Facilitative leaders encourage engagement as a norm. These leaders inspire people around a vision, foster trust, manage group interaction, build consensus, resolve conflict and adapt their approach to the specific needs of each person they lead. Collaboration is the vehicle and higher levels of achievements are the result. This role is broader than setting direction, allocating resources, putting in place rewards, support and development systems. The facilitative leader ensures that people stay focused on achieving the direction and purpose that has been agreed by the staff and the board. The benefit is an owned understanding of where the organisation is going and the influence to shape the paths to get there. This has been demonstrated in a shift towards a new set of leadership skills. The facilitative leader does not dictate. They take people along and work with them.
Michael Wilkinson has written a practical resource – the 8 Core practices of facilitative leaders
- Start with the why. Engage with the how. What’s the purpose?
- Understand and empower. Don’t command and control. Develop solutions that bring the “why” into reality.
- Communicate in their language, not yours. Use questions and not statements to guide discussions.
- Connect first, correct second. Recognise the power of being the guide on the side, rather than the sage on the stage. The interactions are uplifting rather than draining.
- Equip for success; monitor for results every step of the way.
- Engage conflict, encourage disagreement. Conflict is a symptom, something important is not being addressed.
- Drive strategic thinking throughout the organisation. Promote Understand the benefit of having strategic thinking skills throughout the organisational hierarchy.
- Start, execute and close every meeting masterfully. Meetings spark innovation they can be vehicles for influencing actions and gaining buy-in.
All content on this page is correct as of October 21, 2019.