Design a session that will knock their socks off

You’ve been invited to give a guest lecture/workshop/presentation (yay!) but the prospect causes you to break into sweats (ack!).

The good news is that people think highly of you and value your expertise – they have invited you to share your awesomeness!  And the other good news is that you don’t have to cram all your knowledge into that 30/45/60-ish minute session to keep people engaged and help them learn stuff.  You really don’t. 

In this post, I’ll share a few things that I use in my own teaching and facilitation to help you think through how to design an awesome session, whether it’s a hands-on workshop, a guest lecture or a keynote presentation.

First, it’s helpful to think about these six things. 

Your topic. This might seem obvious – yes, of course you’re going to do your session on a topic – but, someimes it can be deceptively hard to select.  You can think about what your expertise is, and what the particular audience might learn from you.

Your audience. Of course, you can’t know for certain the exact people in your audience, but you can imagine them.  You can think about age/generation, career status (e.g. early, mid, seasoned), field or profession, culture, geography, and your own alignments or differences with your audience, among other things.  For example, I often work with people in healthcare – as an artist I need to think about potential differences in how we work, and some assumptions I might be making about terms or processes.  Having a sense of who your audience is will help you make decisions about your session.

The form.  Whether you are giving a keynote, workshop, guest lecture, on-line, in person, etc., thinking about the form can help you think about how you want to engage people in different ways (more below on strategies!).  It’s helpful to pay attention to what people expect from the form (a keynote is different from a hands-on workshop, for example), but you can also use or disrupt expectations in different ways. 

Change or transformation.  As you think about the change you hope your audience will go through, consider where you anticipate your audience is starting from related to your topic, and where do you want them to end up?  Your session becomes about that in-between part. How will you engage them so that they move through some kind of transformation, ending up in a different place?

Your session might be about building practical skills, or it might be about ideas and thinking differently, but thinking about a “starting place,” an “ending place,” and the change you hope will take place, still applies regardless.

Strategies: how will you get there? It can be useful to brainstorm a whole bunch of different ways to engage people – a lot more than you will actually use – as part of thinking through what might be strongest.  The specific strategies you select depend on all the other different factors – your topic, the audience, the form, etc. As you think about strategies, you can continue to return to: what is the change you anticipate this particular audience might go through? 

Time frame.  Whatever the amount of time you have, try to plan for less. Give yourself a buffer. If you have 45 minutes, then plan for 40.  It’s also useful to leave time at the end of your session for questions, or a wrap-up – and if you have more time than you anticipate, you can have a longer discussion, or even just end early (and everyone will love you!).  Whatever you do, stay within your allotted time.  For reals.  I’ve included some strategies below for how you can design your session to help you stay on time.

And actually – I’ve developed a free, downloadable tip-sheet that covers these ideas and will help you design your session further.  You can find it here.

Next, you’ll want to put these ideas into your session.

Now that you’ve started on these different aspects, you need to pull it all together.  Below are some ideas about structure.  

I think of this as a Sandwich.

Introduction: your first piece of bread, or the bottom of the bun. How are you going to introduce this topic to this particular audience?  You can, of course, just state your topic and learning objectives at the start of your session.  Depending on the audience, spelling it out can work really well. But you don’t have to do that.

Maybe you are doing a hands-on workshop, and your topic has to do with helping people become more aware of their own bodies and emotions while they are working.  If your audience is dancers, you could start with a meditation and a physical warm up, and then, after these activities, articulate the aims of your workshop.  But if you are working with physicians, you will probably want to introduce the same topic in a different way, maybe through a story, or by introducing yourself and your expertise.  Your introduction should give your specific audience a sense of the topic, but also a sense of the kind of strategies you will be using throughout your session.  It’s like a sample of what the rest of your sandwich will taste like.

Your content and strategies: the meat and veggies. These are the various selected strategies you will use to engage people with your topic, thinking about the change you hope your audience will go through.

I plan my sessions into chunks of time, and allot a different strategy for each chunk.  For example, for 5 minutes I will share a story, for 7-8 minutes people will break into groups and share their own stories, then we will return to the larger group for 10-12 minutes – etc. 

This “chunking” is useful for a couple of reasons.

  • You can clearly see whether your activities align with your aims.  What are the actual strategies you plan to use, how much time have you allotted for each, and will these strategies help this audience move through change you are hoping for?  Let’s return to the example of helping people become more aware of their bodies and emotions while working.  If you notice that the strategies you’ve chosen only involve people talking, you will want to revise what you are doing to include activities where people are engaging and paying attention to their bodies (such as breathing exercises). 
  • It can help you keep on time when you come to facilitate the session.  If something goes awry during the session, and you find that you’re short 10 minutes (“the wrong room was booked, no one can find the key, oh they chaos!”), then you can easily look at the structure of your session and adapt quickly.  It’s easier to pull out a section on the fly, and much easier to adapt in the moment, when you have planned your session into smaller chunks of time.

Whatever you do, remember that more is not necessarily better.  Be sure to build in pauses, or breaks, so people have time and space to process.

Conclusion: the top of your bun. You can help people digest your metaphorical sandwich, including what the session has been about, or what their transformation has been. Hopefully, your audience will continue to process the material after they leave your session, and apply it out in the world.  Through your conclusion, you can help them transition what they’ve learned.

As a few ideas, you could field some questions, or invite people to have discussions amongst themselves and then open it up to the larger group, or if you’re short on time, simply make a statement like: “We don’t have time for a discussion, but these are the things that I’m hoping that you will take away with you…”  

Also, you can leave your contact information. This invites people to continue the connection after your session.  It’s almost like continuing a conversation.

Be sure not to sell your conclusion short – sometimes that processing time can be just as important, if not more important, than the bulk of your session where you share information.

In case you missed it, here’s my free, downloadable tip sheet!

Burnout is not an individual problem: it’s cultural

The way we think and talk about burnout needs to change. 

As individuals we feel it.  And we often think the solutions need to be individual too (more resilience training, anyone?).  But it will take a cultural shift to really address burnout, and create sustainable workplaces that are integrated and even connected parts within our lives.

I have been reading ‘The End of Burnout’ by Jonathan Malesic.  Part of what I am appreciating is how Malesic defines burnout as a disconnect between expectations of work (your own, or broader expectations of what you ‘should’ be getting out of working as your life’s purpose), and what the work is actually like.  He says this disconnect can lead to feelings of cynicism, disengagement, and general uselessness and disconnection.  He is a former academic, and left his job because of burnout. 

But a big part of what Malesic emphasizes is how the solution for burnout is usually discussed as taking place within individuals. 

Things like: how you need to reconnect with your passion for work, or the values of your work, or how you need to develop tools for resilience, or how you can practice self-care.  And, please don’t get me wrong here: when done for your personhood, not because you will be more “productive,” self-care can be a political act.  But what Malesic is saying is that this focus on individuals is mis-placed.  The solution needs to be collective.

Burnout is a cultural problem. 

Here’s an example. 

One of my besties sent me a text.  It reads: “I was commenting to a coworker this week “ok, so I’ve identified how I feel as burnout… now what? All the stuff I read is not helpful.  I can’t just “cut back on work” and “carve out more quiet time”… I feel like I need to just not do anything for like a year!” 

And then another: “I feel like I need something that’s “just a job” so I don’t care about it… but then how do I find the motivation to DO it for the majority of my waking life… ugh.

My friend has identified 2 things. 

  • Most burnout rhetoric is telling them they need to change themselves to avoid and navigate burnout.  Stuff like saying no to certain things at work, or carving out more personal “me” time.  But this isn’t helpful nor what they need.  What my friend suggests is that they need a complete break in order to recalibrate.  The current ways of doing things are just too much – they need a really, really long time away to even begin to feel balanced.
  • A possible solution could be getting “just a job” that they don’t care about.  Something they can go to and be paid for, but don’t have much investment in.  But this leaves them wondering how this will be sustainable in the long run, given work is where they spend the majority of their waking life.  With the “just a job” scenario, it’s possible there would be no connection.

But here’s the crux of the issue: we are assuming the solution needs to be individual. 

The problems are 1) the structures of work are not sustainable (granted my friend didn’t go into the details of what those structures are in their text), and all the suggested individual adaptations like carving out more “me time” or working to be resilient are not helpful, and 2) they seek some kind of meaning where they spend the greatest part of their day, even, or especially, if it’s not a grand life purpose.

An individual shouldn’t be changing their expectations around aspiring to have some kind of meaning or connection in their work, and to work in a sustainable way.  It should not be a radical thought to aspire for dignity. 

The problem is cultural, and so the solution needs to be collective. 

We need to re-think the place and meaning of work in our lives, and then we need to build different structures to reflect those values.


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