Facilitation Skills Tips

Early in my facilitation career, I made a big mistake. Spent hours crafting engaging activities and perfecting every little detail… Thinking that amazing learning design is what would make my workshops stand out and get me rehired. Some went great. Some bombed. You know the ones, sessions where: - One participant dominated the conversation. - People quietly disengaged, barely participating. - half the group visibly frustrated but not saying anything. I would push through, hoping things would course-correct. But by the end, it was a bit… meh. I knew my learning design was great so... What was I missing? Why the inconsistency between sessions? 💡I relied too much on implicit agreements. I realised that I either skipped or rushed the 'working agreements'. Treating it like a 'tick' box exercise. And it's here I needed to invest more time Other names for this: Contract, Culture or Design Alliance, etc... Now, I never start a session without setting a working agreement. And the longer I'm with the group, the longer I spend on it. 25 years of doing this. Here are my go-to Qs: 🔹 What would make this session a valuable use of your time? → This sets the north star. It ensures participants express their needs, not just my agenda. 🔹 What atmosphere do we want to create? → This sets the mood. Do they want an energising space? A reflective one? Let them decide. 🔹 What behaviours will support this? → This makes things concrete. It turns abstract hopes into tangible agreements. 🔹 How do we want to handle disagreement? → This makes it practical. Conflict isn’t the problem—how we navigate it is. ... The result? - More engaged participants. - Smoother facilitation. - Ultimately, a reputation as the go-to person for high-impact sessions. You probably already know this. But if things don't go smoothly in your session. Might be worth investing a bit more time at the start to prevent problems later on. Great facilitation doesn't just happen, It's intentional, and it's designed. ~~ ♻️ Share if this is a useful reminder ✍️ Have you ever used a working agreement in your workshops? What’s one question you always ask? Drop it in the comments!

I listen to founders pitch their ideas almost every day. Some can express their ideas in easy to understand ways. And others take the view that when we don’t comprehend, it has to do with the complexity or uniqueness of the idea. If somebody doesn’t understand, especially an investor, I suggest you reconsider how you present it. Often what is clear in our mind is not clear when we communicate. Just take a simple concept and try to teach a child who is learning it for the first time. If you have ever taught your kids, you know this is harder than it seems. Even though we may know a concept, helping others understand it is a talent and a technique. Feynman Technique is just that – a way to simply explain complex concepts. Feynman was famous for his ability to communicate complex scientific concepts in an accessible way. If he can apply these principles to astrophysics, we should be able to adapt them in our communication strategy. It sounds easy, but it takes discipline to practice it. Feynman’s Techniques comprises four key steps: 1️⃣ Select a concept to learn. Study it deeply. 2️⃣ Think of teaching it to a child. 3️⃣ Review gaps and refine your understanding until you can explain to the child. 4️⃣ Organise to simplify the idea and use clear, concise language. Feynman Technique of learning, which helped him become a Nobel Prize winner, may sound too simple – try it. Being able to effectively communicate our ideas in a way that others can easily understand is a super power. #ProductivityTips #Learning #Leadership

Psychological safety is not about being nice. It is about whether the truth can enter the room. Most rooms I walk into, it can't. I have spent 20+ years in organizations. The ones that were truly stuck were not stuck because of bad strategy or weak execution. They were stuck because nobody was saying what they actually thought. Not to the CEO. Not in the meeting. Not in the feedback session. The real conversation was happening in the corridor, or not at all. That is a safety problem. Timothy R. Clark identified four stages of psychological safety, and they reflect what I do constantly. Not explicitly as framework, but naturally as habit. In every session, every workshop, every room I walk into, creating safety is the first job. Not the warm-up before the real work. The work itself. The four stages, in order: Inclusion safety. People need to feel they belong before they will show up as themselves. Learner safety. People need to feel they can ask questions and make mistakes before they will engage. Contributor safety. People need to feel their input matters before they will give it. Challenger safety. People need to feel they can push back before they will tell you what is actually wrong. Most organizations try to skip straight to stage four. They want candor and challenge without having built the foundation for it. Then they are surprised when people stay quiet. This is not soft. It takes more courage to build a room where the truth is welcome than to run a room where it isn't. The leaders who call this touchy-feely are usually the ones who most need it. See the visual. Which stage is missing in your organization?

Your next 1-on-1 is either building trust or breaking it. Most managers treat them like status updates. Most employees see them as obligations. After years of leading teams through growth and crisis, I've learned the truth: The best 1-on-1s aren't meetings. They're investments in human potential. When done right, these 30 minutes can transform: • Disengaged employees into champions • Surface problems become solutions • Good performers into great leaders Here's how to make every 1-on-1 count: For Managers: 1/ Start human, not tactical "What's on your mind?" beats "What's your update?" every time. Let them drive the agenda first. 2/ Listen like your success depends on it Because it does. Their challenges are your early warning system. Their wins are your team's momentum. 3/ Ask the question that matters "What support do you need?" Then actually provide it. Trust compounds when promises are kept. For Employees: 1/ Come with intention This is your time. Own it. Bring your real challenges, not just safe updates. 2/ Share what's actually blocking you Your manager can't fix what they can't see. But come with potential solutions too. It shows you're thinking, not just venting. 3/ Talk about tomorrow, not just today Where do you want to grow? What skills are you building? Make your development their priority. Great 1-on-1s don't just review work. They build relationships. They surface insights. They prevent fires instead of fighting them. The game-changer most miss: End every 1-on-1 with absolute clarity: 📌 What are the next steps? 📌 Who owns what? 📌 When will we check progress? Vague endings create frustrated teams. Your people don't need another meeting. They need a moment where someone truly sees them, hears them, and helps them win. Give them that, and watch what happens. What's one thing that transformed your 1-on-1s? ♻️ Repost if this changes how you approach 1-on-1s Follow Desiree Gruber for more insights on storytelling, leadership, and brand building.

I’ve coached 300+ CEOs. Steal these 7 public speaking cheat codes. They separate top 1% communicators from the rest. You don’t need to be a “natural” when it comes to speaking. You need smart moves — small upgrades that instantly boost how persuasive, confident, and compelling you sound. After coaching 300+ CEOs into top 1% communicators, these are the 7 moves I return to again and again. They’re the shortcut to real speaking impact. 💥 1. Start with impact ↳ Your first seconds determine if they lean in — or check out. ↳ Power move: Begin with a bold idea, sharp question, or vivid story — skip the thank-you. 🎯 2. One message, one slide ↳ If they’re confused, they won’t remember anything. ↳ Power move: Ask yourself, “If just one thing sticks — what should it be?” ⏸️ 3. Pause with purpose ↳ Silence adds gravity and rhythm. ↳ Power move: Pause just before and just after big ideas. It creates presence and control. ❤️🔥 4. Lead with emotion ↳ Logic informs. Emotion drives action. ↳ Power move: Start with a personal story or feeling. Then back it up with facts. 👐 5. Use your body wisely ↳ Your body speaks before your words do. ↳ Power move: Keep hands open. Use intentional gestures to reinforce — not distract. 🧹 6. Eliminate distractions ↳ Filler words drain your authority. ↳ Power move: Trade “uhm” and “you know” for a pause. It signals confidence. 📱 7. Record. Watch. Improve. ↳ What feels right might not land right. ↳ Power move: Record yourself. Refine tone, pacing, gestures. One tweak = a major upgrade. 💡Great communicators aren’t born. They’re built — one power move at a time. Which one will you use next? ♻️ Share to help someone step up their speaking game and follow Oliver Aust to master leadership communication.

I used to believe that being assertive meant being aggressive. The reality is that you can both assert yourself and be kind. 5 proven tips to be more assertive (without being aggressive): 1/ Express your needs and wants clearly Why: Being direct and honest about your needs helps others understand your perspective and enables them to respond appropriately. It demonstrates self-respect and confidence in your own opinions and feelings. How: "I appreciate your input on this project, but I strongly believe we should take a different approach. Focusing on user experience will lead to better conversion. Can we discuss how we can incorporate both of our ideas?" 2/ Use "I" statements to communicate your perspective Why: "I" statements help you take ownership of your thoughts and feelings without placing blame or making accusations. They create a non-confrontational atmosphere that encourages open dialogue and mutual understanding. How: "I appreciate the effort you've put into this presentation, but I have some concerns about the accuracy of the data. I suggest we review the sources together and make any necessary updates to strengthen our case." 3/ Practice active listening and seek to understand others Why: Active listening demonstrates that you value others' perspectives and are willing to engage in a two-way conversation. It helps build trust and rapport, making it easier to find mutually beneficial outcomes. How: "I hear your concerns about the proposed changes to our team structure. Can you tell me more about how these changes will impact your work? I want to ensure that we address any potential issues." 4/ Offer solutions Why: Offering solutions rather than simply stating problems demonstrates your willingness to work collaboratively and find mutually beneficial outcomes. How: "I understand that you want to launch the new feature as soon as possible, but I have concerns about the current timeline. What if we break the launch into two phases? We can release the core functionality in the first phase and then add the additional enhancements in the second phase. This way, we can meet the initial deadline while ensuring the quality of the final product." 5/ Learn to say "No" when necessary Why: Saying "no" to unreasonable requests or demands demonstrates self-respect and helps you maintain control over your time and resources. It also helps prevent burnout and enables you to focus on your priorities. How: "I appreciate you considering me for this new project, but unfortunately, I don't have the capacity to take on additional work at the moment. I'm committed to delivering high-quality results on my current projects, and taking on more would compromise this. Can we revisit this opportunity in a few weeks when my workload is more manageable?" What’s one thing that helped you become more assertive? PS: Assertiveness is a form of self-care that also nurtures healthy, respectful relationships with others. Image Credit: Jenny Nurick

The Art of Asking Questions - The most important skill in Corporates One of the most valuable skills in the corporate world is knowing how to ask the right questions. Over time, I’ve realized that good questions don’t just gather information—they shape discussions, uncover insights, and drive decisions. Here’s what I’ve learned: 1. Don’t ask for the sake of asking. Thoughtless questions add noise, not value. A well-placed question shows genuine curiosity and strategic thinking. 2. Always follow up if you’re not satisfied. If an answer feels incomplete or vague, don’t hesitate to probe deeper. The best insights often come from follow-up questions. 3. Frame your questions well. Instead of asking, “Is the company doing well?”, ask, “What key metrics indicate the company’s growth this quarter?” Precision matters. 4. Be an active listener. The best questions come from truly understanding the discussion. Don’t just wait for your turn to speak—engage with the responses. 5. Challenge assumptions. Don’t take things at face value. A simple “Why do we do it this way?” can lead to breakthrough ideas and efficiency improvements. 6. Ask open-ended questions. Avoid questions that lead to simple “yes” or “no” answers. Instead of “Did you like the project?”, ask, “What aspects of the project worked well, and what could be improved?” 7. Read the room. Timing and context are everything. The right question at the right moment can change the direction of a conversation entirely. Mastering the art of asking questions can set you apart in any professional setting. What’s a question that has helped you unlock valuable insights at work? Let’s discuss! #CareerGrowth #CorporateSkills #AskingTheRightQuestions #Communication

𝐖𝐡𝐲 𝐝𝐨 𝐬𝐨𝐦𝐞 𝐩𝐞𝐨𝐩𝐥𝐞 𝐠𝐞𝐭 𝐩𝐫𝐨𝐦𝐨𝐭𝐞𝐝 𝐟𝐚𝐬𝐭𝐞𝐫, 𝐡𝐞𝐚𝐫𝐝 𝐦𝐨𝐫𝐞 𝐨𝐟𝐭𝐞𝐧, 𝐚𝐧𝐝 𝐭𝐫𝐮𝐬𝐭𝐞𝐝 𝐦𝐨𝐫𝐞 𝐝𝐞𝐞𝐩𝐥𝐲? Of all the topics people ask me about, executive presence is near the top of the list. The challenge with executive presence is that it’s hard to define. It’s not a checklist you can tick off. It’s more like taste or intuition. Some people develop it early. Others build it over time. More often, it’s a lack of context, coaching, or exposure to what “good” looks like. Here’s what I’ve learned over the years, both from getting it wrong and from watching others get it right. 1. 𝐋𝐚𝐧𝐝 𝐲𝐨𝐮𝐫 𝐦𝐞𝐬𝐬𝐚𝐠𝐞 People early in their careers often feel the need to prove they know the details. But executive presence isn’t about detail. It’s about clarity. If your message would sound the same to a peer, your manager, and your CEO, you’re not tailoring it enough. Meet your audience where they are. 2. 𝐔𝐩𝐥𝐞𝐯𝐞𝐥 𝐭𝐡𝐞 𝐜𝐨𝐧𝐯𝐞𝐫𝐬𝐚𝐭𝐢𝐨𝐧 Executives care about outcomes, strategy, and alignment. One of my teammates once struggled with this. Brilliant at the work, but too deep in the weeds to communicate its impact. With coaching, she learned to reframe her updates, and her influence grew exponentially. 3. 𝐔𝐧𝐝𝐞𝐫𝐬𝐭𝐚𝐧𝐝 𝐭𝐡𝐞 𝐬𝐮𝐛𝐭𝐞𝐱𝐭 Every meeting has an undercurrent: past dynamics, relationships, history. Navigating this well often requires a trusted guide who can explain what’s going on behind the scenes. 4. 𝐏𝐫𝐨𝐯𝐢𝐝𝐞 𝐜𝐨𝐧𝐭𝐞𝐱𝐭 Just because something is your entire world doesn’t mean others know about it. I’ve had conversations where I assumed someone knew what I was talking about, but they didn't. Context is a gift. Give it freely. 5. 𝐂𝐨𝐦𝐞 𝐰𝐢𝐭𝐡 𝐬𝐨𝐥𝐮𝐭𝐢𝐨𝐧𝐬 Early in my career, I brought problems to my manager. Now, I appreciate the people who bring potential paths forward. It’s not about having the perfect solution. It’s about showing you’re engaged in solving the problem. 6. 𝐊𝐧𝐨𝐰 𝐰𝐡𝐚𝐭 𝐭𝐡𝐞𝐲 𝐜𝐚𝐫𝐞 𝐚𝐛𝐨𝐮𝐭 Every leader is solving a different set of problems. Step into their shoes. Show how your work connects to what’s top of mind for them. This is how you build alignment and earn trust. 7. 𝐁𝐮𝐢𝐥𝐝 𝐜𝐨𝐧𝐧𝐞𝐜𝐭𝐢𝐨𝐧 Years ago, a founder cold emailed me. We didn’t know each other, but we were both Duke alums. That one point of connection turned a cold outreach into a real conversation. 8. 𝐃𝐫𝐢𝐯𝐞 𝐭𝐨 𝐜𝐥𝐚𝐫𝐢𝐭𝐲 𝐚𝐧𝐝 𝐝𝐞𝐜𝐢𝐬𝐢𝐨𝐧 Before you walk into a meeting, ask yourself what outcome you’re trying to drive. Wandering conversations erode credibility. Precision matters. So does preparation. 𝐅𝐢𝐧𝐚𝐥 𝐭𝐡𝐨𝐮𝐠𝐡𝐭 Executive presence isn’t about dominating a room or having all the answers. It’s about clarity, connection, and conviction. And like any muscle, it gets stronger with intentional practice.

I am nothing without my team, and I've no shame in admitting this. As the old saying goes, "there is no 'I' in 'team'." I couldn't agree more. I believe that acknowledging the importance of teamwork is a sign of strength, not weakness. It takes a big person to recognize that they can't do it all alone and that they need the help of others to achieve their goals. Over the years, I've been fortunate to work with an amazing team that has helped me grow both personally and professionally. In this post, I'll share some simple yet impactful strategies that have worked out really well for me in cultivating a great team. 1. Foster a Culture of Open Communication Communication is key to any successful team. I make sure that everyone on my team feels comfortable sharing their thoughts, ideas, and concerns with me and with each other. We have regular team meetings, one-on-one check-ins, and an open-door policy to ensure that everyone is on the same page. 2. Empower Your Team Members I believe in giving my team members the autonomy to make decisions and take ownership of their work. This not only boosts their confidence but also encourages them to think creatively and come up with innovative solutions to problems. 3. Recognize and Reward Your Team's Efforts Recognizing and rewarding your team's efforts is crucial to keeping them motivated and engaged. Whether it's a simple "thank you" or a more tangible reward, I make sure to acknowledge my team's hard work and celebrate their successes. 4. Lead by Example I strive to be approachable, transparent, and accountable, and I expect the same from my team members. By setting a positive tone, I encourage my team to do the same, and together, we create a positive and productive work environment. Building a great team takes time, effort, and dedication. But with the right strategies and mindset, you can create a team that is truly greater than the sum of its parts. I am grateful for my team, and I know that I am nothing without them :)

💔 “The Brilliant Woman Who Was Interrupted 7 Times in 5 Minutes” During a leadership workshop, one of my clients shared something that stayed with me. Her voice broke a little as she said: 👉 “I counted… seven times in five minutes. They cut me off. By the end, I just gave up speaking.” I watched her eyes as she spoke. They weren’t just narrating an incident—they were telling the story of exhaustion. She described the scene in detail: The sharp tone of the first interruption. The laughter after the second. The shuffling of papers as if her words didn’t matter. By the fourth, her shoulders slumped. By the seventh, silence swallowed her brilliance. That moment pierced me. Because she didn’t just lose her voice in that meeting—she lost an opportunity to influence. And the room lost the chance to hear an idea that could have shaped strategy. 🚧 The Obstacle Gender bias doesn’t always announce itself. It creeps in quietly. In how often a woman is cut off. In how her ideas are overlooked until someone else repeats them. In how she’s told—implicitly or explicitly—to “be patient, wait your turn.” And here’s the truth: brilliance shouldn’t need permission to exist. 💡 How I Helped as a Communication Skills Trainer We worked on three things: ✔️ #AssertiveCommunication – rehearsing responses to interruptions that were firm but professional. ✔️ Power phrases – short, sharp lines that create space and command attention. ✔️ #ExecutivePresence – voice control, body language, and the subtle shifts that make people pause and listen. ✨ The Transformation At her next boardroom meeting, she walked in differently. She wasn’t waiting for permission. She wasn’t hoping not to be interrupted. She was ready. She didn’t just speak. She owned the table. And the most powerful part? The very people who had once interrupted her… leaned in, took notes, and listened. 🌍 The Learning As leaders, we must recognize that #GenderBias in communication is not imaginary. It’s real. It’s silent. And it shapes careers every single day. That’s why assertiveness training isn’t optional for women leaders. It’s #Leadership. It’s #Survival. It’s #Power. ⸻ 🔑 For Leaders Reading This: Have you ever witnessed brilliance being silenced in your boardroom? The bigger question is—what did you do about it?