Insist On Productive Meetings

Who needs bad meetings?

And yet, so often we tolerate them. We sit thru meetings where nothing is accomplished or where people are so uncomfortable that true and honest communication is avoided. It does not need to be that way.

When I have control over the outcome of a meeting, I make certain that it includes both careful planning and skillful facilitation. The planning includes:

The agenda
The goals
Processes for achieving each goal
Agreements and guidelines for how people behave during the meeting
Roles (facilitator, time-keeper, recorder, and whatever else the meeting needs)
Feedback / Evaluation

Depending on the meeting, I might add other things such as warm-up activities, breaks, refreshments (and refresher activities.)

When I do not control the meeting, I seek to influence it in advance to include those things mentioned above.

When I do not control or influence the meeting, I decide ahead of time how necessary is it for me to attend, and if the answer is "not" then my response is "don't." But I get it. Some times we are forced to go to meetings that make no sense for us and that we do not control or influence. Still, they waste our time or worse, antagonize our time and selves.

Here is one thing you can do in those cases:

Use that meeting time to leverage better future meetings. Here's a way to do that: determine who is responsible for the meeting and ask if they would appreciate feedback on the results of the feedback. If the answer is yes, give your best feedback on ways to influence more productive meetings. Remember, stay positive. If the answer is "no" stay curious about that. Why is your feedback not important? Wouldn't more productive meetings mean better results? What if there were ways to create better meetings that everyone involved enjoyed more and worked better during?

Get better answers. Get the answer you want. Stay curious, stay open, stay curious, courageous, compassionate and clear -- and your chances of success (and enjoyment) improve dramatically.

High performance leaders insist on productive meetings.

Shouldn't you?

-- Doug Smith

Comments

Measures Matter

Some people measure quantify first and quality later. Some people measure money first and impact to the team later (not even second!). How you measure productivity might determine your character and your reputation. Put people first. -- doug smith

New Ideas

New ideas won't break you but they can make you bigger. -- doug smith

Your Reputation

More authority means higher levels of responsibility. More power requires more service to others, not less. What you do with your power is who you will be known as. Also, how you use the power you have creates who people will remember you as. How do you want to be remembered? -- doug smith

What You Need

Use what you've learned to become what you need. -- doug smith

For example

Get good at something that won't obsolete itself. For example: emotional intelligence creating great conversations encouraging people leadership What would you add to the list? Which ones are you developing? -- doug smith

Personally

Improving performance does require us to take our work seriously. But it does not require us to take ourselves too seriously. Taking things personally is a waste of self-esteem. -- doug smith

Show Up!

"You've got to be there. Big decisions are being made!" my former boss told me a long time ago. "If your voice is in the room you might be heard..." It was good advice then and it still is. Show up. When there's a goal you're working on and an opportunity appears to advance that goal -- show up. When changes are being made that will affect you -- show up! When it matters to you -- show up. You won't always get what you want by showing up, but you never will if you don't! -- doug smith

The Problem With Compromises

Think about the last time you compromised on something. Whether it was a big compromise or a little compromise, how do you feel about it now? While we often call it "meet in the middle" it seldom does. Compromises are not automatically fair, no matter how implied that fairness is. Someone usually gets more out of a compromise than the person they are "compromising" with. If the low end is you, you don't like it -- and you remember that. If the top end of the compromise is you, you probably forget all about it even though the inequity simmers in the background. Compromises must be constantly revisited because they are inevitably unfair. If you get the chance to balance things out, your relationship will prosper. If you miss that chance, the relationship will suffer. What's your choice? -- doug smith

High Performance Leadership Combination

We can rationalize anything without making it justified. Leaders should always ask: who is this good for other than me? High performance leadership does NOT mean performance at any cost. It means performance that serves a noble cause while also benefiting people. High performance leadership is a combination. Results without relationships are shallow and temporary. Take care of both, and you'll be a high performance leader. -- doug smith

Decide

What do you want? Are you getting what you want? Intention is direction. Decide. And, then go. -- doug smith

High Performance Leadership

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