As a facilitator, I accept the reality that my primary responsibility is to
help the group achieve its objectives rather than to lead it.

I realize that the group, given a responsibility and some authority, may achieve its objectives in ways and with methods that are different from
what I might choose.

I know that the group may make mistakes, but I also recognize that I
must give group members a certain freedom to make mistakes so that
they can learn from them.

It’s important to encourage the team to deal with conflicts among members in its own way, without premature  interference from me.

I realize that the group must come to its own solutions when it has problems, and that imposing my solution on it may be detrimental to the effectiveness of the group as it seeks to improve its working.

When I see ways that I believe can improve the way the team works, I recognize that I should offer advice in the form of suggestions to be considered by the group.

I have to have tolerance for the group’s disagreement with me as to the helpfulness of my advice as facilitator.

I remind my self that in most cases, emphasizing the positive
behaviors and influences in the group has a team-building impact that
is greater than if I frequently criticize the teams mistakes or floundering.

When I sharply disagree with opinions voiced in the group, I am
careful to give the contributors enough time and attention to ensure
that I really do understand the points they are making.

The group processing that the team members do is probably a greater
learning experience for them then what I might say about the process.

I realize that my interactions which team members constitute a
model for them.

It’s helpful for group members when I periodically communicate their
progress and achievements to them.

I am conscious that my facial expressions, body language, and gestures can communicate negative messages to their group.

One of the best rewards I can hand the group is to praise its progress and achievement to higher management.