Most of my rants have been directed at senior executives and team leaders, because I consider them the most accountable for lousy meetings. After all, it is organizational leaders who set the tone and establish expectations for how things are supposed to work. [continue reading...]
What is it worth to make your meetings both more efficient and more effective?
As I have been suggesting for the past several weeks, meetings can be improved in many different ways, both by reducing their costs (fewer meetings, shorter meetings, fewer participants, smaller conference rooms, and relying more on virtual meetings), and by improving their outcomes (crisper decisions, more explicit commitments to action, more active follow-up and feedback).
In the course of thinking through how meetings work, how they unfold, and what it takes to improve them, I’ve developed a formal “Meetings Quality Assessment” or a “MQA”, as well as a “Meetings ROI” formula (M-ROI). I’ve also clarified what kinds of actions can increase your MQA score or produce a positive M-ROI. Read more
Over the last two weeks, in “Back to Basics: Making Your Meetings More Effective,” and “The Business Case for Making Your Meetings Matter (Part Two),” I have been sharing several basic ideas for improving your organizational ROI for meetings.
Clearly, the only thing that ultimately matters about any meeting is the quality of the decisions made or the ideas developed during the meeting. However, even if a particular meeting doesn’t produce all the desired outcomes, there can still be value from the conversation:
Even if on the surface the group failed to complete its task, it is worth remembering that the participants may have forged new relationships, learned important facts about the issue or each other, or generated new ideas that will eventually produce even more meaningful results. (from Chapter 8, page 193, Making Meetings Matter)
Today I want to focus on reducing the cost of your meetings. Read more
I’ve been studying and writing about organizational meetings for years. And I’ve offered lots of tips, techniques, and “rules” for making your meetings matter – to the organization, to your staff, and to yourself.
But I haven’t spent enough time discussing why making meetings matter is so important. In other words, what is the business case for changing the way you design and lead meetings?
To do that we have to look at the two dimensions of effectiveness:
- Improving outcomes: better decisions, more creative solutions, higher levels of participant engagement, strengthened working relationships, and happier participants;
- Reducing costs: fewer meetings, shorter meetings, and more efficient meetings, leaving more time for people to get their own work done.
If it was a meeting that mattered – an experience you want to have again – then it included a meaningful conversation. As the meeting wound up you were incredibly energized and ready to do something important, and/or you were disappointed it was over.
A meaningful conversation changes you in important ways. You see the world differently, or you have new insights into a problem you’ve been struggling with, or you know someone in a far more personal way.
As I think back on memorable meetings I’ve been part of, it seems clear that the participants were speaking openly and honestly, and with respect for each other’s experiences and intentions. We were all “in the moment” exploring a topic we cared deeply about.
Those are clues about what drives a conversation from good to great. But they are only clues, and they are only my personal insights. To broaden my understanding of what makes a good conversation I’ve asked many people I respect and admire to share with me how they think about good conversations. Read more
Do you want your meetings to matter? Of course you do. But wanting and doing are two very separate things. And as I have often stated, I’m convinced that being an effective meeting leader is as much about your mindset as it is about your skillset.
Based on my experience and my research, if you approach your meetings (as either a formal leader or an active participant) with the following ten “Big Ideas” in mind, your meetings – and all your conversations at work (and elsewhere) – will be more productive, more engaging, and more meaningful. Read more
If you accept the idea that a meeting leader’s role is to orchestrate the conversation, or to sense and guide, then pay very close attention to what every participant is saying, and what emotions they are expressing. But listen for understanding, not to judge or evaluate what is being said.
As conversation expert Judith Glaser explains in Conversational Intelligence (link is to Amazon.com),
When we listen to connect we open and expand the space, allowing [the speakers’] aspirational [selves] to emerge. [When] we think out loud with them, and share our dreams with them and co-create with them we all experience ourselves in a new way.
Ask penetrating, open-ended questions, and add follow-up questions that extend your understanding. In the back of your mind you might question the validity of a statement, or be upset about a negative tone of voice. But remember that as the meeting leader you want to create an environment where everyone feels safe and free to express themselves, no matter what the content of their message (within the bounds of civility, of course). Read more
Are you frustrated by all the unfocused, boring meetings you have to sit through?
Do the meetings you attend produce lasting solutions to the challenges you face?
Or do you and your staff waste precious hours at work sitting through meetings that don’t seem to matter?
It doesn’t have to be that way.
I want to get you out of the unproductive meeting trap that so many organizations have fallen into.
Technology now connects us with each other and with the information we need like never before.
But most meetings still unfold the same way they have for centuries. We haven’t adapted the way we meet to the realities of the new digital economy.
That’s the beginning of a 2 ½-minute video overview of my new book, Making Meetings Matter: How Smart Leaders Orchestrate Powerful Conversations in the Digital Age. Read more
Special Note: You are invited to a special (and free) book launch party celebrating the publication of Making Meetings Matter. Join me for an hour of conversation about meetings and collaborative conversations on Wednesday, March 16, at 3 PM Eastern Daylight Time.
Just click on this link to register: https://attendee.gotowebinar.com/register/4007501453093003777
(This article is also posted on The Future of Work…unlimited blog)
Last week I reported on my recent interviews with several smart people about what makes for a good conversation (“A Debate is Not a Discussion, and a Discussion is not a Dialogue“) .
Today let’s dig a little deeper into the underlying factors they identified. Here are the seven dimensions of effective conversations:
1. A good conversation is purposeful.
Sure, we often engage in small talk, or in conversations we know are relatively trivial. But when the subject is something we care about, and we have a clear and explicit goal (informing, learning, sharing, persuading) we tune in more intensely and we engage more deeply.
2. The participants are genuinely interested in the topic being discussed. Read more
With all the presidential candidate debates filling up the airwaves recently, it’s time to think about what makes for a good conversation.
Regrettably, we are not seeing any significant examples of memorable conversations in the public so-called discourse.
I thought it might help to spend a few minutes thinking about what does make a conversation both memorable and meaningful.
A meaningful conversation changes you in important ways. You see the world differently, or you have new insights into a problem you’ve been struggling with, or you know someone in a far more personal way. Read more