Adaptive Facilitation Styles

Two client feedback forms. Two completely different descriptions of me as a coach: "Thorough, tough, challenging, and fair." "Warm, collaborative, committed to understanding complexity and supporting change." Same coach. Completely different approaches. The first client wanted someone who would push him hard. The second was struggling with feelings of failing as a leader and needed supportive guidance through complexity. Yes, as Walt Whitman said, we contain multitudes. But was this me containing multitudes or having a split personality? It was me adapting my style to what each person needed in the moment. This isn't just about coaching. It's about leadership. The most effective leaders—from the CEO down—don't lead everyone the same way. They adapt their style to what each person needs in the moment. I once worked with an executive who took a laissez-faire approach with all his direct reports. He thought being hands-off was most supportive. But some of his leaders worked better with more direct feedback and challenge. His "supportive" style was actually leaving them without what they needed to grow. What's hardest for leaders isn't recognizing they have a default style. It's doing the actual work: Really listening to understand what each person needs, then shifting how you show up. And this matters beyond your direct reports—it matters for the effectiveness of your leadership team. If you're the CMO with a naturally supportive style but the CTO works best with direct conversation, your team effectiveness depends on you adapting when you give feedback or collaborate. The opposite is true too—the CTO adapting for you. Effective collaboration happens when you understand the styles of your colleagues and learn how to best work together. When you leverage each other's unique styles for collective success rather than expecting everyone to adapt to you. Start small. Pick one person—direct report, peer, anyone you work with regularly. Ask them directly: "What kind of support helps you do your best work?" Then actually adapt. Even if it feels uncomfortable. Especially if it feels uncomfortable. That discomfort? That's you becoming the leader they need, not just the leader you are.

In today’s diverse classrooms, a one-size-fits-all approach simply doesn’t work. That’s where adaptive teaching steps in. It’s not about creating three versions of every lesson—it’s about responding in real time to students’ needs, using assessment and professional judgment to make meaningful adjustments. Current research supports this shift: - EEF champions adaptive teaching as more effective than fixed differentiation—especially for supporting disadvantaged and SEND learners. - Ofsted no longer emphasizes “differentiation” in lesson planning, but looks for evidence of adaptation during delivery. - Dylan Wiliam reminds us: “Flexible learning, not multiple lesson plans.” - John Hattie’s meta-analyses highlight the power of formative assessment (effect size 0.77) and teacher clarity (0.84)—core elements of adaptive teaching—in accelerating progress. In practice, it means: 1) Checking for understanding continuously 2) Re-teaching or re-framing based on student responses 3) Scaffolding with purpose 4) Keeping expectations high—for EVERY student Let’s move beyond rigid planning and embrace a more dynamic, learner-centered approach. #AdaptiveTeaching #TeachingAndLearning #EducationResearch #EEF #VisibleLearning #EdLeadership #InstructionalStrategies #TeacherDevelopment

TEACHING ARCHETYPES . Effective teaching isn’t about mastering one style ,it’s about knowing when to shift. In my experience, the strongest classroom environments are led by educators who can adapt in real time. Teaching requires a level of professional agility ,moving between roles as the needs of the lesson (and the learners) evolve. THE POWER OF THE PIVOT A successful lesson often involves cycling through multiple approaches: THE DEMONSTRATOR – guiding the I Do phase with clear, explicit modelling. This is where the teacher breaks down the learning, thinks aloud, and makes the process visible so students understand not just what to do, but how and why. THE CIRCULATOR – supporting the We Do phase through active engagement. Moving around the classroom, checking for understanding, offering timely feedback, and gently correcting misconceptions to keep all learners on track. THE FACILITATOR – stepping back during the You Do phase to build independence. Here, the teacher creates space for students to apply their learning, encouraging problem-solving, confidence, and ownership while remaining available for support when needed. The real skill lies in situational awareness reading the room and responding with intention. STEPPING BEYOND THE DEFAULT We all have a natural tendency. Some of us are more interactive, others more structured. But growth happens when we stretch beyond what feels comfortable. What does it look like to: Move from commanding to facilitating Shift from static to roaming Balance authority with autonomy These are the shifts that shape more responsive, inclusive classrooms. I’m curious to hear from fellow educators: Which of these styles do you find most challenging to master? What’s your default,and which approach are you intentionally developing? Let’s share perspectives.

What’s really happening in the room? The hidden needs shaping every group dynamic.......... Facilitators: ever walked into a room and felt the group energy shift — before a single word was spoken? One of the most powerful frameworks I lean on in those moments is the FIRO model — short for Fundamental Interpersonal Relations Orientation. Something I learned during a course Hyper Island. It’s not flashy, but it’s deeply human. FIRO helps you tune into three core interpersonal needs that shape how people show up in groups: Inclusion, Control, and Affection/Openness. Each one shows up in what we express to others, and what we hope to receive in return. Here´s FIRO "in action": I was running an in-person leadership workshop a few months ago, and one participant stood out — arms crossed, leaning back, barely speaking. It would’ve been easy to label him as disengaged. But FIRO taught me to pause and ask: Is this about Control? Inclusion? Openness? My read: Control. He was an executive and hadn’t been part of setting the agenda; it felt like he was testing how much space he’d be given or how much structure he could trust. So I adjusted — we reviewed the "to be agenda" and clarified how decisions would be made during the session, gave the group more say in pacing, and offered options in how to contribute. Within the hour, his posture softened. He jumped into a small group exercise, then later offered a powerful reflection in plenary. Without FIRO, I might have missed what was really going on. With it, I saw the need underneath the behavior — and could respond accordingly. Pairing FIRO with TRACOM Group Social Styles & Versatility (which gives a language to behavior and adaptability) creates a fuller map. One helps me understand what people need in a group, the other how they tend to show up. Together, they make the invisible more visible — and the work more human. Curious. Have you ever used FIRO in your facilitation practice — or seen something similar at play? #facilitation #leadershipdevelopment

Toilets, Trains, and Teamwork — What my vacation to Japan taught me about facilitation. I just got back from nearly two weeks in Japan. I lived there for a few months during a semester abroad in college, but it had been (cough) a few decades since I’d been back. SO much fun, and SUCH an inspiring place. Below are a few reflections on what workshop facilitators (whether in-house or independent) can learn from the unique (and sometimes crazy) world of Japanese culture. (Check out the carousel for more details.) ----- 𝗖𝗼𝗺𝗯𝗶𝗻𝗶𝗻𝗴 𝗰𝗵𝗮𝗼𝘀 𝗮𝗻𝗱 𝗰𝗼𝗻𝘁𝗲𝗺𝗽𝗹𝗮𝘁𝗶𝗼𝗻. HOW TO APPLY THIS TO FACILITATION: - Design sessions that ebb and flow — from wild to still, from loud to reflective. That rhythm makes everything more memorable. - Build in moments of quiet reflection between high-energy exercises. - Don’t just facilitate the discuss — facilitate the tempo and energy. 𝗘𝘃𝗲𝗿𝘆𝗼𝗻𝗲 𝘁𝗮𝗸𝗲𝘀 𝘁𝘂𝗿𝗻𝘀. HOW TO APPLY THIS TO FACILITATION: - We don’t let people talk all willy-nilly in workshops. Discussions are sequenced. The facilitator decides who speaks in what order. - Build a rhythm into your sessions where everyone gets a chance to reflect, speak, and respond — not just react-in-real-time. This avoids the “collaboration chaos” of typical meetings. - When we model turn-taking as facilitators, we show that speed isn’t just about “going fast” — it’s about flowing together without friction. 𝗦𝗶𝗺𝘂𝗹𝘁𝗮𝗻𝗲𝗼𝘂𝘀𝗹𝘆 𝗵𝗶-𝘁𝗲𝗰𝗵 𝗮𝗻𝗱 𝗹𝗼-𝘁𝗲𝗰𝗵. HOW TO APPLY THIS TO FACILITATION: - The best sessions aren’t about the flashiest tools — they’re about using the right format to get the best thinking from the group. - Sometimes Sticky-Notes + Marker beats an app. Don’t mistake “modern” for “better.” - Use high-tech tools to speed things up — but low-tech tools to slow things down when it matters. Both have their place. 𝗟𝗶𝘁𝘁𝗹𝗲 𝘁𝗼𝘂𝗰𝗵𝗲𝘀 𝗺𝗮𝗸𝗲 𝘁𝗵𝗶𝗻𝗴𝘀 𝗺𝗮𝗴𝗶𝗰𝗮𝗹. HOW TO APPLY THIS TO FACILITATION: - Magic doesn’t come from complexity — it comes from intention. - Add tiny moments of delight — a surprising slide, a thoughtful snack, a playful sound cue — that make the experience feel crafted and special. - Use subtle cues to guide the flow, like musical timers, visual signals, or tone shifts — so people always feel held, not herded. 𝗕𝗮𝗹𝗮𝗻𝗰𝗶𝗻𝗴 𝗹𝗲𝘃𝗶𝘁𝘆 𝘄𝗶𝘁𝗵 𝗮𝗻 𝗶𝗻𝘀𝗮𝗻𝗲 𝗳𝗼𝗰𝘂𝘀 𝗼𝗻 𝗽𝗿𝗼𝗱𝘂𝗰𝘁𝗶𝘃𝗶𝘁𝘆. HOW TO APPLY THIS TO FACILITATION: - Treat fun as fuel — not fluff. The sillier moments can often lead to the smartest insights. Design sessions that are both fun and productive — not one, then the other. - A light atmosphere makes heavy work feel possible. The goal isn’t to make everything easy — it’s to make it easier to try.

𝗧𝗵𝗲 𝗰𝗼𝘂𝗿𝗮𝗴𝗲 𝘁𝗼 𝗮𝗱𝗺𝗶𝘁 𝘄𝗵𝗲𝗻 𝗣𝗗 𝗶𝘀𝗻'𝘁 𝘄𝗼𝗿𝗸𝗶𝗻𝗴 The room is silent. The activity you spent hours planning is falling flat. Participants look confused, disengaged, or worse—resistant. 𝗬𝗼𝘂𝗿 𝗼𝗽𝘁𝗶𝗼𝗻𝘀: 1. Power through and pretend everything is fine 2. Get defensive and blame the participants 3. Have the courage to pivot 𝗠𝗼𝘀𝘁 𝗳𝗮𝗰𝗶𝗹𝗶𝘁𝗮𝘁𝗼𝗿𝘀 𝗰𝗵𝗼𝗼𝘀𝗲 𝗼𝗽𝘁𝗶𝗼𝗻 𝟭. We're so attached to our agendas that we'd rather deliver bad PD than admit something isn't working. When you realize your perfectly planned session is crashing and burning, what do you do? 𝗕𝗿𝗮𝘃𝗲 𝗳𝗮𝗰𝗶𝗹𝗶𝘁𝗮𝘁𝗼𝗿𝘀 𝘀𝗮𝘆: • "It looks like that activity didn't have the intended effect." • "I'm sensing some resistance—help me understand what's happening." • "I need to make an adjustment to the plan right now." • "This isn't landing the way I hoped—what would be more useful?" 𝗪𝗵𝗮𝘁 𝗴𝗶𝘃𝗲𝘀 𝗳𝗮𝗰𝗶𝗹𝗶𝘁𝗮𝘁𝗼𝗿𝘀 𝘁𝗵𝗲 𝗰𝗼𝘂𝗿𝗮𝗴𝗲 𝘁𝗼 𝗽𝗶𝘃𝗼𝘁: 🔸 𝗖𝗹𝗮𝗿𝗶𝘁𝘆 𝗼𝗻 𝘄𝗵𝗮𝘁'𝘀 𝗶𝗻 𝘆𝗼𝘂𝗿 𝗰𝗼𝗻𝘁𝗿𝗼𝗹: You can't control their reactions, but you can control your response  🔸 𝗩𝗮𝗹𝘂𝗲𝘀 𝗼𝘃𝗲𝗿 𝗮𝗴𝗲𝗻𝗱𝗮: Relationships matter more than getting through your slides  🔸 𝗚𝗿𝗼𝘄𝘁𝗵 𝗺𝗶𝗻𝗱𝘀𝗲𝘁: Failures are data, not verdicts on your worth  🔸 𝗣𝘂𝗿𝗽𝗼𝘀𝗲 𝗰𝗹𝗮𝗿𝗶𝘁𝘆: You're here to serve their learning, not prove your expertise 𝗧𝗵𝗲 𝗽𝗶𝘃𝗼𝘁 𝗺𝗼𝘃𝗲𝘀 𝘁𝗵𝗮𝘁 𝘄𝗼𝗿𝗸:  ✅ Take a break to regroup and think  ✅ Ask the group what would be more helpful  ✅ Acknowledge what's not working without blame  ✅ Redistribute power: "How can we make this work better for you?" When you admit something isn't working, participants often become partners in solving it. Your vulnerability creates safety for their honesty. 𝗧𝗲𝗹𝗹 𝘂𝘀 𝗮𝗯𝗼𝘂𝘁 𝗮 𝘁𝗶𝗺𝗲 𝘆𝗼𝘂 𝗵𝗮𝗱 𝘁𝗼 𝗽𝗶𝘃𝗼𝘁 𝗺𝗶𝗱-𝘀𝗲𝘀𝘀𝗶𝗼𝗻. 𝗪𝗵𝗮𝘁 𝗴𝗮𝘃𝗲 𝘆𝗼𝘂 𝘁𝗵𝗲 𝗰𝗼𝘂𝗿𝗮𝗴𝗲 𝘁𝗼 𝗰𝗵𝗮𝗻𝗴𝗲 𝗰𝗼𝘂𝗿𝘀𝗲? 𝗛𝗼𝘄 𝗱𝗶𝗱 𝗽𝗮𝗿𝘁𝗶𝗰𝗶𝗽𝗮𝗻𝘁𝘀 𝗿𝗲𝘀𝗽𝗼𝗻𝗱 𝘁𝗼 𝘆𝗼𝘂𝗿 𝗳𝗹𝗲𝘅𝗶𝗯𝗶𝗹𝗶𝘁𝘆? 👇 P.S. If you want to grow as a PD facilitator, here’s my free Three Mistakes You’re Making with Your PD… and What to Do Instead tool: https://lnkd.in/guKwkGyu #ProfessionalDevelopment #AdaptiveFacilitation #Courage #PivotingWithGrace

Mediation Tip #86 – Mediators may have a facilitative style or an evaluative style, but it’s usually beneficial if the mediator can be flexible and draw from both. Facilitative mediators guide parties to their own conclusions, while evaluative mediators offer opinions about likely outcomes. Each style has its strengths—and its limits. The best mediators know when to shift gears. Early sessions may call for facilitation to build trust and explore interests. Later phases may require evaluation to address impasse or legal risk. Adaptability allows the mediator to meet the needs of each party and the moment. What matters most is not the label—but the ability to read the room and adjust accordingly.

I know a lot of folks are wondering how to vet facilitators and L&D vendors right now given the political climate, and shifting legal landscapes. Training on topics like identity, inclusion, and workplace culture are still important, but the stakes are high and the risk is real (I don't love Pete Buttigieg's reference to Portlandia, but he's also not entirely wrong - IKKYK) so I’ve been doing some thinking on how to support clients and colleagues on how to evaluate vendor fit right now. Here are a few key areas to assess—along with questions to ask and what to look for in their answers. ✅Customization – “How do you tailor your sessions to align with our organization’s unique culture, challenges, and goals?” ➡️ Look for: A facilitator who actively engages in pre-session discovery, asks about legal and political sensitivities, and can explain how they adapt content to different industries and risk levels. Avoid one-size-fits-all approaches or those who assume what worked last year will work now. ✅ Meeting People Where They Are – “How do you handle resistance or skepticism from participants to ensure they stay engaged and open to learning?” ➡️ Look for: Experience working with skeptical or mixed-audience groups, not just “preaching to the choir.” Facilitators should describe strategies for keeping people engaged—even those who enter the room resistant or fearful of saying the wrong thing. A strong facilitator has thought ahead about how to keep the session productive without avoiding the tough stuff. If they say, “We don’t really run into challenges,” they aren’t being honest. ✅ Adaptability & Meeting the Moment – “Can you share an example of how you are adjusting your approach based on current events, organizational shifts, or political dynamics?” ➡️ Look for: Evidence that they stay informed on legal and political changes. Do they understand the risks companies are navigating right now? Can they modify language, framing, or exercises to align with evolving laws and company risk tolerance without watering down the learning? Avoid facilitators who seem stuck in outdated frameworks or afraid to acknowledge today’s complexities, but still able to get important principles and values across. ✅ Alignment with Your Goals & Needs – “What does success look like in a session like this, and how do you ensure we get there?” ➡️ Look for: Whether they ask about your goals, how you define your success, internal concerns, and existing workplace tensions—then offers a strategy that fits your unique environment. If they just say, “We’ll cover what you ask,” or give you a standard version of success they may not be thinking critically about what success looks like for your organization. With everything happening in the world right now, facilitator approach matters just as much as the content. Hopefully, these questions can help you find facilitators and vendors who know how to navigate this moment with skill, care, and real impact.

Your message isn't the problem. How you deliver it is. I've watched brilliant ideas die in meetings because someone used the wrong communication approach. The same proposal that gets shot down by one person gets approved by another. The difference? Knowing how people process information. Here are 10 communication styles and how to adapt to each: 1) The Analyzer They want data, facts, and proof. Skip the small talk. Lead with numbers. "Our conversion rate increased 23% after implementing this change." 2) The Director They want bottom-line results fast. Get to the point in 30 seconds or less. "This saves us $50K annually and takes two weeks to implement." 3) The Relationship Builder They need to trust you first. Start with personal connection before business. Ask about their weekend. Show genuine interest in their challenges. 4) The Innovator They crave new ideas and possibilities. Frame everything as an opportunity to create. "What if we could revolutionize how customers experience our product?" 5) The Skeptic They question everything by default. Address objections before they voice them. "I know this sounds risky, but here's why it's actually safer than our current approach." 6) The Collaborator They want everyone's input and buy-in. Include them in the solution development. "How would your team handle this challenge?" 7) The Validator They need social proof to feel confident. Share what others are doing successfully. "Three companies in our industry adopted this strategy and saw 40% improvement." 8) The Processor They need time to think through decisions. Send information 24 hours before meetings. Don't pressure for immediate answers. 9) The Storyteller They connect through narratives and examples. Use case studies and real scenarios. "Last quarter, a similar company faced this exact problem. Here's what they did." 10) The Visual Learner They understand through images and diagrams. Show, don't just tell. Bring charts, mockups, or live demonstrations. Most people use one communication style for everyone. That's why most people fail to influence others. The best communicators are chameleons. They adapt their approach based on who's listening. Which communication style do you encounter most at work?

Eddie Jones on encircling the players with an environment that utilises personality and player characteristics appropriately… A balance and a blend…a keen mix of different ends of traits… “We cannot change what their parents can’t change…but we can optimise what they have” The science is interesting on this one. Traits are sticky. Human beings have a tendency towards certain traits with most people lying in the middle of a bell curve. It would be fair to say you can’t make an introvert and extrovert, or turn someone who tends to be disagreeable into someone who is agreeable. But you can certainly create an environment and engage in a set of coaching behaviours that optimises trait tendencies, and help players adapt their tendencies when required. For example, let’s imagine a player who tends to be very disagreeable. Perhaps this disagreeableness plays out in not wanting to be coached or in having arguments with teammates often. What science has shown is that coaches can do two things: 1. Help the player understand how this trait help them (and build on these advantages) 2. Help the player understand how this trait hinders them (and look to create an environment around them and a set of coaching behaviours that encourage this player to adapt this trait slightly). So the question is - what can be done to promote a little bit of adaptiveness. A few ideas (of many): 1. Just by explaining to the player how this trait hinders them builds self-awareness and can lead to change 2. Set goals around the desired behaviours (in the example above, to be more agreeable) and affirm support for the player in the process of attaining those goals 3. Attempt to upskill the player in the competencies required to adapt behaviour. For example, a player who is disagreeable and tends to get into arguments with teammates may need some anger management tools or some conversational tools. Again, emphasise your support during the upskilling process 4. Adapt your own communication with them. For example, if a disagreeable player doesn’t like to be coached by you then look to adapt your instructional style. Rather than direct instruction aimed at for autonomy-supportive coaching - make suggestions, negotiate different solutions, use data for evidence to convince and so on. Create an environment and engage in a set of coaching behaviours that optimises trait tendencies, and help players adapt their tendencies when required.