(highlight:: How Coaching and Facilitation Relate to One Another
Summary:
Coaching involves individual or small group work, while facilitation focuses on guiding a larger group towards a common goal.
The integration of coaching and facilitation is essential for effectively implementing new practices within a group setting.
Transcript:
Speaker 1
So I think about coaching as the work that happens, perhaps in dyads or triads or even individually. And then facilitation is how a whole group is coached towards a new end. So that's why I would put those two together. Yeah. I don't think you can really do any kind of coaching of practices without facilitation.)
- Time 0:05:03
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(highlight:: Facilitation: "Creating Intentional Containers for Participation"
Summary:
Facilitation is more than just leading discussions with markers and flip charts.
It involves creating intentional spaces for active participation, which is crucial for effective mission-based teaming.
Transcript:
Speaker 1
I think that a lot of people's ideas about facilitation feel quite antiquated, where it's more about like being the person with the marker at the flip chart than creating intentional Containers for participation. And that is such a huge part of mission based teaming.)
- Time 0:05:25
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(highlight:: The Importance of Establishing a Team Operating Rhythm
Summary:
Teams often lack a proper operating rhythm beyond weekly staff meetings, missing out on crucial discussions and touchpoints.
Introducing regular conversations, like weekly action meetings, monthly retrospectives, and quarterly strategy meetings, ensures all bases are covered. These consistent interactions have a significant impact on team performance with just a few strategic adjustments.
Transcript:
Speaker 2
Most teams really don't have any sort of operating rhythm beyond just like maybe a weekly staff meeting where we all gather around and tell the leader what they want to know about what Is happening. And that is such a barren version of an operating rhythm. So a lot of our initial work with the team will be like, all right, well, what come up with conversations? Do we need to be having on what cadences to make sure we're kind of touching all the bases? So probably something like a weekly action meeting, something like a monthly to six week-ish retrospective where we're making sure we pause and learn about how things are going. And then we're on a quarterly-ish strategy meeting where we have a chance to actually look at our strategy and make some trade-offs and make some decisions about what we want the next Quarter of work to look like. So it's things like that that have a huge impact on a team when really it's just a couple of small moves.)
- Time 0:08:40
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