Ask Like a Designer launched with an article about how six designers — Builder, Scout, Tinker, Facilitator, Traveler, and Pro — help you get better results with design-driven innovation. Breakthrough innovation requires a design facilitator. In this article, I take close look at Facilitator.
Facilitator’s Favorite Question: How might I lead?
Facilitator sees leading as helping people do their best work. Facilitator structures the work, sometimes slowing down Builder long enough to make sure Builder is using the right tool for the job. Builder, Scout, and Tinker are prone to biting off far too much of the problem at once. Facilitator breaks work down into smaller units that are easier to complete and evaluate, making sure everyone knows what problem they are solving and helping them adapt as their understanding of the problem changes.
- What is our process?
- How do these actions connect to our problem?
- Who is handling the next action?
- What resources do we need?
- How will we evaluate our actions?
- How might I listen?
- How might I lead?
When Facilitator is speaking clearly, we know where we’re heading, how to get there, why we’re going, and what will make the trip a success. We’re also attuned to what’s happening on the way and to fellow travelers’ needs. Facilitator makes the work doable by planning and revising plans. We’re human. When we create plans then step inside those optimistic machines, something needs to make sure flesh and metal play nice — that’s Facilitator. When we’re looking for ways to enjoy being human inside the machines of our making, we hear facilitator’s voice. 
What is our process?
Process rules. We all have processes for doing almost everything we do. A process is a structured series of interrelated activities that transforms inputs into intended outcomes, often following a defined sequence but potentially including parallel paths, iterations, or feedback loops. Processes typically have defined boundaries, measurable indicators of progress, and can be executed consistently to achieve similar results under similar conditions. Builder is focused on what to do now and what to do next. Facilitator is looking at the entire chain of actions to make sure they stay connected to our intent and target outcome. Facilitator adjusts the process as Scout sends in research reports and Tinker creates learning and creation pathways. Facilitator makes the tough trade-offs because every process must be limited in the time and energy it is allowed to consume.
How do these actions connect to our problem?
A design or innovation process begins with an intent to solve a problem, an intent to close the gap between the world we have and the world we want. The preferred, but not guaranteed, outcome is the world we want. Facilitator protects the whole process. Builder is concerned with the problem to solve and targeting a good outcome. Facilitator is interested in the same thing, but as a byproduct of a good process. Builder keeps us focused on where we’re going. Facilitator makes sure we consider our route and waypoints.
Who is handling the next action?
Facilitator manages projects by helping us keep in mind who is handing the next action. Facilitator also pushes us to make sure the person handling the next action knows what they need to deliver and when. Beyond next actions, people also need to know how they will be expected to contribute over the life of a project. Facilitator manages that communication and sets those expectations.
What resources do we need?
Orchestrating how people tackle each next step means making sure they have the resources to do the work. A resource can be anything someone needs to do the work, including solid research about the problem or abilities the next step requires. Resources are also time, money, materials, energy, goodwill, etc. Facilitator’s voice gets a little louder whenever there’s a disconnect between necessary actions and available resources.
How will we evaluate our actions?
What is done? Every action needs an objective way to say it is complete and meets our quality standards. Facilitator makes sure, “Review customer interviews,” becomes “Code three customer interviews.” If the coder is new, Facilitator might make the action “Code three customer interviews using the behavior coding guide.” Now we have an objective standard. If the interviews are coded according to the guide, then that action is complete. Facilitator will be looking for standards everywhere it can find them so that everyone knows what done means.
How might I listen?
Facilitator’s superpower is listening to people. Facilitator listens to people, actions, and process. What are people saying and how are they saying it? When are people silent and why? What are people saying with actions and inactions? What are we saying through how we do the work? What is our work process saying? What do we hear when we listen to our track record or plans? Facilitator helps us listen to what the world is telling us about how we might adjust the way we organize the work or improve our judgment and decisions. When we learn more about the problem, people, actions, and process, Facilitator smoothes updating what we believe about the world with new data from the world.
How might I lead?
Everything Facilitator does is leadership. It’s in all the questions Facilitator helps us ask. With this last question, Facilitator is pushing us to nurture leaders everywhere. “How might I lead?” is not a call to lead; it is a call to make sure every moment has the leadership it needs. In this question, Facilitator is asking, “What leadership does this moment require?” “Is someone providing it?” and “If there is a leadership void, how might I fill it directly or indirectly?” “Indirectly” speaks to working in teams where the best person to lead isn’t always the person who notices a need for leadership.
Facilitator monitors progress on the problem, how well the process is functioning, and how well people are performing. Practice asking Facilitator’s questions to develop innovation leadership skills based on listening to and supporting your team.
Facilitator monitors progress on the problem, how well the process is functioning, and how well people are performing. Practice asking Facilitator’s questions to develop innovation leadership skills based on listening to and supporting your team.
When you embrace Facilitator’s questions, you’ll find that innovation leadership becomes less about control and more about orchestration—creating the conditions where people can do their best work together. The team’s success becomes your success as you learn to step back, provide structure, and ensure everyone has what they need to bridge the gap between the world we have and the world we want. As you practice bringing Facilitator’s voice into your work, you’ll discover that breakthrough innovation happens when we consistently ask the right questions at the right time.
