         Vision and Mission Statement Development

·         SWOT (Strength, Weaknesses, Opportunities and Threats) Analysis

·         Establishing Goals and Objectives with Measurable Outcomes

·         Action Plans

·         Timelines

·         Budgeting

·         Evaluation

 Facilitation (making things happen)

·         Designing and Conducting Effective Small and Large Group Meetings

·         Focus Groups

·         Listening Circles

·         Forums and Panel Discussions

·         Interviews

·         Roundtables

 Research and Evaluation (information gathering)

·         Evaluation Design

·         Survey Design

·         Methodology

·         Instrument Administration

·         Data Analysis

·         Reports

·         Executive Summaries

 Training (equipping people, building individual, and group capacity)

·         Team Building

·         Training Trainers

·         Developing and Conducting Workshops

·         Leadership

 Collaboration (bringing people together)

·         Identifying Key Stakeholders

·         Inviting and Retaining Participants

·         Agendas

·         Conducting Efficient and Effective Meetings

·         Using Small Group Processes Within the Larger Group Setting

·         Conflict Resolution

·         Developing Resources

·         Identifying Inhibitors and Working with Challenges

·         Establishing Measurable Outcomes

·         Quantitative and Qualitative Analysis

 Communications (information sharing)

·         Information Dissemination

·         Key Findings and Recommendations

·         Press Releases

·         Community Forums

·         Press Conferences

 Workshops (targeted topics)

·         Keys to Effective Collaboration – Practical Applications;

·         Partnering with Business, Private and Non-Profit Organizations, and the Community;
·         Building a Strong Board of Directors;

·         Fund Development and Grant Writing;

·         Partnering with Community Organizations;

·         Developing Engaged Collaborations;

·         Identifying and Working with Inhibitors;

·         Creating Common Bonds by Developing Relationships; Internationally and Locally;

·         Child Care – Gaining the Edge;

·         How to Conduct an Effective Meeting;

·         Business and Development Applications for Rural Economics;

·         Small Group Facilitator Training;

·         Working with Cultures in Developing Countries to Achieve  Economic Sustainability;

·         Customized Workshops.

Working together; Moving forward; Building the future…

For a consultation about how we can work together to build the future of your organization contact 

Kathy Stutzman at kastutzm@smig.net or 507-219-0912