unDUBBED

In this episode of unDUBBED, Fiona and Sarah break down what actually makes a workshop work – and why most sessions fail before they even start. They argue that a great workshop is an outcome, not an event: it should produce real progress, shared clarity, and momentum that carries into action. The key is being explicit about purpose and value, designing for participation (not passive attendance), and resisting the temptation to cram too much into a vague agenda. They also share why “structure with flexibility” is the facilitation sweet spot, and how discovery, pre-work, and smart questionnaires can dramatically lift alignment and engagement before the day. The conversation also covers practical facilitation techniques to ensure many voices are heard, plus the realities of running virtual workshops where inclusion, clear norms, and deliberate interaction matter more than the tools themselves. Finally, they unpack how to handle resistance through preparation and in-room strategies, how to define and measure workshop success beyond vibes, and when a workshop series can outperform a single session for learning, energy, and outcomes.   Takeaways 1. A great workshop is an outcome, not an event A workshop is only “great” if it produces movement: meaningful progress, high engagement, and those shared moments of clarity that carry into real action afterwards. 2. Make the purpose and payoff obvious Workshops cost serious time and money. If people can’t clearly articulate the problem, the value, and what “done” looks like, the session turns into theatre instead of work. 3. Design for participation, not attendance Invite contributors, not spectators. Set the expectation that everyone shows up present and involved – no silent observers, no laptop hiding, no multitasking. 4. The biggest planning fail: too much, too vague Most workshops fall over for two reasons: the agenda is overloaded, and the core problem isn’t defined crisply. That combination destroys pre-comms, dilutes focus, and kills engagement. 5. Use structure, but stay adaptable Bring a strong plan, then be willing to flex. The agenda should guide the room, not trap it – if the real value emerges somewhere unexpected, follow it. 6. Discovery and pre-work change everything The quality of the day is largely decided before anyone enters the room. Validate the problem with stakeholders, understand constraints, and design for the realities of the group and the context (virtual/in-person/hybrid, culture, time, attention). 7. Do a proper walkthrough – physical or virtual Check the environment ahead of time. In-person: layout, walls, screens, movement. Virtual: tools, links, permissions, and flow. Preparation removes friction and protects momentum. 8. Questionnaires are leverage (when they’re smart) Good pre-work questions reduce guesswork, reveal alignment gaps early, and give you language to play back to the group. A light gamified approach can boost completion and buy-in. Two high-value prompts: “Are we solving the right problem?” (anonymous if you need honesty) “How confident are you using data to make decisions?” (helps you pitch content and support) 9. Tools don’t make workshops – inclusion does The tool is never the point. Design for comfort and contribution. In-person, tactile materials create energy and movement. Virtual, ensure people can use the platform quickly and confidently, and build interaction into the design. Also: set virtual norms early (cameras, presence, participation) and use engagement mechanics like polls and Q&A to keep momentum. 10. Facilitation is “many voices by design” Great facilitation is intentional distribution of airtime. Draw out quieter voices safely, manage dominant contributors, and design for balanced input. Practical moves: Invite quieter voices without putting them on the spot Use a co-facilitator to track chat, energy, and dynamics Plan breaks – especially for long or virtual sessions 11. Address resistance before the session, then manage it in the room The best time to reduce resistance is upstream – with leader alignment, clarity of “why,” and proper change prep. In the workshop, use connection-building openers and name the reality of change, then invite ownership rather than compliance. 12. Define success and close the loop Success isn’t “good vibes.” It’s whether you got what you needed: decisions, direction, actions, or clarity that something shouldn’t proceed. Add feedback, next steps, owners, timeframes, and measurable follow-through. 13. Sometimes a series beats a single hit Multiple shorter sessions can outperform one long day when calendars are tight, energy will fade, or you need to adapt based on what emerges in session one. Just be cautious in political or toxic environments where between-session reshaping can undermine trust and outcomes.   Chapters 00:00 Introduction to Workshop Excellence 07:10 Setting Expectations and Purpose 12:12 Common Workshop Mistakes 20:02 Crafting Effective Pre-Workshop Questionnaires 27:45 Utilizing Tools for Workshops 35:04 Structuring Workshop Series vs. Standalone Sessions 41:00 Engaging Reluctant Participants 48:17 Measuring Workshop Success 53:55 Key Takeaways for Effective Workshops   Keywords workshop facilitation, effective workshops, workshop planning, participant engagement, workshop success, pre-workshop preparation, virtual workshops, workshop tools, measuring success, workshop techniques