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Rich Questions in Coaching

“Rich questions demand rich answers, which are unfamiliar and sometimes even unexpected”

NLP in Training

How can NLP help to design and run a course that has a positive result for everyone – including you, the trainer? Deni Lyall outlines the processes, gives plentiful advice and shares her personal experiences.

Facilitation: more than a process

Facilitation requires attention to five key aspects if it is to deliver actual results which are taken forwards by the group.

Recommended Books


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Across the years I have designed and facilitated business meetings from 4 to 60 people, from 3hrs to 3 days. Often they are based around:
  • Team development, review or restructure sessions
  • Project kick off, review or close-down sessions
  • Senior Team away days or offsite meetings
  • Business reviews
  • Departmental away days

Initially there is an iterative process involving the leader and key participants, if not all participants, where the session is drafted, honed and finally agreed upon. This is an essential part of creating a facilitated session which has buy-in and allows people to participate and contribute towards achieving an agreed-on outcome.

The session plan is developed with each section having an agreed outcome such that the overall objective may be reached within the time allocated.

I trained, whist at Mars, in both Graphic Facilitation (David Sibbet) and Process Facilitation (Dagma Gottschall) and subsequently co-trained on the former. Now I also run my own facilitation training workshop.

Facilitation examples:
  • 3 day residential Project Team kick-off meeting which combined orientation, team development, trust building, objective setting and high level project planning. This enabled the key team members to build enough commitment and engagement amongst themselves to maintain a collective working style throughout all stages of the project. Outcomes: more collaborative projects leading to enhanced products and best practice project delivery.

  • 1 day Yearly Kick-off meeting and further 1 day review session for an HR department (20 people) that was required to increase its workload significantly and to change the way in which its services were provided to a more customer-centric model. This was a significant shift in their way of working from quite a tradition Personnel set-up. Outcome: successful transition to new working practices and handling of issues as they arose.

  • 2 day team development session for a Logistics team (14 people) to review their current working practices . Outcomes: Increased flexibility, ownership and co-operation within the team leading to greater productivity and a reduction in process issues.

  • 2 one day Objective Setting sessions with a Field Service Management team (12 people) to build alignment and clarity of the coming year’s business objectives and projects. Outcome: First year that a balance was maintained between delivering yearly objectives and completing projects.

  • Series of one day yearly objective setting meetings and quarterly half-day review meetings, with 3 production cell teams (8–15 people) to fully embed cell team ownership for delivery of their business objectives. Outcomes: Significantly helped to underpin full Lean Manufacturing roll-out and the improvements it achieved. Process was rolled out to a sister unit the following year.