%PDF-1.6
%âãÏÓ
1 0 obj<>
endobj
2 0 obj<>
endobj
3 0 obj<>
endobj
5 0 obj<>
endobj
7 0 obj<>
endobj
8 0 obj<>>>
endobj
9 0 obj<>
endobj
10 0 obj<>]/P 9 0 R/S/Article/T()/Pg 11 0 R>>
endobj
11 0 obj<>/ProcSet[/PDF/Text]>>/Type/Page>>
endobj
12 0 obj<>
endobj
13 0 obj[10 0 R]
endobj
14 0 obj<>/ProcSet[/PDF/Text]>>/Type/Page>>
endobj
15 0 obj[10 0 R]
endobj
16 0 obj<>
endobj
17 0 obj<>
endobj
18 0 obj<>stream
/Artifact <>BDC
0 0 0 rg
0 i
BT
/T1_0 1 Tf
0 Tc 0 Tw 0 Ts 100 Tz 0 Tr 9 0 0 9 18 780.17 Tm
(Selling Power Newsletter)Tj
ET
EMC
/Article <>BDC
q
0 18 612 756 re
W* n
BT
/T1_1 1 Tf
14 0 0 14 10 753.9756 Tm
(Guide for Great Facilitation)Tj
/T1_0 1 Tf
( )Tj
0 -1.1 TD
( )Tj
T*
(One of the most important traits for a meeting facilitator is the abilit\
y to listen and observe, says Joan )Tj
0 -1.2 TD
(Eisenstodt, chief strategist of Eisenstodt Associates, LLC, a Washington\
, D.C. conference consulting, )Tj
T*
(facilitation, and training company. )Tj
0 -1.1 TD
( )Tj
T*
("The ability to listen to the nuances of a meeting attendee and bring ou\
t the issues is critical," Eisenstodt )Tj
0 -1.2 TD
(says. "No matter what anyone says, 90 percent of all the people who come\
to a meeting have their own )Tj
T*
(agendas. Facilitators need to listen for those and do something about it\
. For example, you may notice )Tj
T*
(someone who is disengaged or know that someone is an introvert and less \
likely to participate and may )Tj
T*
(want a way to get his or her feelings out. As a facilitator, you have op\
tions such as breaking into smaller )Tj
T*
(groups, or taking a break and asking that anyone who has questions to wr\
ite them down and hand them )Tj
T*
(to you during the break. It's your job to ensure that all voices are hea\
rd in some way." )Tj
0 -1.1 TD
( )Tj
T*
(Eisenstodt also recommends these tips for great facilitation: )Tj
T*
( )Tj
/T1_1 1 Tf
T*
(Do your homework prior to a meeting.)Tj
/T1_0 1 Tf
( Know ahead of time if there are any roadblocks, know the )Tj
0 -1.2 TD
(political land mines, and know how to maneuver around or through them. \
)Tj
0 -1.1 TD
( )Tj
/T1_1 1 Tf
T*
(Set ground rules for the meeting.)Tj
/T1_0 1 Tf
( For example, request that attendees stick to the agenda. This way, if )Tj
0 -1.2 TD
(people digress, you can put their ideas on a "parking lot" \226 a white \
board or a notepad, and get to them )Tj
T*
(later. )Tj
0 -1.1 TD
( )Tj
/T1_1 1 Tf
T*
(Ensure that goals and objectives are met.)Tj
/T1_0 1 Tf
( Know what you need to accomplish. If you know there are )Tj
0 -1.2 TD
(specific items that you must get through, put them first on the agenda. \
Instead of putting housekeeping )Tj
T*
(items at the beginning of the agenda \(minutes from last meeting, etc.\)\
, send out those items before the )Tj
T*
(meeting and get consensus so you can begin your meeting with your priori\
ty subjects. )Tj
0 -1.1 TD
( )Tj
/T1_1 1 Tf
T*
(Limit sidebars or meeting hogs.)Tj
/T1_0 1 Tf
( They are noisy and disruptive to the whole meeting process. Simple )Tj
0 -1.2 TD
(solution: ask talkers if they need clarification or pull them aside at a\
break and ask them to stop. )Tj
0 -1.1 TD
( )Tj
/T1_1 1 Tf
T*
(Know when to break.)Tj
/T1_0 1 Tf
( Observe if the crowd is too tired to continue, and create the creature \
comforts to )Tj
0 -1.2 TD
(allow that to happen. Give people permission to get up and walk around i\
f they need to, to leave for the )Tj
T*
(restroom or get a drink so people will find their own comfort levels. Ta\
ke regular breaks, says )Tj
T*
(Eisenstodt. "Many people don't want to miss anything and they're terrifi\
ed that if they run to the )Tj
T*
(bathroom that they might miss the best part of the conversation," she sa\
ys. "Think about how you would )Tj
T*
(feel if you had to leave the room." )Tj
0 -1.1 TD
( )Tj
/T1_1 1 Tf
T*
(Seek input from non-talkers.)Tj
/T1_0 1 Tf
( Occasionally ask questions and seek input from those who haven't had a \
)Tj
0 -1.2 TD
(chance to talk. Don't put them on the spot, but make them comfortable by\
asking if they have anything )Tj
T*
(to add or ask. "It's not only about facilitating the process, it's about\
making people feel involved and )Tj
T*
(more comfortable," says Eisenstodt. )Tj
0 -1.1 TD
( )Tj
/T1_1 1 Tf
T*
(Redirect positively.)Tj
/T1_0 1 Tf
( If there is an uncomfortable situation and you need to head off a conve\
rsation that )Tj
0 -1.2 TD
(may be going in the wrong direction, do it in a positive tone. Say somet\
hing such as, "That's a great )Tj
ET
EMC
/Artifact <>BDC
Q
BT
/T1_0 1 Tf
9 0 0 9 18 7.17 Tm
(http://www.sellingpower.com/html_newsletter/PrintNewsletter/?NLID=656\r \
\(1 of 2\)7/10/2007 12:14:03 PM)Tj
ET
EMC
endstream
endobj
19 0 obj<>stream
/Artifact <>BDC
0 0 0 rg
0 i
BT
/T1_0 1 Tf
0 Tc 0 Tw 0 Ts 100 Tz 0 Tr 9 0 0 9 18 780.17 Tm
(Selling Power Newsletter)Tj
ET
EMC
/Article <>BDC
q
0 18 612 756 re
W* n
BT
/T1_0 1 Tf
14 0 0 14 10 753.9756 Tm
(point. And that's important for us to know. What I'd like to do is captu\
re that so that we have it to discuss )Tj
0 -1.2 TD
(later." Then bring the group back to where you want to be. )Tj
0 -1.1 TD
( )Tj
/T1_1 1 Tf
T*
(Reserve judgment.)Tj
/T1_0 1 Tf
( Ask open-ended questions instead of making statements, or if you do mak\
e )Tj
0 -1.2 TD
(statements say something like, "tell me more about\205" so that you're n\
ot making a judgment, says )Tj
T*
(Eisenstodt. Clarify points throughout the meeting by asking questions or\
making statements such as, "I )Tj
T*
(think I heard you say\205" Restate or mimic what you think are good idea\
s. )Tj
0 -1.1 TD
( )Tj
/T1_1 1 Tf
T*
(Take improv classes.)Tj
/T1_0 1 Tf
( "They teach you how to respond appropriately and bring conversations ba\
ck to )Tj
0 -1.2 TD
(where you want them without sounding like you are doing that," says Eise\
nstodt. "It's not at all about )Tj
T*
(performance; it's about listening and responding appropriately. Improv i\
s extremely valuable for )Tj
T*
(anyone." )Tj
ET
EMC
/Artifact <>BDC
Q
BT
/T1_0 1 Tf
9 0 0 9 18 7.17 Tm
(http://www.sellingpower.com/html_newsletter/PrintNewsletter/?NLID=656\r \
\(2 of 2\)7/10/2007 12:14:03 PM)Tj
ET
EMC
endstream
endobj
20 0 obj(Selling Power Newsletter)
endobj
21 0 obj<>
endobj
22 0 obj<>
endobj
23 0 obj<>
endobj
24 0 obj<>
endobj
25 0 obj[22 0 R]
endobj
26 0 obj(http://www.sellingpower.com/html_newsletter/PrintNewsletter/?NLID=656\r)
endobj
27 0 obj(\)‹E+\)’êÔX—/mc_é)
endobj
28 0 obj<>
endobj
29 0 obj<>
endobj
30 0 obj(Ën~àH{:Ù $™¹£)
endobj
31 0 obj<>
endobj
32 0 obj<>
endobj
33 0 obj<>
endobj
34 0 obj<>
endobj
35 0 obj<>
endobj
36 0 obj<>stream
2007-07-10T12:14:03-06:00
2007-07-10T12:13:54-06:00
2007-07-10T12:14:03-06:00
application/pdf
Selling Power Newsletter
uuid:862d8479-1704-4030-8441-e5affcc4cabc
uuid:5d7f3d63-2f51-439b-bc79-fdb654637f88
Acrobat Web Capture 7.0
endstream
endobj
xref
0 37
0000000004 65535 f
0000000016 00000 n
0000000143 00000 n
0000000201 00000 n
0000000006 00000 f
0000000357 00000 n
0000000000 00001 f
0000000423 00000 n
0000000523 00000 n
0000000567 00000 n
0000000614 00000 n
0000000711 00000 n
0000000892 00000 n
0000000936 00000 n
0000000960 00000 n
0000001141 00000 n
0000001165 00000 n
0000001255 00000 n
0000001344 00000 n
0000005784 00000 n
0000007398 00000 n
0000007440 00000 n
0000007476 00000 n
0000007582 00000 n
0000007611 00000 n
0000007712 00000 n
0000007736 00000 n
0000007825 00000 n
0000007861 00000 n
0000007979 00000 n
0000008030 00000 n
0000008064 00000 n
0000008107 00000 n
0000008148 00000 n
0000008189 00000 n
0000008279 00000 n
0000008383 00000 n
trailer
<]>>
startxref
11858
%%EOF