Leadership through Systemic Moderation: 7 tips for meeting preparation

Do you know that? They come in the morning Office and immediately feel: the air is thick here. What to do? With the help of the moderation check, learn how to “tackle” the group at the beginning and how to react flexibly to unexpected situations.

To moderate a group: journey into the unknown

No one likes to embark on a journey into the unknown: that is why one of the most important recommendations of the systemic moderation is to carefully examine the moderation order in advance.

Especially if you have a Meeting want to moderate. Agile and flexible can only be achieved if you are fully aware of the framework parameters decidewhich course of action is the right one depending on the situation.

Check moderation order, discover group

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In contrast to the typical frontal sound system, in which the lecturer is focused on his expert knowledge, the first glance with systemic moderation is always the group. Here should be clear Which personalities take part in the group discussion and which company levels are represented.

You can also get a first impression of the mood in the Team. The question: "Is the group (already) ready for a constructive moderation?" you should ask yourself in advance of the moderation. If not, good advice is expensive.

7 tips for systemic meeting preparation

Exactly how can you such Problems now solve with systemic moderation? 7 tips at a glance.

1. Aggressive level - the golden mean decides

You enter the room and feel the tension, the displeasure and the burden of the group participants on their own body? Do not worry, the recording of the mood is enormously important - it is important to channel them, because the level of aggression within the group is a picture of the willingness to find a constructive solution.

If the level of aggressiveness is too high and literally flies the pieces, the previously elaborated plan must be thrown over anyway. Before the minds have calmed down, you can not expect any productive results.

But not just too much Energy can stand in the way of goal-oriented moderation. If there is not enough power, the moderation is much calmer, but certainly not more successful. Without passion and participation of the participants, the workshop ensures one thing above all: yawning boredom.

As so often, the truth lies in the happy medium: the ideal state is a medium level of friction and action energy. Here are the participants I aufmerksam on the case and mobilize their energy to reach a solution together. Of course, things aren't always rosy here either - but there is a mutual basis that also tolerates differences of opinion.

A common basis means:

• The participants have a reference to the topic.
• The result usually has a direct effect on the participants.
• The participants are aware of this effect.
• The fronts among the participants are not hardened, although they sometimes differ.

2. Let steam out of the kettle

In most cases, it is important to first work out this common basis. If the level of aggression is too high, a cleaning thunderstorm is often necessary to let off the steam in the boiler.

It is quite intentional that the participants express their displeasure as part of the moderation - but constructive! If this venting works on an appreciative level, this is the first step in finding a solution together. Isn't this way from Success crowned and the situation increasingly escalates, the moderator must not shy away from ending the meeting or workshop prematurely.

3. Revive the spirits

Lethargy, passivity or participants like on Valium are just as poison for a productive meeting as a charged mood. When the participants surrender to their fate and the Opinions are “not able to do anything anyway”, it becomes difficult to get things moving. A clever systemic moderator is required here, who brings those present out of the valley of resignation back to life.

This requires a portion of extra energy - the steam literally has to go back into the boiler! It is important to consciously put your finger in the wound. But beware! A careful approach is required: First of all, it is important to reflect one's own perception and to identify it as such. The Art is to get the participants to reflect and name the situation with its chances and risks themselves by asking clever questions.

4. Breather for mental recovery

Allow your participants to deliberately take breaks to regenerate - reflection costs energy! Once the aggression reduction or energy structure has been established, let the group arrive mentally on a constructive work plane before you take the next step.

Breaks also serve the physical well-being: Nothing depresses the mood more than growling stomachs or bad food. By the way, there is one Welt beyond the well-known “meeting biscuits”. Be creative. A little fresh fruit or seasonal pastry lifts the spirits and makes a significant contribution to continuing with renewed vigor after refreshment.

Deliberate interruptions, pauses, as well as symbolic gestures help to underline the transition to a new phase: So, after the steam has been released within the group, you can open the windows to symbolize: The voiced Criticism was important to get one step further, but now she can safely go out the window. The new fresh air, on the other hand, symbolizes the chance for new approaches and Set.

5. Avoid alibi events

Moderation offers many opportunities and one big one Risks – the demotivation of the participants. Each participant invests a lot of time, brain power and passion in the event. So she just does Sinn, if the organizer has an honest interest in the results and is also willing to continue working with this output.

If moderations are used as “alibi events”, the frustration of the participants is assured. Rightly so - what else is there to be discussed or worked out if the result has already been unofficially determined and the participants should only be given the feeling of having been involved? Here the moderator has to check in advance whether real results are desired or whether the event is mere waste.

In order to avoid alibi events, the moderator will ask the following questions:

• How much openness is really desired?
• What happens after that with the results?
• Shall they be borne into the future?
• If the moderation is about visionary approaches, is it planned to break it down to a feasible level, or is it about the pure collection of ideas? (The respective approach is then also to be named.)

6. Expectations

It is decisive for the presenter which framework conditions the client communicates and what results are expected from the participants. A detailed briefing should prevent the client from being dissatisfied and the participants are frustrated afterwards.

It needs to be clarified whether the organizer only expects results that can be directly implemented by the participants. A workshop in a doctor's office, in which only receptionists take part, serves as an example Solutions to work towards better customer service. The sticking point: Should the participants only find solutions in their own area of ​​customer communication or should they think outside the box as a receptionist at a strategic company level. For example in the area of ​​alternative service offers or innovative technical equipment.

7. No moderation without goal

Would you watch a football match in the stadium if you knew from the start how it was going to end? No - of course not! It's the same with moderation - it only makes sense if it is open-ended. If the moderator knows in advance what the outcome of the moderation is supposed to be, then it is also an alibi moderation.

Every moderation needs a clearly formulated goal: for example, improving the Communication within the team. The goal is, so to speak, the vessel that is filled with content - the result worked out by the group.

Conclusion: Blitz-Check systemic moderation

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You now know how to prepare for a moderation and how to start the first one Contact master with the group. Finally, the lightning check helps you to keep an eye on the status of the group at all times.

• Is the group ready for a constructive moderation?
• Is the topic predestined for the group or is it about an individual?
• What is the purpose of the meeting?
• Can the results be directly implemented by the participants?
• Given the framework conditions, is there an implementation opportunity?

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