Peter B. Gustavson School of Business

Facilitative Leadership (Leadership)

Available dates

This course has no confirmed dates in the future. Subscribe to be notified when it is offered.

About the course

Study key techniques to guide yourself and lead others

Today's managers must network, coach, partner and inspire individuals to work toward intangibles like learning... continuous improvement... and excellence.

To be effective in organizations, managers need to become facilitative leaders - people who make it easier for others to communicate, accept responsibility and problem solve.

This seminar is ideal for managers who want to learn the communication skills of the facilitative leader. They will learn not only what to say to get desired results, but how to "lead from within" and to manage thoughts and emotions before speaking. The techniques can be used in any management situation.

Use self-managed communication and facilitation techniques to effectively lead individuals and business teams. Study key facilitation techniques to guide yourself and lead others.

Key learning objectives include:

  • learn self-managed communication skills
  • apply facilitative leadership techniques to enhance individual and work group performance
  • help your staff overcome their biggest challenges to self-management
  • facilitate effectively in all work groups and individual management situations
  • be a more effective leader of organizational change
  • strengthen your management style and control
  • Easy-to-apply techniques to manage yourself so you can lead others effectively
  • The three fundamentals to facilitative communication
  • How to recognize and remove barriers to your communication success
  • How to listen with intention and speak with integrity
  • How to calm yourself in conflict situations
  • How to create and facilitate highly effective teams
  • How to facilitate high IQ business teams to achieve team goals
  • Facilitating conflict situations to eliminate problems

"Management" and "Leadership"

  • Four critical differences
  • The manager's role as facilitative leader
  • Leadership focus in management
  • Setting direction
  • Securing alignment
  • Supporting people
  • Three core values that guide facilitative leaders
  • Five ways facilitative leaders serve their staff
  • Creating a climate for cooperation

Facilitative Leadership and Self-management

  • Working from the inside out: Emotional Intelligence (EI)
  • The key factor in EI: self-management
  • Managing reflexive emotions
  • Developing non-judgmental understanding

Facilitative Communication and Motivation: The Principles

What is "facilitative communication?" Six fundamental acceptances


  • Is inevitable, ambiguous
  • Involves mixed messages
  • Never exactly reveals another's experiences


  • Begins with the need to be right
  • Is not about "pushing someone's buttons"
  • Requires context, not control

Self-Managed Communication: Practice for Facilitative Leadership

Seeking to understand

  • The quiet power of questions
  • Listening to what they mean, not just what they say

Non-verbals matter

  • Adult voice: The sound of the self-management
  • Emotional "positioning" for influence

Seeking to be understood

  • Straight talk: high integrity speech
  • Acknowledgement: building bridges

Appreciation: showing genuine support

Facilitative Leadership and Influence

  • Up-management
  • Cross-management
  • Empowerment
  • Improvement

Facilitative Leadership in Challenging Situations

Four steps to "instant calm"

Focused dialogue for dealing with challenging situations

Three phases in dealing with "challenges"

  • Scope the challenge
  • Develop a communications strategy
  • Take action

Four steps to discuss difficult issues

Developing workable agreements

Who should attend

  • This outstanding workshop is for managers who want to explore the power of self-managed communication.
  • Team leaders and project managers who want to maximize group unity, innovation and team performance
  • Human resource directors and trainers who require a firm grounding in the process of facilitation
  • Directors of corporate planning or organizational development responsible for change initiatives
  • Engineering, operations, plant and systems personnel responsible for solving complex problems
  • General managers and directors who want to lead by example

Trust the experts

Mark Norman

Biography Mark is a professional leadership consultant and trainer with extensive experience facilitating teams and relating to the psychology of human dynamics in the workplace. He has led major organizational change initiatives for diverse clients including GM, Sears, General Mills, CN, Domtar...


Course reviews

Facilitative Leadership Student Perspective: Kimberly