Facilitating vs. Leading
When working with others in a team meeting, how often are you leading the meeting? How often are you facilitating the meeting? What is the difference? Does it matter?
Consider the scenarios below in which Leticia and her team are meeting to discuss a new project.
Scenario #1
Leticia: OK team, what is our plan…how do we want to get this done? I’m thinking we could break into pairs and tackle each component as mini teams then check in regularly. Thoughts?
Dave: I was thinking we could outsource some of it and focus on the parts we have experience with.
Leticia: Great idea, Dave. That would probably help us get done sooner. I like it…I think it’s better than my idea! What does everyone else think about doing that?
Scenario #2
Leticia: OK team, the objective here is to come up with an approach to tackling this new project. What thoughts does everyone have?
Dave: I was thinking we could outsource some of it and focus on the parts we have experience with.
Leticia: Thanks, Dave. So outsourcing part of the project is an option. What other thoughts does anyone have?
Rani: Well, we could start with having everyone choose to work on the parts they like best.
Leticia: OK, let’s get that option on the table. Others?
Notice the subtle differences in Leticia’s interaction in each situation. In one situation, she is leading. In the other, she is facilitating. Let’s look at what it means to facilitate before we identify which scenario illustrates which role.
You may recognize the root of the word facilitate, which means easy. The essence of a facilitator’s job is just that – to make it easy for a group to accomplish some goal. People use facilitators when they get stuck or need someone to help wade through differences or obstacles to get a decision or define a path forward.
Of course, meeting leaders may do that.
A key job of a facilitator is also to ensure that all voices are heard. Facilitators have tools and techniques that they use to make sure that those who are reticent to offer ideas are comfortable adding their thoughts to the group. They also are skilled at making sure that those who may dominate a meeting, whether intentional or not, are kept in check to make room for others to contribute.
A good leader may do that, as well.
A facilitator is also neutral. Facilitators do not care what the outcome of the meeting is, only that the group accomplishes the goal they are together to achieve. We think of facilitators as the “guide on the side,” not the “sage on the stage.” Facilitators work from the premise that their role is to facilitate the sharing of ideas among the group members, not to share their own ideas or influence the group. Facilitators maintain neutrality throughout the session even as they help guide the group to the goal.
The similarities between leaders and facilitators end here. Leaders contribute their ideas, and weigh in on whether they think an idea is workable or not, high or low value, worth discussing, etc. Leaders move the group in a particular direction in subtle and not-so-subtle ways that serve their interests because they know what the best outcome is. Obviously, this is not a bad thing. But it violates the fundamental characteristic of facilitation, which is neutrality.
Whether you lead or facilitate should be driven by what the group needs. It may be that your perspective, ideas, and experience are exactly what is needed to help that group accomplish its objective. Maybe the group needs your wisdom and leadership to learn about a situation or how to solve a problem. If the group is a newly formed team, they may need direction from you to get through “forming” as a team. In these cases, the group needs you as a leader.
On the other hand, maybe your participation or expression of ideas will sway the group or cause it to devolve into group think. Sharing your opinion may cause people to stop thinking and simply defer to you. Or, most importantly, if the session reflects your thoughts, ideas, and decisions, the group may let you do the work…and own the outcome. If you need the group to own the outcome, including decisions, you need to put on your facilitator’s shoes and lace them up tight!
So, in which scenario is Leticia facilitating? The second. She is drawing out the ideas from the group, making sure ideas are heard and understood, all the while maintaining neutrality. Is that the right way for her to be handling the session? It is if she is needed as a facilitator.
The challenge to remain neutral is deceptively difficult. We often have ideas and experiences that directly pertain to the discussion of the group, and the desire to share those with the group can be very compelling. Yet it is not our ideas that matter. We are facilitating to make sure the group is doing the work to achieve the objective of the session. Making suggestions, relaying experience, swaying the group in any direction is a violation of neutrality and morphs the role of facilitator into the role of leader. It takes practice, which is what we do in our Facilitation Skills Workshop in which students facilitate sessions and get feedback. Join us to explore the role of facilitator and come away with tools and techniques that you can use whether you are leading or facilitating, as well as a new appreciation for the difference and when you need to lead or facilitate.
Andrea Brockmeier, PMP, CSM, PMI-PBA, BRMP is the Director of Project Management for Watermark Learning. Andrea is an experienced trainer, facilitator, speaker, and project manager, with over 25 years of business experience. Andrea oversees certification and skills development curriculum in project management, business analysis, and leadership. She has been a speaker at IIBA® and PMI® conferences and is an active volunteer. She enjoys practicing what she teaches and has a steady stream of projects that she manages. Andrea is highly committed to partnering with her clients through projects, consulting, and training, and seeks to make every engagement enjoyable as well as valuable.
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