Leadership Solutions

The Real Problem with Meetings

Here it is, the answer to a question that has perplexed social scientists for thousands of years:

The real problem with meetings is: People spend time as if it were free.

For example, most meetings are characterized by:

1) Worthless words.

Someone says, "Well, in my opinion, the last time we tried to do that we noticed … etc. .. (for another 40 words)."

Instead, this could have been: "Last time it broke. How do we prevent that now?"

2) Rambling stories.

They go on and on, entertaining the story teller and boring everyone else.

Instead, start with headlines, state exceptions, and make calls for help. Save the stories for after the meeting.

3) Late arrivals.

Those who arrive late waste the time of those who were prompt. Eventually, everyone comes late to avoid having to wait for the late arrivals.

Instead, plan to arrive early. And the key to arriving early is leaving early.

The Other Side of Criticism

No one likes criticism.

But how you respond to it, determines your future.

For example, recently someone posted a new idea on a list serve. Many welcomed it. And a few people sent suggestions about how it could be improved or what it needed to be successful.

The originator responded with explanations, insisting that he knew what he was doing. He even pointed out that one of the commentators lacked the credibility to critique his project. (Do you sense a shade of hostility?)

As a result:

1) He lost potential supporters (the people who offered improvements), which every new venture needs to survive.

2) He revealed a small future for his project.

Why #2?

Because his attitude guaranteed that no one will offer more ideas, suggestions, or comments on his project.

And that could doom his project because no one can succeed alone.

Wise leaders solicit criticism. If they disagree with it, then they work to understand why someone would say something like that.

In either case, they learn and they grow.

So, the other side of criticism is this: Criticism is a gift.

Much success.

What Made It a Good Day

Yesterday was a good day.

Maybe you too, could say the same. Perhaps you accomplished a lot. And that always feels good.

But, we expect more of leaders.

You see, leaders do more than complete tasks. They win victories.

And the most meaningful victories occur within ourselves.

So, how many times did you conquer fear, obstacles, or temptations to stay safe with what you had done before?

Use today to become more than you were. Seek out personal victories. Make today a masterpiece of internal success. Because you have to grow before you can show others how.

Your Key to Everything

As a leader you are responsible for many things. Some of them are ordinary, such as writing memos, approving requests, and deleting e-mail. And anybody can do these things. That's okay because all of these activities have at best a secondary effect on your business.

Your distinction comes from something much more complex.

It's the environment that you create.

You create this environment through the way that you communicate. And your communication involves more than just the words you use. It involves everything that you send -- your words, tone of voice, interest, energy, expression, attention, reactions, motions, emotions, focus, questions, and so on.

In turn, your environment determines everything, including the choices that people make, the type of information that you receive, and the way you feel.

So, today, pay attention to your environment and your role in creating it.

Notice how it drives all activity in your business. Notice how it affects yourself. Because, after all, we live in the environment that we create.

Much success.

Go Away: You Don’t Understand Our Business

Once in a while someone says, "Go Away: You Don’t Understand Our Business."

And I have three reactions.

1) If you have people working in your business, I do understand your business.

That’s because people behave like people regardless of where they are. The key issues are: can I help you, do you like my approach, and do I agree with what you’re doing. It’s like any relationship: success depends upon having a good match for each party.

2) As a meeting facilitator, it really does not matter if I know every nuance of your industry, business, or operation.

Of course, before we work together, I will learn about your staff, organization, and needs. I often call most (and sometimes all) of the participants in your meeting to ask about their expectations. Then, my job in the meeting is to help you find your best answers -- not to tell you what to do.

3) Not knowing about your business often proves to be an asset.

Many times I’ve asked executives questions that no one had thought to ask, probably because they were inside their business. These, however, were the questions that needed to be asked. And it took an outside view to find them.

Want to know more? See: Hold Better Meetings

Much success,

Steve Kaye