our facilitation services
how we work
The focus of our facilitation services is both on effectiveness and efficiency.
We arrive prepared. We don’t go into workshops and meetings and start from a blank page. We invest time upfront to understand the client’s context and prepare easy-to-use tools that guide the conversation, ensuring a more efficient and engaging process.
We make it easy for stakeholders to participate, by letting them know what to expect and creating an easy-to-follow structure for the discussion.
We facilitate a productive discussion, by balancing participation with ‘getting things done’.
Our aim is for participants to leave with a sense of clarity over the key discussion results and next steps for finalising the work in question.
our services
consulting workshops and meetings
Our facilitation services often form part of our consulting engagements. This is where we are developing a consulting deliverable for a client, either behind the scenes or with client staff, and stakeholder input or feedback is needed.
Some examples are:
planning workshops
risk workshops
policy development and process design meetings
draft policy feedback meetings.
stand-alone workshops and meetings
Clients that have valued the effectiveness and efficiency we brought to consulting workshops and meetings, have re-engaged us for stand-alone events.
In some instances, we have been engaged by chairs of boards and committees for key discussions, to increase independence and allow the chair to participate as an equal.
Recent examples include facilitating:
a workshop for an industry advisory group gathering input for a major industry strategy
a strategic risk discussion for a joint steering committee of a major program, involving representatives from seven different entities.
We also offer support to boards, committees and leadership teams that require effective meeting design and independent facilitation for targeted problem-solving sessions.
insights
Looking for some insights and inspiration? Check out the following posts from our company blog:
Tackling ‘too many meetings’ syndrome | A productivity tip from the world of billable hours
Governance | Why boards shouldn’t get side-tracked with the operational
Strategic planning | Should you be planning in uncertain times?
‘Macro to micro’ thinking | A simplified approach to planning or taking action.