meeting

Three Simple Secrets to Running a Remarkable Meeting

“This is so stupid–they asked for my opinion and then ignored it. I don’t know why I even bother! From now on, I’m going to just shut my mouth and do my work.”

“Arghhh. We keep rehashing the same conversations. Why can’t we make a simple @#%*&% decision?”

“I don’t know why we even try! We make a decision and by the time we get back together, no one has done anything we agreed to.”

Sound familiar?

I’ve heard these words so frequently, in focus groups, in one-on-ones, and even behind closed doors with seasoned managers. If you’ve been working in organizations for any period of time, you may have said them too.

Everyone hates bad meetings. And bad meetings are everywhere.

If you want to be a great manager, build a reputation of running great meetings, and watch for an immediate improvement in who shows up and what they contribute.

Three Simple Secrets to Running a Remarkable Meeting

  1. Communicate a clear objective for the meeting.
    Be clear up front.  Determine if this a “Where are we going?” discussion, or a “How will we get there?” conversation.  If you’re not clear, you don’t have a fighting chance of an organized dialog. Yes. You can have both conversations in the same meeting, but not at the same time. Put it on the agenda. Reinforce it in your opening remarks. Heck, put it in the meeting invite: “By the end of this meeting, we will have decided __________.”People want to know that something will be accomplished with their time. Make that “something” perfectly clear.  One of our Winning Well clients has started including this message in their Outlook invites

    This meeting’s goal is to reach a decision on xxxx, and to begin to define how we will achieve this, we need your best thinking on _______.

  2. Be clear on how decisions will be made.
    Nothing is more frustrating to people than asking for their opinion and ignoring it. Be clear up front as to how the decision will be made.“I need to make this decision, but I would love your input”

    or “We’re going to decide by consensus”

    or “After 30 minutes of discussion, we’re going to take a vote.”Of course, the most important part of this approach is to make a plan and stick to it. If you say the decision will be by consensus, and then hate where the conversation is going and just make the call yourself, you would have been better off making the decision in the shower and communicating it well.

  3. Establish accountability for every decision.
    For every next step stop and ask “Who will do what, by when and how will we know?””Joe’s got this” is not sufficient.” “Joe will talk to Sue and make a decision about X by Friday and send us an email with what they came up with,” works better.

Very few managers run meetings well. Can you imagine the possibilities if you were known as the go-to for holding a great meeting?

The Secret to Holding a Meeting that Gets Results

Does this sound familiar? You went to a meeting where you had invigorating discussions, examined alternatives, came up with a cool plan of action, everyone left the meeting feeling motivated, and then six weeks later you get back together. As everyone enters the room and takes their seat, there are sideways glances, “Did you do that thing we talked about?”

“No…how about you?”

A quick shake of the head and you realize that the great idea everyone talked about has languished.

The prior meeting, the discussions, the new meeting – all of it – are a waste because nothing happened. In fact, it’s worse than doing nothing because now you’ve created negative energy…that feeling that “it doesn’t matter what we talk about because nothing really changes around here.” That corrosive malaise will eat away at your people and leave them looking for excuses to take your next meeting via conference call so they can multi-task and “get real work done.”

Every meeting you hold should produce activities that move results forward, build momentum, and build morale with healthy relationships. You can achieve all this in just ten minutes at the end of every meeting.

The Best 10 Minutes of Every Meeting

At the end of every meeting ask these three commitment questions:

Commitment #1:  Who will do what?

There are actually two questions here:

  1. What is to be done?
  2. Who will do it?

Every task must have a specific person who is responsible to complete it. For smaller decisions there might be only one or two answers to this question. For larger strategic initiatives you might have an entire work plan that outlines dozens of tasks and people responsible.

Commitment # 2 By When?

This one is straightforward. What is the finish line for the tasks people have agreed to complete? When these deadlines are shared and publicly available, everyone is more likely to meet them.

Commitment #3 How Will We Know?

“How will we know?” is the magic question that moves your meeting from good intentions to real-world impact. It’s also the one managers most frequently ignore. “How will we know?” closes the loop from intention to action and creates momentum without you having to spend hours every day tracking down action steps. Here’s how it works: When someone completes a task, what do they do next?

  • Do they need to pass the results to another person or group?
  • Should they update the team and let them know?
  • Will they make a presentation of their findings?
  • Do they report completion in a common area or software?

The specific answers depend on the task and project. What matters is that the accountability and next step are “baked into” the decision. Everyone knows what he or she is accountable to do, the team knows if it’s been completed, and no one is left waiting around for information they need.

Combine these commitments into one sentence: Who does what, by when, and how will we know? and you have the Winning Well Meeting Formula to get clarity, accountability, and results in just ten minutes at the end of every meeting: In fact, you can ask these questions whether you are the positional leader of a group or not. That’s a great way to establish yourself as a leader who gets things done – people notice when you produce clarity, accountability, and results. Don’t let the simplicity of these questions fool you into not using them.  These are the most important ten minutes you’ll spend to make your meetings achieve results.

Winning WellExciting news, the book I’m David Dye and I are publishing is off to the AMACOM for publication this Spring. We’re jazzed and honored that Marshall Goldsmith wrote a smashing foreward. More to come, but in the meantime here’s a peek at the cover.

5 Secrets To Great Skip Level Meetings

Done well, skip level meetings can inspire, engage, motivate and inform the skipper, skipee, and even the skipped. On the other hand, poorly run skip level meetings inadvertently bring on diaper genie feedback and diminish trust.

In my latest role, most of my skip level meetings were even more tricky because I was skipping across many layers or holding focus groups in other companies for which I was the client. There was the added fear that the reps would tell me something that their boss’s, boss’s, boss didn’t want me to know. And yet, I wanted to know it, so we could help. Tricky.

How to Hold Great Skip Level Meetings

  1. Prepare – It’s arrogant to go into a skip level meeting without doing your homework. Understand what the team is doing really well and know what concerns to anticipate. Know something about the people attending, have a few specifics to recognize. Bringing along a note taker enables you to fully engage in a dynamic conversation, but don’t overwhelm the room with extra spectators.
  2. Make it Personal – I always start skip level meetings the same way. I invite participants to share their name, and “what makes them a ROCK STAR in their current job.” People like to share what they’re good at, and it’s beautiful to see what matters most to them.
  3. Relate Through Stories – Skip level meetings are not only a great way to find out what’s on people’s minds, but they are also a great way to reinforce key messages through strategic storytelling. Share your stories, and invite them to share their stories then summarize the themes. For example, “tell me a story of when you turned around a really frustrated customer.” Or, “do you have a story of your team leader was most helpful to you?”
  4. Ask Positively Framed Open-Ended Questions – Framing your questions in a positive light makes it more comfortable for employees to share ideas for improvement.
       •  What’s the best part of working here?
       •  How do you know how you’re doing? In which areas would you like more feedback?
       •  If you were in my shoes and could change one thing to make your work easier, what would that be?
       •  What could we do to improve the customer experience?
       •  Which of your tools/resources do you find most helpful? Why?
       •  If you could invent a tool or resource to help you do your job, what would it be, and how would you use it?
       •  What does your team leader do that’s most helpful to you?
       •  If you were the team leader, what would you focus on (or do more of) and why?
       •  What additional support or resources do you need?
       •  What questions haven’t I asked that you wish I would?
       •  What questions can I answer for you?
  5. Follow-up – Share a summary of your notes and key take-aways with the group. When giving readouts to others, including the “skipped” leaders, be curious, not accusatory. Remember there’s always many interpretations of every story.

Are you looking to achieve better business results through stronger employee engagement and commitment? I can help. Please call me at 443-750-1249 for a free consultation.