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The facilitator of the meeting is not the leader in the meeting because these are two different and conflicting roles.
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The facilitator does not have a vested interest in the topics of the meeting.
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The facilitator does not have a stake in the decisions being made in the meeting.
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The facilitator is an unbiased member of the meeting.
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The facilitator has no internal political affiliations that would influence the direction of the meeting.
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The facilitator is familiar with the 100+ strategic thinking tools and is able to select those which are most appropriate for the topics being discussed.
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The facilitator is comfortable with professionally but firmly cutting off people who are monopolizing the meeting time with serial monologues.
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The facilitator has developed a Strategy Survey to have the team complete prior to the session to gather input, stimulate thinking, and maximize face time.
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The meeting outcomes have been identified prior to the session in the agenda.
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The processes needed to reach the meeting outcomes have been identified.
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The decision rights for the topics being discussed have been agreed upon.
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The meeting attendees have been carefully chosen to only include people whose interaction is required on the topics.
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The meeting has been organized around topics and questions for conversation, not a series of presentations.
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The facilitator is a proven expert in strategy and the process of strategic thinking.
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The facilitator is capable of challenging the leader’s perspectives during the session.
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Past strategy sessions have produced clear and concise strategic direction.
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Past strategy sessions have been an effective and efficient use of people’s time.
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Past strategy sessions have helped the team clarify what they are not going to do or spend time on in the future.
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Past strategy sessions have helped the team improve their strategic thinking and planning capabilities (knowledge & skills).
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Past strategy sessions have increased the team’s confidence, excitement, and engagement in the strategies.