The Missing Piece to Making Meetings More Effective

Meetings.  The word can solicit strong feelings about their value and level of effectiveness.  Regardless of how you feel about them, meetings are an essential part of most organizations.  Many of us practice the standard guidelines for creating a good meeting: creating a clear agenda/meeting objective, keeping time, recapping action items, inviting the right people, etc.

So how can meetings be more engaging and productive?  What’s missing? 

Knowing your audience’s personality style is often the missing piece.

 A personality assessment like EverythingDiSC® can help bridge the gap between employees and optimal workplace communication.  For example:

  • Consider that D-styles prefer meetings with minimal small talk and an agenda that everyone sticks to.
  • Allow i-styles to flourish by allowing them to express personal opinions and have open discussions with others.
  • To ensure S-styles feel comfortable, provide them with your meeting’s outline or agenda in advance so they can prepare.
  • Remember that C-styles don’t do well with making big decisions when they feel rushed or pressured.

These are some of the elements of how knowing your communication style and that of your other meeting participants can make for more effective meetings.

-Adapted from  EverythingDiSC® blog July 11, 2019

3 Simple Changes That Will Improve Your Leadership Style

Leading a team is an art and a science.

Luckily, researchers at Google and Facebook have conducted extensive studies to determine the most effective leadership strategies, allowing us to tap into their data and discover the three simple changes that will improve the effectiveness and the performance of the teams you manage.

  1. Support your team, don’t lead them

Recently, leaders at Facebook shared some really fascinating strategies that they use. It all starts with a critical mentality shift.

Managers don’t “lead” teams at Facebook, they “support” them. Here’s one thing you can do to immediately increase your effectiveness with your team…Stop saying you “lead” a team.

“Whenever you are about to say “the team I lead,”  catch yourself and shift your attention.”  – Mel Robbins

Instead, teach yourself to say you support a team. This one-word shift, from lead to support, alters how you view your role as a leader and changes everything.

Try it for one week. Whenever you are about to say “the team I lead,” catch yourself and shift your attention. Never doubt that it’s the smallest changes that make the biggest impact—even something as simple as changing one word.

  1. Encourage and welcome escalation

A study found that 85 percent of employees are withholding critical feedback from their bosses.

We only do what we feel like. And if people at work feel like they’ll get in trouble if they come to you with an issue, or that it’s futile, they won’t come.

Without open and transparent communication, there is little room for innovation, collaboration, and engagement with your employees.

A few years ago, Google embarked on an initiative to study hundreds of internal teams and figure out why some teams rock and others fail.

As Google crunched the data, a concept called “psychological safety” emerged and it is one of the most important things their leaders now focus on creating. It means you operate in a manner that people feel safe coming to you with problems, challenges, and improvements.

There are two simple things you can do that create psychological safety. First, encourage and welcome escalation and concerns by showing appreciation when it happens. Second, ensure that everyone talks in meetings.

  1. Everyone’s opinion matters

Remember, your job isn’t to lead the team, but rather to support them. And that means removing the obstacles that are in your team’s way. One of the biggest obstacles you can remove is the fact that many of your team members are holding themselves back.

You are going to make sure that everyone talks and contributes in meetings.

Whenever you hold a meeting, try this:

  • Make a list of everyone attending.
  • Place a check mark next to people’s names when they talk.
  • As the same extroverts start to speak again, engage the “quiet people” by asking them for their input.

By giving someone a push to become more visible and showing interest in their inputs, you are making them know that they matter. Through this experiment, meetings will spur collaboration and open communication.

As a leader, if you pay attention to these few things, you’ll not only increase your effectiveness—you’ll be changing the way your team works together.

 

Source:  Mel Robbins, Author and Speaker

“The 5 Second Rule”

 

Why Is Change So Hard?

We all have strengths and weaknesses. The best way to improve upon our weakness is to practice a new behavior, right? Practice practice practice. But how easy is that?

The answer is not as easy as you may think. We are creatures of habit; habits we aren’t even aware of. This is why change is so hard for many of us. We can learn a new behavior, sure, but how quickly…and when does it stick?

What steps should we take to sustain changed behavior?

  • Be VERY specific on the habit you would like to create (which may also be stopping a certain behavior).
  • Understand the reason why you want to change. What are the benefits to be derived from this changed behavior?
  • Create a plan of action and STICK WITH IT! Consistency is key. Stay committed to your plan.
  • Practice, practice, practice. Our brain creates pathways for behavior. We need to repeat and repeat and repeat to create new pathways.
  • Expect resistance from your body, from your moods, added stress. This is your natural resistance to creating new pathways. Don’t give up!
  • One day, and you won’t know when and where, your behavior change will become your new habit.

If you are interested in further readings on creating habits, here are some excellent books on the topic:

  • The Power of Habit: Why We Do What We Do in Life and Business (name one of the best books of the year by NY Times)
  • Mini Habits: Smaller Habits, Bigger Results
  • 23 Anti-Procrastination Habits: How to Stop Being Lazy and Get Results in Your Life

“Our actions change our minds, our minds can change our behaviors and our behavior can change the outcomes.”
–Manish Abraham

Why Keeping Commitments is Critical to Your Influence

When we think of someone with integrity, we think of someone we can count on to come through on what they promise. Unfortunately, that’s not always a safe bet today.

Over the last several years I’ve noticed a change in the way we use the word integrity. The word used to mean staying true to your word—even if it’s difficult, inconvenient, or expensive. But today I hear more and more people using the word as if it means being true to themselves—even if that means leaving someone else to clean up the mess.

This might look like a win if we’re trying to save ourselves from difficulty and discomfort, but it will come back to bite us in the end. Nothing destroys our credibility faster than bailing on a commitment.

Why is integrity so important?

  1. Trust depends on integrity. If people can’t rely on your word, they won’t trust you. They may extend some grace, but eventually, people will doubt and disbelieve.
  2. Influence depends on trust. People will refuse the influence of leaders they distrust. Just look at how this plays out in politics or the media. We follow people we trust.
  3. Impact depends on influence. You can’t make the impact you want unless you can influence others and shift their behavior.

Now think of other relationships: marriage, parenting, church, whatever. The strength of our relationships is measured by how much people can count on us. If we’re not true to our words, that means our relationships will be as unreliable as we are.

“The strength of our relationships is measured by how much people can count on us.” – Michael Hyatt, Author

Create Accountability—Reignite Your 1:1 Meetings

Great 1:1 meetings drive accountability by continuously keeping top priorities, top priorities.

 

If you feel that your one-on-ones aren’t especially useful, then it’s time to improve your process. I truly find that 1:1’s are the single most important meetings of my week. It helps me set expectations, communicate priorities, and listen to the struggles/challenges that each person on my team is having.  When done well, 1:1’s drive engagement and accountability.

 

Trap: Don’t get caught by the misconception that 1:1’s are just another meeting or that the “open door” policy is better.  I truly believe by focusing 30 min of time each week on each of your direct reports, you will free up hours of meetings by delegating decision making power, and eliminate last-minute fire drills by getting ahead of problems before they blow up while results by motive each person to stay focused on your team’s top priorities.  When done well you will also reduce email and phone calls because both of you have a predetermined weekly time to talk through or share key information.

 

How to create more effective 1:1 meetings

1-Recurring, scheduled meetings:  Weekly, bi-weekly depending on your role/business.

2-Brief – 30 minutes.  It may look like this:

15-20 min:  Progress on goals and priorities

  • Progress should be reviewed for each goal; share with your leader any issues or blockers they may need to help with to ensure that the target will be achieved.

5 min:  Share recent accomplishments – ask for feedback

  • Ask for feedback from your leader. Any good work or praiseworthy behavior should be recognized and encouraged. Be open to it. It is a gift!

5-10 min:  Development and open-ended Communication

  • Leave this open in the agenda – where does your leader need help? It may be an opportunity!!
  • What are you working to further your career development? Discuss ideas.

3-Location:  Consider having your one on one meeting outside or out of the office – the change of venue can contribute to a more relaxed session.

4-Timing:  Consider the timing for the recurring meeting.  4pm on Friday is not ideal for a focused conversation about your career development.

5-Commit to your 1 to 1 meeting – make it a priority: The first thing you need to do is make your one on one meeting a priority. It’s easy to skip meetings, so schedule a recurring calendar event each week to ensure the appropriate time is set aside.

6-Establish the 1:1 Meeting Agenda Format:  Setting a mutually agreeable agenda allows the both participants to show up prepared and with aligned expectations.

7-Prepare so you can look forward, not backward:  Thoughtful preparation. If you submit your template to your leader the day before your one on one meeting, each will arrive at the meeting knowing what will be discussed and allow you to spend the bulk of your time looking to the future, brainstorming, creating action items, and connecting personally.

8-Focus on you and your projects and development:  Avoid discussing other employees’ work during your time together, unless it’s specifically applicable to the conversation.

9 Sensational Traits of Highly Promotable Employees

What criteria do you use when promoting employees? See if your list of qualities matches this one.

One of the most common questions employees ask is, “What can I do to get promoted?”

It makes sense: Often employees assume there is a key initiative, a specific action, a high-visibility project, or a critical role they should take on…and if they do, a promotion is just about guaranteed.

Maybe that is sometimes true. Maybe that’s how you make promotion decisions.

 

 

Dharmesh Shah, co-founder of HubSpot (No. 666 on the 2013 Inc. 5000), takes a different approach. Dharmesh focuses on the employee’s attitude.

His reasoning is simple. Attitude informs action. Attitude informs behavior. Attitude is the driving force behind every achievement, every accomplishment, and every success.

Attitude, where performance and therefore advancement is concerned, is everything.

 

Click here to learn the 9 traits of highly promotable employees.

 

  1. Are humble, not arrogant.

Humble people ask questions. Humble people ask for help.  Humble people automatically share credit because they instinctively realize that every effort, no matter how seemingly individual, is actually a team effort.  Humble people are willing to take on any job, no matter how menial, because they realize no job is beneath them…and in the process, they prove that no job is above them.  Ultimately, success is not limited by how high you can stretch but by how low you are willing to bend.

 

  1. Are servants, not self-serving.

Great teammates make everyone around them better. Great leaders focus on providing the tools and training and culture to help their employees do their jobs better–and to achieve their own goals.

Great companies serve their customers first; they know that by serving their customers they ultimately serve the interests of their business.  The employee only in it for himself will someday be by himself. The employee in it for others may not get all the limelight…but the right people definitely notice.

 

  1. Are optimistic, not pessimistic.

Optimists add energy to a situation or meeting or business; pessimists drain away energy. Optimists try more things and take more (intelligent) risks simply because they’re focused on what can go right. Pessimists never get started because they’re too busy thinking about what might go wrong.

 

  1. Think execution, not just planning.

Planning is definitely important, but too many shelves are filled with strategies that were never implemented.  The best employees develop an idea, create a strategy, set up a basic operational plan…and then execute, adapt, execute, revise, execute, refine, and make incredible things happen based on what works in practice, not in theory.

Success starts with strategy but ultimately ends with execution.

 

  1. Think forever, not one day.

Real leadership isn’t short-lived. Real leaders are able to consistently inspire, motivate, and make people feel better about themselves than they may even think they have a right to feel. Real leaders are the kind of people you follow not because you have to…but because you want to.  Other people will follow a real leader anywhere. And they’ll follow a real leader forever because she has a knack for making you feel you aren’t actually following–wherever you’re going, you feel like you’re going there together.  Creating that level of respect, that degree of trust, and that type of bond takes time. Great employees consider not just the short-term but also the long-term–and then act accordingly.  And in time, are placed in positions where they can truly influence the long-term success of their team, their unit, and their company.

 

  1. Are volunteers, not draftees.

They volunteer for extra tasks. They volunteer for responsibility before responsibility is delegated. They volunteer to train or mentor new employees. They offer to help people who need help–and even those who don’t.  Why is that important? Volunteering demonstrates leadership aptitude. Leaders are proactive, and proactive people don’t wait to be told what to do.

 

  1. Are self-aware, not selfish.

Self-aware people understand themselves, and that awareness helps them understand the people around them. Self-aware people are more empathetic. They are more accepting of the weaknesses and failures of others because they know how it feels to fail.  And they can lead with empathy, compassion, and kindness because they know how it feels to be treated with disregard, disdain, and scorn. They do everything they can to help others reach their goals, because they know how it feels to fall short.

Self-aware people solve for the team, the organization, and the customer–not just for themselves.  Every organization needs self-aware people in key roles. (What is a key role? Every role.)

 

  1. Are adaptable, not rigid.

Things constantly change in high-growth companies. Inflexible people tend to grow uncomfortable with too much change and consciously–even unconsciously–try to slow things down.

 

Anyone can follow guidelines and procedures. Great employees are willing, even eager, to change. Great employees respond to new circumstances and new challenges with excitement, not hesitation. Employees willing to adapt and adjust tend to advance more quickly because that is what every company–especially a high-growth company–desperately needs. Otherwise, growth will be a thing of the past and not the future.

 

  1. Are teachers, not truant officers.

The best people like to teach. They don’t hoard knowledge; they spread it. They share what they know.  A truant officer’s job is to make sure people show up. A teacher’s job is to make sure people learn.  Besides, truant officers tend to give “advice.” Do this. Don’t do that. Go here. Don’t go there.

 

A teacher gives knowledge. A teacher helps other people gain experience, gain wisdom, gain insight. A teacher willingly and happily gives other people tools they can use.

In the process a teacher builds teams.  And a teacher advances because a true team builder is a rare and precious gem.

 

Source: Adapted from an Inc. Article By Jeff Haden

Contributing editor, Inc.