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*Picture from www.workboard.com<\/em><\/p>\n There we are, attending\u00a0another meeting struggling to stay engaged. \u00a0Why? \u00a0We want to be there (but our\u00a0mind is wandering), we’re interested in the reason it’s taking place (but the slides are so boring) & most importantly we’re ready to participate (if we ever get asked). \u00a0This all too familiar scene seems to plague\u00a0us even with so many great ideas floating around to make it better. \u00a0Transparency of information & the speed at which it flows can make all the difference in focusing on what’s important now.<\/p>\n The great management guru Peter Drucker informs us in his many writings that one can either meet or work, one cannot do both. \u00a0Sage advice! \u00a0Why then, are meetings often\u00a0unproductive? \u00a0We all have asked this, been frustrated & even disappointed with how these\u00a0seemingly “necessary” events seem to be such a time suck. \u00a0In asking this question it leads our thoughts from a negative point of view. \u00a0How can we be part of a\u00a0positive solution for our situation? \u00a0Here are some thoughts\u00a0on time, discovering ideas to make it better & why we meet at all.<\/p>\n Why (do we meet)?<\/p>\n My favorite question! \u00a0Answering it often leads to keeping things the same. \u00a0However, status quo is standing still & in today’s full speed ahead work life isn’t satisfactory. \u00a0Let’s take some advice from Ricardo Semler & ask 3 Why’s in a row instead. \u00a0This can apply to our individual role for the meeting, collective goal(s) & even whether or not we should meet at all. \u00a0Semler says when we do this the first answer is pretty good, the second gets fuzzier & by the third, we don’t really know why we’re doing what we’re doing. \u00a0If you get 3 good answers he still advises to ask “What for?” \u00a0It probably won’t always be popular but every 6 months or so be the person who suggests…<\/p>\n *Cartoon from Pinterest.com<\/em><\/p>\n Eyeball to Eyeball<\/p>\n We can’t overlook the importance of human interaction. \u00a0After all, people work with us no matter where we work. \u00a0Eyeball to eyeball communication is best. \u00a0We’ve all heard managers\/leaders say by simply meeting it will solve the ever-present communication issues that always seem to appear. \u00a0The office talk complaints about never knowing what’s going on & blaming\u00a0someone for not telling us. \u00a0Disparaging remarks steal our intention away from the positive momentum we had & come with a “wait” time before resolving if we ever get there. \u00a0When we get away from our desks & engage directly with people it shows we courageously care about their success as well as the teams. \u00a0There is no substitute for this so meetings of all kinds must exist for engagement. \u00a0Focus on opportunities, not problems & set a tone for\u00a0“only good news” to be spread. \u00a0When we take the first step to reach out, seek to understand before being understood it opens the doors for meaningful personal & team growth!<\/p>\n Soapbox time: \u00a0e-mail is simply information exchange, nothing more & you can’t effectively lead through this medium. \u00a0Try getting “tone” from even the most well-composed message, it’s difficult at best & largely a\u00a0waste of time. \u00a0Getting to the acceptance point on this can put this “tool” in the right box. \u00a0Text is a bit better for “tone” but not totally effective. \u00a0Leaving notes can be great but if they aren’t positive in nature they can be damaging for effectiveness & productivity.<\/p>\n Make It Better<\/p>\n What ideas work? \u00a0Over the years there have been some that have had success, after all, why can’t meetings be fun? \u00a0Robert Townsend suggests having a round table<\/strong> instead of a rectangle so everyone is equidistant from one another. \u00a0This encourages interaction & helps remove titles\/responsibilities so ideas can compete on an even basis, like the internet. \u00a0Try standing up<\/strong>. \u00a0If nobody gets comfortable in those heavenly\u00a0designed chairs the meeting won’t last as long. \u00a0Set an agenda<\/strong> & stick to it. \u00a0Only the people who have something pertinent to the event will present. \u00a0Then simply have a “one more chance” around the room to accommodate additional comments that may have arisen. \u00a0Have a time-keeper<\/strong>. \u00a0This can take the pressure off the “leader” of the meeting to keep things on track & focus on the purpose of getting together. \u00a0This works well if you have an overall time limit. \u00a0 Another great focus tool is to take minutes<\/strong>. \u00a0This scripting of the meeting keeps comments focused on recording it for reference. \u00a0Be careful here, as misquoting can be common & can increase anxiety but for\u00a0the right reason, you might find it helpful. \u00a0Ricardo Semler suggests not putting pressure on a\u00a0certain group of people to show up for any meeting. \u00a0This is brilliant because after the purpose is defined, you really only need the folks who want to be engaged to attend. \u00a0With this framework in mind, he also suggests having\u00a0a couple seats open for whoever wants to attend. \u00a0Literally anyone from the organization. \u00a0Who knows, maybe their attendance will yield some “thought leadership” the typical group missed.<\/p>\n Related Stuff<\/p>\n “Time is what keeps everything from happening at once.” \u00a0 -Albert Einstein<\/p>\n Too obviously funny way of putting it! \u00a0The only thing we all have in common is time so treat\u00a0it like the precious commodity it is. \u00a0One of my mentors framed it this way; if someone is late 5 minutes & kept 10 people waiting, that’s 50 minutes of productive time wasted. \u00a0Another epiphany moment & with such simple math even I can understand it! \u00a0Show people you’re not going to be cavalier with their time & they will freely give it to any project, from anywhere.<\/p>\n Idea Generation<\/p>\n Good ideas don’t come while we’re at work. \u00a0Really? \u00a0Why not? \u00a0It’s only when we’re spending time away from the activities of work that our mind can begin to creatively ponder ideas, new ventures, risks, innovations, etc. \u00a0Similar to when we try hard to remember something. \u00a0When we aren’t trying it magically comes to us! \u00a0If we as leaders can help instill a “thinking” culture instead of on a “knowing” culture we’ll move in the intuitive direction. \u00a0When we feel the pressure to have all the answers all the time it promotes a culture of “certainty” & when we’re certain things will happen the way we think it sets current & future projects up for failure.<\/p>\n There’s nothing new here, just some thoughts on the challenge we all have to stay connected with our passions to move any enterprise forward. \u00a0Hope this helps in some small way with the “problem” of meetings so we can love all the work we do…even meetings!<\/p>\n All the best,<\/p>\n![\"meetings](\"https:\/\/i0.wp.com\/www.karlbradley.com\/wp-content\/uploads\/2017\/05\/meetings-cartoon.jpg?resize=315%2C297&ssl=1\")
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