Our New Workbook

Cover, Moving Experiences

Elevate Your Meeting Techniques with the Advanced Facilitation Laboratory

Chris and I have completed the Moving Experiences workbook with skillful assistance from our editor (and daughter), Kelly-Rose McNeil. It was a true family affair and a labor of love, and we couldn’t be more thrilled to share the news (and one downloadable design!) with you.

We had a great time teaching 20 internal consultants for a major Fortune 100 company on the West Coast this fall using Moving Experiences, and we hope you find the exercises as useful as they did!

Read on for more information about Moving Experiences, our facilitation, and to download an example design!

Moving Experiences is the latest version of our designs, exercises, tips, and practices we have shared over the years through McNeil Consulting’s Action Facilitation Laboratory.

If you like what you see, contact us for more information about our consulting, our group work, and our facilitation workshops. Give us a call and we’ll even teach you one of the designs to try out at your next meeting.

Below is a description of the laboratory and its value to participants. 

The 25 Great Designs

This workshop combines Facilitation Skills Training with a solid Action Research Foundation. The skills of collecting group data, publishing it, comprehending it, and acting on it are all systematically covered in this unique workshop. Each Action Design builds on the one before it, creating a natural progression of Action Research, which allows time for practice, reflection, and feedback. Participants are immersed in this work from the moment they enter the workshop. Working in pairs, participants learn how to:

  • Facilitate classic Action Research Designs from the information provided in the materials
  • Design meetings and team experiences that bring issues to light and move performance forward
  • Read group dynamics “in-the-moment” – the missing skill that today’s leaders need
  • Recognize your own feelings and manage them effectively in meetings
  • Make powerful interventions to refocus your team and improve their performance
  • Use silence, pauses, and other simple, powerful techniques to help team members reflect on the group process
  • Design “on the spot” to help teams change course and move away from unproductive processes

You will be immersed in Action Research from the very beginning of this workshop, and learn from facilitating and participating in the designs. At the end of the workshop, you will have a new array of designs that you can apply in practical ways with real teams.

High-level meeting facilitation is a complex skill. It is learned through repeated practice over time. This workshop delivers a solid foundation on which the participant can build a practice. The exercises are taught through the concept of design so that the principles learned can be applied in a variety of settings. The real value comes through each and every meeting successfully facilitated. The return on your investment comes from increased meeting performance and strategy execution.  We have seen incredible results by investing in your high potential leaders and developing their skills for designing, convening, and facilitating critical meetings.

Click here to download your design from Moving Experiences!


Download

 

Hope to hear from you soon!

Rob

rob@robertmcneil.com

(610) 331-4187

Learn About Teams

The High Performing Teams Workshop

Overview and Design

Teams and team building are the critical concepts we cover in this half day or a full day workshop. We offer a powerful discussion that illustrates the journey teams take through time on their way to high performance. Not many teams get there. Most give up somewhere along the way and become satisfied with performance that is OK, but never quite lives up to their potential. We know from our work with hundreds of teams, this does not have to happen to your team.

Our discussion begins with a creating collaborative “graphic history” of the team by its current members. The members of the team can tell the story of the team, and the challenges it encountered along the way. Taking a history is a powerful way to engage everyone in recalling significant events in the life of the organization and the leadership team. 

graphic history map

Following the “graphic history,” we introduce the Drexler Sibbet Team Performance Model. We show the process that underlies solid team development that leads to high performance. We call our work “Immersive Facilitation.” From the very beginning of this session, we immerse the participants in a fun activity that illustrates the core issue of interdependence. The concept of interdependence is the glue that holds teams together and makes high performance possible.

We use the learning from our simulation to understand the Drexler Sibbet Team Performance Model, a unique graphic that is at once a map, a process, and vocabulary that enables team members to see where they are, where they want to be, and what they can do together to move themselves to high performance. Our discussion begins at a high level focusing on the big picture of teams and team development. As we move through the workshop, we help participants to be able to use the model to do an assessment of their back-home teams.

Team members learn the seven stages of team development as well as the keys to each stage. Improvement can begin at any stage and within any key. This new understanding gives participants a way to discuss team issues easily and productively. Our work is strength-based and future-focused. We illustrate several practical next steps that teams can use to liven up their team, increase engagement, and align themselves toward high performance.

One of the most important topics we cover is sub-grouping. All teams are made up of sub-groups. These “smaller teams” are how work actually flows through teamwork. If the sub-groups work well, the team thrives. If not, work slows down, irrelevant competition arises, and we get less than stellar results. The real secret to team building is learning how to optimize the sub-groups.

The end of our sessions always includes a check-in with all the participants about how they will apply the learning to help their own teams approach the critical choice-points necessary for moving into high performance. We have learned over many years of helping teams become extraordinary that “team issues” never resolve on their own, they must be worked.

This session is designed to be a high value tasting session that introduces team, and team development to our participants. We know from experience that real teamwork is led from everywhere. As safety develops, trust builds. Open communication and real time feedback become norms of the group. All of these aspects factor into building a remarkable team. This introductory workshop illustrates the way to begin building high performance teams. The participants leave with a new understanding of how to enhance their own work team experience.

Value

Our clients receive the real value from attending and participating in this session. They consistently identify the following:

  • The language of team development: From the stages a team’s journey to high performance, the keys that support each stage and the actions that can be taken. Team members take away an easy way to describe their team’s development.
  • A way to do an assessment of their back home team. By learning the model and some actions that can be used on their own teams, participants learn how to assess their own team.
  • The power of sub-teams within a team. This little-known secret to team development creates a new understanding of “group dynamics,” making course corrections easier to understand.
  • The importance of feedback and openness to teams. Building trust and creating space for team members to say what needs to be said.
  • The importance of team membership. Real teams can be led from anywhere. Heating up team membership and getting ownership for results is a team responsibility.
  • Introduction to additional resources. Access to a wide variety of additional readings, workshops, graphic templates, all time tested, are presented as choices for optional follow-up.

Your Next Meeting Needs a Beekeeper

Everyone wants productive meetings. Often people come together in meetings and fall into a predictable pattern of behavior. The same people speak, the interaction is routine, the outcome is known, and the results are less than stellar.

Instead of complaining about your next meeting, why not do somethings differently? I offer the metaphor of a Hive to help give you some alternative possibilities. In nature, bees live in hives. Besides being home, a hive is an amazing place of highly evolved communication. The hive offers the means to live through interaction and communication.

Certain kinds of groupware can offer you and your team a new way to approach your meeting and a way to achieve extraordinary results. We love GroupMind for this work. We liken our groupware to a Hive. A question is posed. Thoughts appear in real time. Some are valuable others are not, but all are considered. Everyone in your meeting has a voice, and it becomes fun and exciting to see everyone’s thoughts at once, live and in person. We call this brainwriting as compared with brainstorming. The difference (and it’s a big one) is that the group facilitates its own process as new ideas emerge.

The sheer volume of ideas that are generated is often surprising to teams. New energy is released as everyone has the chance to share their thoughts on a topic. Brainstorming with a facilitator or with stickies is so slow and time-consuming in comparison. Brainstorming is especially problematic if the loudest extraverts take over the board and start judging the entries. We all have been in these sessions and they are slow, painful, and often forgettable.

The answer is a good beekeeper a solid process and an extraordinary set of tools. It’s a three-legged stool: facilitation, process, and technology all working together to give your team an entirely new way to think together. Let’s face it. Thinking is hard work, thinking in groups is even harder, and prioritizing what has been revealed in the discussion is the holy grail of meetings. To give this short shrift is to accept that your team will probably have another unproductive meeting.

What I am recommending is simple, but it’s not easy. Thinking well is a discipline, and in groups, it needs to be an inclusive discipline. Visual dialogue can be helpful and in our experience, it comes afterward. Pictures can help to create meaning by connecting ideas to concepts by creating metaphors that we can all understand. We see it all starting with words and sentences. Meaning is constructed out of our thoughts. As these thoughts become visible we see patterns, and patterns create avenues for divergent thinking. Later we can use convergent techniques to narrow down the most valuable ideas so that we may move forward together.

A highly trained beekeeper (facilitator) can help the group do its thinking work. She can suggest “moves” (techniques to advance thinking, compare alternatives, prioritize ideas etc.) that advance the conversation while tracking time, recording decisions and designing on the spot. She remains neutral, while the “bees” do their work, converting raw data into honey to maintain and sustain the team through time. A beekeeper can help design the before, during, and after experience of your meeting giving new continuity, energy, and life to your mission-critical decisions.

Some of the best companies are on to this type of thinking in groups. The technology has been around for the last 30 years and it’s been one of those best-kept secrets of high performing teams – especially global teams. Maybe now is the time to give it a try for you and your team. You might consider stopping talking about “design thinking” and learn how to design your teams thinking. We can show you how to get started with team beekeeping. To do what you have never done, you have to think in ways you have never thought. Our intensibe beekeeping school is starting soon. Request a description.

Introduction to High Performing Teams

The High Performing Teams Workshop

Overview and Design

Teams and team building are the critical concepts we cover in this half-day workshop. We offer a unique experience that illustrates the journey teams take on their way to high performance. Not many teams get there. Most give up somewhere along the way and become satisfied with OK performance that never lives up to their potential. We know from our work with hundreds of teams, this does not have to happen to your team.

Our discussion begins with illustrating the Drexler Sibbet Team Performance Model. We show the process that underlies solid team development that leads to high performance. We call our work “Immersive Facilitation.” From the very beginning of this session, we immerse the participants in a fun activity that illustrates the core issue of interdependence. The concept of interdependence is the glue that holds teams together and makes high performance possible.

We use the learning from our simulation to understand the Drexler Sibbet Team Performance Model, a unique graphic that is at once a map, a process, and vocabulary that enables team members to see where they are, where they want to be, and what they can do together to move themselves to high performance.

Our discussion begins at a high level focusing on the big picture of teams and team development. As we move through the workshop, we help participants to be able to use the model to do an assessment of their back home teams.

Team members learn the seven stages of team development as well as the keys to each stage. Improvement can begin at any stage and within any key. This new understanding gives participants a way to discuss team issues easily and productively.

Our work is strength-based and future-focused. We illustrate several practical next steps that teams can use to liven up their team, increase engagement, and align themselves with high performance.

One of the most important topics we cover is sub-grouping. All teams are made up of sub-groups. These “smaller teams” are how work actually flows through teamwork. If the sub-groups work well, the team thrives. If not, work slows down, irrelevant competition arises, and we get less than stellar results. The real secret to team building is learning how to optimize the sub-groups.

The end of our sessions always includes a check-in with all the participants about how they will apply the learning to help their own teams approach the critical choice-points necessary for moving into high performance. We have learned over many years of helping teams become extraordinary that “team issues” never resolve on their own, they must be worked.

This session is designed to be a high-value tasting session that introduces teamwork, and team development to our participants. We know from experience that real teamwork is led from everywhere. As safety develops, trust builds. Open communication and real-time feedback become norms. All of these factor into building a remarkable team. This introductory workshop illustrates the way to begin building high-performance teams. The participants leave with a new understanding of how to begin to enhance their own work team experience.

Value

Our clients receive the real value from attending and participating in this session. They consistently identify the following:

The language of team development: From the stages a team’s journey to high-performance, participants learn the keys that support each stage and the actions that can be taken to move forward. Team members take away an easy way to describe their team’s development.

A way to do an assessment of their back home team. By learning the model and some actions that can be used on their own teams, participants learn how to assess their own team.

The power of sub-teams within a team. This little-known secret to team development creates a new understanding of “group dynamics,” making course corrections easier to understand.

The importance of feedback and openness to teams. Building trust and creating space for team members to say what needs to be said.

The importance of team membership. Real teams can be led from anywhere. Heating up team membership and getting ownership of results is a team responsibility.

• Introduction to additional resources. Access to a wide variety of additional readings, workshops, graphic templates, all time-tested, are presented as choices for optional follow-up.

Costs and Materials

Please call us for pricing.

 

The New Light Saber

 

AR Scorpi
This is AR Scorpi, the first discovered white dwarf pulsar. Credit Mark Garlick / University of Warwick

When the empire strikes back, we need to respond. This is a call for the return of the Jedi. But before we all rush in with our old paradigms tools and models, let’s rethink this. I love the idea of the lightsaber. It’s elegant and powerful, part of us, and connected to “The Force.” The problem is it still divides things in two.

Our new light saber would cleave things together. It would allow us to see the paradox, feel it, get comfortable with our own inconsistencies, and work our way through the mazes, the smoke screens, the fake news, and see each other more fully and more compassionately. This new saber, again, born of light, connected to our essence and fueled by the universal force of good would enable us to immerse ourselves in our humanity.

Together we could view the planet as a whole, and begin to take actions that would make a difference. Emmanuel Macron reminded us last week that there is no planet B. And as Pogo once said, “We have met the enemy and he is us.”

I strongly believe we must immerse ourselves in each other’s stories. It is in the telling that one begins to take the necessary risks, and it is in the listening that one gets finds compassion to accept and honor the other’s experience and beliefs. Behavioral science has a great collection of tools, techniques, methods, and methodologies that have proven effective in bringing people to new understandings. New Jedi can be trained, and they need to be. Marv Weisbord said, after reflecting on more than thirty years of changing workplaces, “Every generation needs to learn the same things all over again.” Susan Glisson reminds us in her article in the Washington Post that “Person-to-person leads to group-to-group,” she says. “And groups create policy.”

This work requires effort and takes time. Tools need to be re-learned. They need to be applied with skill and practiced relentlessly. The concept of feedback needs to be revisited so that once again it gets connected to learning and not simply to results. Clickbait won’t save us, but seeing the whole and cleaving things back together just might help. Know what I am talking about, do you? Hmmm.

Going in Reverse

 

 

Sometimes flipping your perspective leads to innovation. A number of years ago, I got to meet the great bicycle visionary, Dick Ryan. I have always been a big bike fan, and quite by accident got to see Dick’s prototype, the Avatar, a recumbent bicycle. In conceiving it, Dick flipped the concept of upright riding, and refined a kick back, lie back bicycle that immediately changed your perspective and yielded a far more comfortable ride. I just loved the feeling and as soon as they went into production, I bought one. And I have loved riding it for years.

Reversing doesn’t always yield respect though. Sometimes the spandex speedsters make fun of me, all smiles going slowly up a hill. They grimace, and yell, “Doesn’t that go faster.” My reply always is, “I got this to slow down.” They never say anything to me on downhills as the recumbent turns into a luge!

We teach this technique along with 27 others, to help people refine their innovative thinking skills. Flipping perspective can be a conscious choice, and you can get better at it with practice. It’s helpful to see other’s perspectives, and it develops the ability to see rather than just look. In our work, we call it the Reversing technique, and it’s a powerful way to gain insights not ordinarily available to us. Reversing often develops empathy and is an essential component to design thinking.

If you are ever near our headquarters and want to change your perspective, I am always willing to give you a ride on the Vanguard, Dick’s production name for his original Avatar. Come by and experience getting “bent” as they say in the lingo of recumbent riders. And, if you’d like to discuss our ITS (The Innovative Thinking System) workshop or become a trainer of ITS, give us a shout, McNeil Consulting is the Master Trainer company for the US market. We’d love to talk to you about turning work into play. Watch out for me and others on our recumbents. We see things differently.