Last week I was facilitating a workshop for an executive board – a room of smart people with big agendas, mixed familiarity and not much time to spare. One of the decisions I always think carefully about as a facilitator is the start, especially introductions.
How you start sets the tone of the session and helps people switch from business as usual into a different mode. How you start helps participants feel comfortable enough to speak. But depending on the group size and the purpose of the session, it also needs to be proportionate – not long-winded, not repetitive, not the kind of round where everyone speaks for too long and the energy quietly drains from the room.
There’s a concept in psychology that relates to early participation in groups: the more someone speaks early on, the more visible and present they become in the group’s dynamics.
There’s even a social psychology idea called the babble hypothesis, which suggests that people who contribute more verbal input in group settings are more likely to be perceived as influential and to continue participating throughout the interaction. That early contribution gives someone a footprint in the conversation and can subtly shape how they, and others, engage afterwards.
That’s not science saying we must make people talk – far from it. But it does remind me why introductions matter. They’re not just a logistical step; they’re a relational cue. Who speaks first, how they speak, and what they choose to share sets a tone.
For the facilitation of this particular session, I opted for a simple ‘energy check-in’: a quick round where everyone said how they were feeling and what they do. Most in the room knew each other a little, but not well, and I didn’t want anything too contrived or burdensome. Just a chance for people to be heard before we got into the work.
Knowing people’s energy as a facilitator is useful. If someone says they’re overwhelmed, that gives you – and the group – useful data. It creates permission for honesty and builds trust. As always, you go first. You set the pace. You model how long to speak, how much detail to give, and the tone you’re inviting others into.
One person used their introduction to say they didn’t generally enjoy being facilitated, and really hoped there’d be no icebreakers or forced fun. I was genuinely grateful (and relieved!) to be able to reassure them there’d be none of that today. No awkward role plays, no juggling balls, no made-up games that feel irrelevant to the real tasks at hand.
That exchange reminded me of two things that matter in good facilitation:
1. Design meets reality
You can craft every detail in advance, but the room you walk into always has its own needs and energy. Part of being present as a facilitator is noticing what the group signals early on – what they’re comfortable with, what they resist – and using that information to adjust without losing sight of the outcome.
That doesn’t mean keeping everyone in their comfort zone. Challenge is often necessary. But understanding the boundaries helps you judge how to introduce that challenge well.
2. Ease beats excessive
There’s often a misconception that you need elaborate ‘icebreakers’ to warm people up. In reality, inviting people to say something small, easy and non-judgmental can be far more effective.
A quick ‘rate how you’re feeling on a scale of 1–5′ (1 being you wish you were still in bed and 5 being you’re firing on all cylinders)’ or ‘one word to describe your mood’ offers everyone an entry point without pressure.
Group beginnings can feel awkward. For everyone – including the facilitator. That’s normal.
When we give people permission to simply arrive, to say something small and honest, we often find that the rest of the day flows much more naturally.
If you’re planning a board meeting, strategy session or team day and want it to genuinely help your team or organisation rather than just fill the diary – I can help you design and facilitate it.
And if you’d prefer to build that capability internally, I train leaders and teams in facilitation skills. Because bringing people together, creating the conditions for honest discussion, and guiding decisions well is a core leadership skill.
If facilitation is something you’d like to strengthen, let’s talk. Drop me an email or book a time to talk here.