In a previous post, I outlined how to facilitate an idea generation session. However, what about strategy workshops?
Just to clarify what strategy workshops are all about:
Essentially the focus will be on planning and decision making. For example an annual brand plan or 3-year business strategy. It will usually involve team alignment. For example around an organisation’s vision, values, or brand positioning.
The core skills of facilitation remain the same no matter what the session. Great planning, rapport building, and creating a great process. However, you need to adapt your approach to suit this type of session.
Here’s what you need to focus on for strategy workshops
1 Who you should invite
For strategy sessions, you need to be a lot more selective than for creative sessions. Ensure you have the people with the right expertise in the room. If you’re discussing numbers, the finance expert needs to be present. If you’re agreeing on a marketing strategy, the marketing director needs to be there. And of course, the key decision-makers need to attend if you’re looking to get an agreement on key policies. If key people are missing, postpone the session. There’s no point having it without them unless timings dictate. Also, keep the numbers tight. If numbers start to creep into double figures it becomes much harder to get consensus or make decisions. Avoid superfluous bodies in the room. They take up space and add complexity.
Make sure you’re fully briefed on the people who are coming: what their expertise is. What their issues are, what challenges they may be bringing. This way you can anticipate potential areas of conflict. The session owner / key client should help you with this.
2 What kind of pre-work
There’s a risk that these kinds of sessions can result in a lot of listening to presentations. Try to minimise this by sending out relevant pre-reading. Ensure that presentations on the day are restricted to 20 mins maximum per session. People can’t concentrate or sit still for much longer than this. Plus you need to use the valuable time you have together for thinking and working.
Usually, these kinds of days require some future planning, so provide some reading that encourages attendees to take a longer-term perspective. This could be some relevant trends report or relevant articles with a future perspective.
Strategies are always made in the context of your competitor environment. Therefore ensure that everyone who comes has an understanding of this. This could mean asking them to undertake some kind of immersive exercise. At a minimum, ask attendees to visit competitor websites.
3 What kind of venue
Comfort is essential. People need to be in an environment where they feel able to think away from distractions. Go off-site. I’m never a fan of rooms with big boardroom-style tables. It makes interaction difficult, so avoid this if you can. Go for round tables, cabaret-style. Quiet zones are good.
I always look for a room with at least 1 big blank wall. If you’re creating a series of strategies and actions it’s always good to keep them visible. You can see the connections between everything. It also keeps the discussion focused on one place
4 Materials
Compared to idea generation sessions, you need less ‘stuff’. Plus the team will be smaller. You’ll need the usual workshop material kit - post-its, pens, etc. However, what’s especially important is having access to relevant material that will help move discussions forward.
For example, make sure the current/recent strategy documents are to hand. Plus have key market facts, competitor reviews, brand share data available. You may need to refer to them throughout the session.
5 Your facilitation style
As a facilitator, you can’t be a naive presence. You need to have a fundamental understanding of some of the challenges the team is facing. Do your homework so you act in the most effective manner possible
Here’s what to focus on.
Equalising Airtime. Sometimes at these sessions, a few loud voices can dominate proceedings. It’s great that they’re engaged, but be careful that they don’t exclude other people. Everyone’s voice needs to be heard, particularly if they’re introverts. Watch out for this. Draw out the quiet ones. Ensure everyone has the opportunity to contribute. Work in smaller groups to make sure everyone can have their say.
Clarifying definitions. Lots of business jargon is used in these sessions. Providing clear definitions of what we mean by a strategy vs tactic, an objective vs a KPI, a purpose vs a proposition is extremely helpful. Also if people start to misinterpret or get confused, help them out.
Great signposting. People always need to know what’s been covered/agreed, what’s currently under discussion, and what’s happening next. That way they’ll never feel lost. Use the wall space to display everything. Point out the journey you’re going through. Provide regular time checks throughout.
Summarising. At various stages, summarise and capture what’s been said and what’s been agreed. Listen attentively. Make sure you really tune into the debate and intervene where relevant. Capture and display everything on flip charts or a big screen for all to see. Ensure everyone agrees. Be careful not to voice your own opinion unless it’s asked for. Remember, as the facilitator you’re responsible for the process, not the content.
Getting Alignment. Before you move on at various stages, you need to get agreement from everyone in the room. If you don’t get it, persist with the discussion and debate until you do. If you remain blocked you have a choice: a) park the issue, move on to something else, and come back to it later. b) ask the most senior person to make a judgement call/decision to break the deadlock. If you’re not sure what to do, call a break and check in with the session leader. Whatever happens, don’t remain ‘stuck’. You need to ensure the workshop continues to move forward.
Getting to Action and Ownership. Throughout the session, but notably towards the end, ensure you capture what the key next steps are after the workshop. Equally important, capture the owners of each action and a timeframe for completion. Make sure there are no loose ends and that everyone’s in agreement. Make sure you’ve allowed time for this in your agenda
Breaking Down Tasks. Don’t assume that everything has to be decided in plenary or simply via discussion. Work in smaller sub-groups on specific tasks. It changes the energy and makes conversations more focused. It ensures everyone’s involved. Use creative techniques to generate ideas and solutions. Although the focus of the workshop is on strategy, look for opportunities to think creatively.
So to sum up:
When planning and facilitating strategy sessions, you need to focus on the following
a) the people: get the right people in the room. Not too many. Enough to have the right level of debate and to make decisions.
b) the pre-work: immerse everyone in the relevant data and facts. Make sure it’s synthesised.
c) the venue: keep it comfortable, with minimal disturbance. Have lots of wall space, to visualise progress and share information.
d) the materials: just the usual workshop stuff, but with access to relevant data and facts.
e) your style: stay engaged, stay focused. Ensure the meeting maintains a sense of forward momentum.
Strategy sessions can be hugely demanding, but very rewarding. They can shape the future of an organisation. As a facilitator, you have a vital role in ensuring its success.