Here's how you can foster strong relationships with clients and stakeholders in facilitation projects.

To foster strong relationships with clients and stakeholders in facilitation projects, maintain open and transparent communication, actively listen to their needs and concerns, and involve them in key decisions. Show reliability by consistently delivering on commitments, and tailor your approach to align with their goals and expectations. Building trust through empathy, responsiveness, and collaboration will strengthen these relationships over time.

When it comes to facilitation, I'm not sure if there's any such thing as *too much* communication. In a professional setting, people don't typically like surprises. As I use a backwards design approach to figure out my plan, I make sure to build in communication touchpoints along the way.

When entering a client's work space, remember where you are and why you are there. It is not to steamroll their workflow and replace everything with your own ideas. You are there to facilitate change, yes, but in partnership with the client. Be observant. Meet them where they are. Move forward together. (And honestly, my most tried and true ice breaker is to ask if they put valium in the water cooler and chocolate in the break room. It always gets a smile and loosens everyone up.) Let them know that yes, this will be a difficult transition period, but they will be experts in no time. Their pain points will be resolved. Life will look much better when they emerge alive on the other side of this change. So let's do this... together!

Never leave your client wondering where you went or how the project is going. Set regular check-in times and stick to them. I've had employees ask "Why call when I don't have any news to share?" But sharing news can be as simple as "we haven't forgotten you." Let them know you are still working the problem, that you have entered a new stage in the process, or that steps 1-5 are done and steps 6-93 will be easier now. And encourage them to connect with you. Don't leave them with a generic 'let me know if you have questions.' Tell them you want to hear from them. They can call for progress reports, or if they are worried. If they have action items, ensure they know deadlines. Be the trusted advisor.

Show respect to earn it. I've been in situations where someone is frustrated at learning a new system. They don't want the computer to come between them and the patient. They are nervous and a bit out of their depth. They may subconsciously try to maintain superiority on their home field, but that can manifest as condescension or even hostility. My response? "You worked for years for that MD after your name, and I will never pretend to know more than you about patient care. I'm not here to tell you how to be a doctor. However, I've studied this system for years and have earned my own certifications and degrees in my area of expertise. I'm here to walk you through the basics and help this process run smoothly. So let's do this."