In complex business environments, leadership cannot be off-boarded or outsourced. As leaders and executives, sometimes we blame the bad things happening around us on others, or the market, or circumstance.
Things like ineffective meetings, staff turnover, teams not hitting their goals, people holding back, lack of work/life balance, and not sticking to the strategy. These have nothing to do with other people and everything to do with the way you show up as a leader.
It’s been said that “people don’t leave bad jobs, they leave bad managers.” The opposite is also true. People don’t follow ideas, they follow other people. Is your mission confusing and convoluted? Are there too many initiatives to remember? Have you made your vision of the future (and their role in it) crystal clear for the team? If not, chances are they will burn out. If they stop believing in your capacity to lead, you will no longer be their leader. No amount of bonuses or self-care days will undo it.
Executives and leaders experiencing complexity and overwhelm can do two things to establish leadership in complex environments:
This alignment will look more like group storytelling than strategy. It will involve all of your people and involve them in visualizing things like retrospectives, journey maps, and cones of plausibility.
Consider how the diversity of voices, perspectives and competencies you convene and empower today will impact, amplify, drive, or disrupt your work in the future. Visionary leaders prepare for this long tail and are able to manage the business along multiple horizons.
The emotional benefits for leaders who can do this include:
Some measurable results we have seen in leaders and businesses that can enable this kind of thinking and behavior in those around them include:
As mentioned in our book, Visionary Leadership, these types of leaders are able to do three things well:
Raise more visual leaders. Celebrate them. Watch them shine.
Do you sometimes feel like the people in your business are speaking different languages or reading from different playbooks?
Do you fear that, if asked, your team wouldn’t be able to tell you what your top priorities for this year (or this quarter) are?
You are not alone.
64% of leaders believe their team can tell them the top priorities from memory. Unfortunately, only 2% can do it.
Why the disparity?
Your business goals need to be kept simple. They need to be reduced to the fewest possible metrics, the fewest goals, the fewest steps, the fewest moving parts.
Objectives and Key Results (OKRs) is a goal-setting framework used by individuals, teams, and organizations to define measurable goals and track their outcomes.
It all began in 1954 when Peter Drucker published his book The Practice of Management, which introduced the concept of “Management by Objectives.”
In 1975, John Doerr, at the time a salesperson working for Intel, attended a course taught by Andrew Grove where he was introduced to the theory of OKRs, then called "iMBOs" ("Intel Management by Objectives").
The development of OKRs is generally attributed to Grove who introduced this approach at Intel. Grove later documented OKRs in his 1983 book High Output Management.
Then, as fate would have it, in 1999, Doerr introduced the idea of OKRs to Google. The idea took hold and OKRs quickly became central to Google's culture as a "management methodology that helps to ensure that the company focuses efforts on the same important issues throughout the organization."
Doerr published Measure What Matters, his definitive book about the OKRs framework, in 2017.
Christina Wodtke, who worked at Zynga with John Doerr, published her shorter (and arguably superior) book, Radical Focus in 2016.
WHAT OKRs ARE (AND AREN’T)
OKRs are not a strategic planning, project planning, or performance evaluation framework. They are an alignment framework and are intended to get your team facing in the right direction and reading from the same page over the next 90 days.
Imagine a construction company - let’s call them ABC, the Amazing Building Company - with no foreman, no plan, no deadline, and no meetings. The workers may feel pulled in many different directions, working on many things at once, and never have a sense of what anyone else is doing. You may actually feel like that now in your business.
If half of the workers at ABC are digging holes over the next few months, and the other half are filling them, the company makes no progress on their plans to break ground. However, if they decide that there is plenty of time to move earth later and that for the next 90 days they need all hands on deck to dig, dig, dig, then they will make significant progress on the plan. The workers will expend the same amount of energy, but now instead of feeling like they are in a swirl of inefficiency, they will feel oriented toward a common goal and be working toward something together.
OKRs are an ideal solution for businesses needing to achieve a specific goal or finish a certain project, prove or disprove a hypothesis, or get everyone on the team leaning into a specific process or change (a.k.a. “steering the elephant”) over the next 90 days.
An aligned team is an efficient team. And an efficient team is a powerful team.
WHY USE OKRs?
In practice, using OKRs is different from other goal-setting techniques (KPIs, SMART Goals, OGSM, Balanced Scorecards) because of the aim to set very ambitious goals. When used this way, OKRs can enable teams to focus on the big bets and accomplish more than the team thought was possible, even if they don’t fully attain the stated goal. OKRs can help teams and individuals get outside of their comfort zones, prioritize work, and learn from both success and failure.
Plenty of leaders do not put in the time to do their OKRs well. They are busy hiring, dealing with emergencies and top priorities, or chunking their time in an attempt to leverage and maximize their activity to output ratio.
The best leadership doesn’t break when it comes to setting strategy and key initiatives. They put in the time to discuss important ideas with their top executives because they know that an extra day spent planning will reap rewards down the line if executed properly.
Taking the time to plan OKRs and adequately assess them after each time period is a sign of respect for your colleagues and employees. It means you respect the placement of their time and efforts.
OKRs are only as effective as your commitment to using them and your efforts in creating them.
If you need help implementing OKRs in your business, let’s set up a call to see if we can help.
You can also download our free e-book, OKRs 1.0: A Beginners Guide to Measuring What Matters in Your Organization, to learn more about the anatomy of OKRs and when to use them.
by Ashley Preston
Knowing how to clearly articulate your company’s mission is critical when trying to connect with your audience - be it customers, potential employees, or investors.
The mission statement is designed to describe a business’s purpose and help distinguish it from its competitors. It outlines places of potential growth and provides team members with common goals.
In his book, Business Made Simple, Donald Miller writes, "Teams that are not united around a compelling mission waste time, energy and money moving in random directions that do not serve the overall objective of the organization.” He continues, “A leader who can help a team define a mission and who can remind the team daily of what the mission is and why it matters is a valuable gift to the organization."
There is an art to crafting the perfect statement that is easy for you and your team to adopt. Here are three techniques to help you develop the impactful language you need to make a statement to the world.
Explain Who You Are and Why You Exist
Make sure you can clearly say who you are, what it is you do, and how it helps the client or customer. Lay out what main services you offer and define who those services are meant to serve. Explain why your offerings are valuable. Why should someone want what it is you are offering?
Make sure you are specific. It will make you more memorable and help you find the right customers and team members for your business. If you can clearly explain what you do and what someone can expect when using your services, you are more likely to end up with happier customers and satisfied employees.
Inspire Yourself and Others
All choices should be grounded in reality - but mission statements can be a powerful tool in inspiring those who hear them. It can serve as an encouragement to team members who are working with you to implement your solutions.
For instance, Patagonia says in its mission statement that it aspires to “build the best product, cause no unnecessary harm, and use business to inspire and implement solutions to the environmental crisis.”
While the company is not promising to solve all the world’s problems, it is promising to do its part to make responsible apparel and help save the planet. Staff members and consumers realize through a statement like this that the company supports environmental causes, and by supporting them, they are also doing something small to help that cause.
There is a reason you started doing what you are doing. Make sure you can demonstrate how that mission can grow to better others and the world we live in.
Be Punchy to Be Memorable
Mark Twain once said that he sent a long letter because he did not have time to write a short one. While there are companies with mission statements that are paragraphs long, the best mission statements are ones that you could easily speak out in a sentence or two. It makes it easier for employees to relay and for customers to remember.
Using the right language becomes crucial in that case. Every word needs to be chosen for maximum impact and understanding. Try to be as concise as possible. If it is lengthy, pare it down to sharpen its delivery.
Once you have it in a place where you feel like it is short and sweet, make sure that the message is consistently used across all platforms and that the team is aware of the changes. Explain the value of aligning company actions with the mission’s intent – a mission statement is most effective when everyone is on board.
It is worth taking the time to develop a relevant, impactful mission statement. It serves as a reminder of why you founded your business and where you are headed. It is the kind of language that can guide you and motivate your team for years to come.
If you need help getting yours in the right place, let us know! Our experts can help guide you through the creative process and arrive at a mission statement that beautifully and efficiently describes your value and the impact of your work.
In a post-pandemic world, we are starting to see the effects of disruptive change take hold in organizations.
We are starting to hear things like the following:
All of these (and more) are signs you are entering into the season of renewal. Getting past the roadblocks, obstacles or disasters is only the beginning of the challenge.
According to the Drexler/Sibbet Team Performance model, the renewal stage brings closure to the cycle of work done by teams and usually includes things like adding new members, harvesting what you’ve learned, and celebrating endings.
Individuals and organizations need to pause and create time to assess, adjust, process, and recalibrate, before moving forward to the next stage. Looking at the Investment Portfolio canvas designed by The Grove, we see that in the bottom left quadrant (labeled “Plow”) the focus turns to things that are in decline, being displaced, underutilized or need to be repurposed.
As David Sibbet explains in his book, Visual Consulting, these elements of the business don’t need to go away completely, though some might. When we think about the process organically or agriculturally, these are the parts of the business that can be composted or tilled into something new. They are stretches of field that need to be replanted, possibly with new seeds. They are crops that may need to be scaled down or moved to a different plot. This requires strategy and your best thinkers using the data that’s been harvested throughout the other seasons.
You should use your season of renewal to reconnect with your vision, mission, and purpose. Reflect on what kind of leader you’ve been and whether that style of leadership is still required or whether there needs to be some adjustment (or inner work) on your part.
Here are some things you can do as a team to invest in (and celebrate) the season of renewal.
If you need help leading a renewal session, re-casting your vision, or facilitating or capturing a town hall or retrospective, reach out to us to schedule a 30-minute discovery call.
Great leaders hire great coaches.
Over the last 7 years, I have had the honor and privilege to coach some of the most gifted, passionate and powerful business leaders — from other coaches to small business owners to Chief Innovation Officers.
Coaches don’t need to understand their clients or the business, they need to believe in them. They need to see the utmost potential in their client and identify the growth and development opportunities for that executive to leverage.
People hire coaches for a reason.
Some of my clients were at a crossroads, overwhelmed by uncertainty while trying to navigate their business at the length of a flashlight beam in the darkness.
Some of them were stuck — immobilized with fear and overwhelm because of financial pressure or because they were comparing themselves to others.
Some were growing so fast that they were sickened by their own velocity.
Some were bobbing in uncharted waters, depressed, isolated, and needing physical contact or someone to talk to.
Some had found success and simply wanted to find ways to give back to their community or show up as a better leader.
In every case, we talked about it. I asked questions. I noticed where topics were avoided, or where their body language shifted, or where they simply lacked the belief in their own power and agency. And then, I asked a different question.
Each time, they came away with some kind of insight and commitment to change -- one massive action (or small, next, best step) that they could take toward growing their business or becoming the visionary leader that they were meant to be.
Here are the top 8 areas in which I’ve seen clients move the needle, with sometimes game-changing breakthroughs.
1. SELF CARE
An insight into self-care may be as simple as “I need to have more fun!” Other times, the client has realized “I need to take care of myself otherwise I can't help anyone else.” I’ve also heard clients say, “I’m the one creating all of this pressure on myself.” This is important because they have realized it is their own hand on the levers and gauges creating the tension and conflict within not only themselves but their relationships.
One client, who had been quarantined during the pandemic, was so affected by the isolation that she couldn’t focus on her business at all. I could see in her downcast eyes and her buckled shoulders that she was sad. I could hear in her voice (esophageal constriction and vocal fry) that she was weak.
By the end of the call we had identified a new, very specific, goal: “I am starved for touch so this week I will schedule a coffee with my friend and hug them for at least 20 seconds.”
*Coaches are not therapists. We don’t look back at wounding, we look forward and focus on goals. If a client displays symptoms of depression it is our responsibility to refer them to (or encourage them to seek out) a clinical approach.
Sometimes clients forget how amazing they are. They forget everything they’ve accomplished or only remember the last thing they did (the play before the timer ran out, the last speech of the campaign). Imposter syndrome can creep in and their mindset may move from a dynamic, growth state to rigid and fixed.
By reminding clients how amazing they are, and inspiring them to affirm their attributes or accomplishments aloud (sometimes very loud), they can turn that mindset around. I’ve heard things like, “Wow! I’ve done some amazing things in my life and I need to remind myself what a badass I am.”
One client, who doubted their worthiness, pushed back on her own negative self-talk saying, “No. I deserve to make good money. I want to share my business and my mission with the world. In order to make that happen, I need a bigger platform. So I need to keep suiting up and showing up.”
3. PERFECTIONISM / FEAR
Resistance feeds on fear.
Recovering perfectionists will tell you they deal with a chronic and crippling fear of failure and disappointing others -- that they simply cannot launch version 1.0 because it won’t be good enough. They may say they have “high standards” and that their superpowers lie in “planning” and “thinking things through.” The coaching goal is not to make the client smarter, but more effective. And that requires thinking and action.
I like using the analogy of the sea and the stars. The sky represents perfection. We can gaze upon it from afar, appreciating the beauty of our sunsets or the splendor of the Milky Way. We can use the North Star to guide us and chart a clear course. The waters we’re on, however, are choppy -- tossing us back and forth, threatening to swallow us whole. The boat we’re sailing is constantly being rebuilt and repaired. Life (and your experience or interpretation of it) is imperfect. Don’t confuse the water with the stars.
The best you can hear from a client is that “expecting perfection is unrealistic and unfair to myself and others.”
4. TIME MANAGEMENT / STRATEGY
The brain is not designed to hold all of your appointments and deadlines. It is not intended to retain your annual strategic plan or your team’s objectives and key results. That's what mark-making and visual tools are for. Write that shit down.
The most surprising and staggering observation from my years of coaching is the amount of business owners and executives who don’t have a handle on their schedule or their plan.
Some are wasting time where they shouldn’t. (“If you’re saying yes to this, what are you saying no to?”) Some don’t use a calendar or they use too many. Some use a calendar for their business, but not for their family, leaving their spouse and children feeling stranded, angry, and confused.
When we break the big thing into smaller things, I’ve heard clients say, “That doesn’t feel intimidating. My brain can handle it when it’s broken down into smaller chunks.”
For small business owners, this is vitally important. I’ve heard them say things like “I need to create a visual sales pipeline to track my leads so that opportunities stop falling through the cracks.”
When it comes to time management, I do a happy dance every time I hear a client say, “I will buy a planner and start writing down my commitments” or “I will look at my Google Calendar every morning so that I feel like I am more in control of my day.”
It’s important that my clients know what story they’re telling. I do a lot of StoryBrand workshops, helping organizations put their client in the center of the story, elevating their customer as the hero, and showing up as their guide. We talk about the work of mythologist Joseph Campbell and novelist Kurt Vonnegut. We talk about The Hero’s Journey and the shapes of stories.
When coaching clients consider the beginning and middle of their story from the outside, it’s sometimes easier to imagine where the ending should logically take them.
I’ve heard clients have major insights such as, “Oh. I’m not the Hero at all. I’m the Oracle.”
I’ve also heard them say, “I’m further along in my journey than I thought I was” and “All the ingredients of hope and change are in my story. I just need to get better at telling it.”
One client decided to tap into her own history as a survivor of abuse in order to help others tell their story and grant them the power of choice. She said, “So many people feel like they don’t have a choice. If I can create choice for others in restricted spaces, there is unlimited potential.”
6. MARKETING / SALES
From writing polarizing copy to creating compelling content, marketing is something I love helping my clients think about. I spent over ten years leading a marketing team in the media industry. Inbound marketing, advertising, and event activation/sponsorships are in my blood.
One of my clients was struggling to build an annual content calendar and had brainstormed a bunch of ideas she thought were failures. She had been focused on generating one great tagline to describe a year-long program and had what she thought was a list of 10 garbage ideas. I asked her to read them to me. One after another she said the most amazing things that left me wanting to learn more. I didn’t hear a list of slogans or taglines, but a list of succinct, compelling topics. They were all the things she wanted her clients to learn. I told her that she was correct -- she had failed to write a tagline, but she had succeeded in writing 10 of the 12 monthly themes for her content calendar. She only needed two more. Her jaw dropped. “You’re right! These are great! Each one of these could be a monthly theme that includes a live video, a blog post, a newsletter, a guest interview on my podcast, you name it.”
Another client admitted to “getting awkward” during the sales process -- usually right after telling her prospect the cost of her services. “I spend all this time building rapport, and then after I say the dollar amount, I get quiet and business-like and something changes,” she said. “I know they can feel it.”
“Why on earth would you shift your approach halfway through a sales call,” I asked. “Is it because you switched from words to numbers?”
“No,” she laughed.
“Is it because you think you’re charging too much?”
“No. In fact, I could probably raise my rates.”
“Then what changed? What’s different at that moment,” I asked.
“I’m scared,” she admitted. “For the first time in the conversation, I’m afraid they’ll say no.”
After that, we found various ways for her to release the pressure and expectations she put on herself going into each sales call as well as to keep her energy consistent when talking about money.
Some of my coaching clients have felt like they are “drowning” in the rising waters of change or queasy from the speed at which the business is scaling. Growth is change and change is hard.
There are three types of change -- developmental (when things naturally grow, unfold or evolve), volitional (the boss has updated our sales goal, so we need a new strategy) and circumstantial (we couldn’t have predicted that the volcano would erupt, but it has, so now we run).
When navigating growth, it’s important for most of my clients to know who or what is causing the change, and whenever possible, have agency or a sense of control over the direction. I’ve heard clients say “I need to reach outside my comfort zone” when skilling-up or moving from competence to excellence. I’ve heard them say, “I need to look outside my bubble” when hiring new team members. I’ve also heard them say, “I know this change is coming. There’s nothing I can do to stop it. And I can handle the growth!”
Mindset is important for confidence and self-image, but the client must also identify who or what they want to be. If you want to be a rockstar, but don’t see a charismatic leader when you look in the mirror, the audience will know you’re bluffing. They’ll smell it a mile away. If you want to be a successful business owner but think of yourself as someone who “isn’t that good with numbers,” your numbers will reflect it. You don’t have to be Mick Jagger or James Brown to be a successful bandleader and front-person. And you don’t have to be a mathematician to be a business owner. You only have to see yourself as who you imagine yourself becoming.
This is what facilitates change in an individual, when the smoker commits to the vision of themself as someone who doesn’t smoke. This is what facilitates personal and professional development, when the administrative assistant commits to the vision of themself as the VP of Operations. They do the things and make the decisions that person would. They surround themselves with the kind of people that person would hang out with.
This is important when developing vision and purpose in business. Knowing whether you are an accountant or a “fractional CFO to experts in the manufacturing industry” can make all the difference in the way you position yourself, talk about what you do, and connect with prospects.
I’ve heard clients say, “I now know what kind of leader I am and it feels good.”
One of my clients was a former therapist who had transitioned to a group coaching model. She was excited and intimidated by the Wild West of the unregulated coaching industry. She had spent years following guidelines; encouraging her patients to lick their wounds and talk about their worst times; avoiding giving direct advice, not making recommendations about helpful resources, books or podcasts; and not sharing or disclosing her own story. Now, as a coach, she was expected to do the opposite of all those things.
Her inner therapist would raise its fearful voice and tell her it wasn’t right to do those things. It would say she wasn’t qualified and that she might cause harm to someone by giving them the wrong advice or by being too tough on them. She was in a real identity crisis. One day, she had enough. The desire to grow her limitless coaching business far outweighed the desire to battle with insurance companies over copay, and she said, “That’s it! I’ve got to tell my inner therapist to back off when she says I shouldn’t do those things. I’m a coach now.”
If you’re interested in hiring an executive or business coach, sign up for the Amplified Executive Coaching program here. See you on our next call!
Guest post by Jennifer Oppelt
Great leaders are thoughtful and deliberate, not impulsive, reactive or demanding. Leaders motivate, encourage collaboration and inspire others to lead.
There’s no shame in admitting that you have room to improve as a leader. We all do. The first step is awareness. As an executive, here are some red flags -- indicators on your dashboard -- that will let you know if you are the bottleneck or source of your team's dysfunction.
1. It feels like you’re wasting time in meetings
Do you have an objective for the meeting -- a reason to meet or something to accomplish? Has your sales meeting turned into a training/coaching session? Has your weekly standup turned into a festival of grievances? Are you asking for input from the team only to circle back to your original idea or argument? Get a grip on your meeting flow. My husband wrote a book about this.
2. Turnover / Employee Churn
Your people aren’t sticking around. It’s an even bigger warning sign if you’re having trouble retaining your top talent. You know what they say about the losing poker hand. If you look around the table and can’t tell who it is, it’s you. There are many reasons why people leave jobs. Their position may lack purpose and fulfillment. Their strengths may be underutilized. Growth opportunities may not be available. Or, they may not align with or respect company leadership. You must take personal responsibility for creating a work culture that is engaging and inspiring.
3. The team is not hitting their goals
The team might still look as busy as ever, but there is a decrease in productivity. They might be unclear on the objectives. As Brene Brown instructs, you may need to “paint done” for them. This means providing a high level of visual detail so that the outcome is crystal clear. With a clear vision of the target and the proper words of encouragement, any team can get motivated.
4. People seem to be holding back
Your team members used to be filled with brilliant ideas but they’ve stopped pitching them. Your new hires have a certain sparkle that seems to fade once they get into the grind of the day-to-day. Your team is no longer providing feedback, opinions or pushing back against your ideas. They’ve given up or are just saying “I don’t know.” This isn’t normal. If you want a culture of contribution and collaboration you need to listen to your team, make sure they feel valued and incorporate some of their ideas and feedback.
5. You or your team have no work/life balance
If you are working 24/7 and you can’t step away from the business to take a week’s vacation, something is seriously wrong. No one likes to think of themselves as a micromanager but that’s exactly what you are if your team can’t make decisions or move projects forward without your constant involvement. Empower your team to lead. Set them up for success with clear expectations and remove obstacles that prevent them from taking ownership. Cross train your team and provide accessible SOPs so that everyone can enjoy time off while the business runs smoothly. Keep an eye on team members' workloads and hire proactively to avoid burnout and costly mistakes from hiring in panic mode.
6. Implementing or sticking to a strategy feels impossible
Succeeding without a plan is possible, but not sustainable. You can build the plane as you fly it for a while but things start falling apart when you don’t take time to plan. Constant change and pivots create chaos which leads to confusion and eventually mistrust. The time you spend on creating and onboarding your team to a strategy is a worthwhile investment. With a good strategy you can get clear on team priorities, assign accountable champions and define measurable outcomes that let you know if you are on track.
From updating your strategy to scaling your team, growth is change and change is hard.
Visual Consulting (sometimes called Process Consulting)* is when a consultant is hired to visually “facilitate the organization to perceive, understand, and develop the organization’s business and human processes, in order for the client to improve the situation themselves, as they define it.”
This differs from “Expert Consulting,” where the client has a perceived and predetermined need and a consultant is brought in to share their expertise related to that specific need.
It is also different from “Pair-of-Hands Consulting” (or staff augmentation) where the consultant (or consulting team) is brought in to fulfill work that the client lacks the time or resources to deliver.
Visual Consulting is about teaching the client to fish, not fishing for them, or selling them fancy fishing equipment.
If you are experiencing the following, you may need someone to consult with on your vision, culture, story or strategy.
There are four things to look for when hiring a process consultant.
1. They are Process-Agnostic
If a consultant tells you they have an out-of-the-box solution, don’t believe them. There is no one-size-fits-all remedy. There is no killer app in consulting. It is dynamic, empathy-based work that requires deep listening and should include the wisdom (and the elements that work) from different maps, models and methods. A good consultant should have a belief in human potential and a passion for building capacity on your team, regardless of what book they’re reading.
2. They Understand the Process of Change
Look for a consultant that understands the positive and negative effects of change, what resistance to change looks like in individuals and groups, how to ease or work through that resistance, and ultimately, how to empower teams to lead themselves through change. If the change work (or creativity, or innovation) ends when the consultant leaves the room, they are not the right consultant for you. A good consultant strives to develop resilient, emotionally intelligent teams that are well-versed in the language of change and fire-tested in the crucible of transformation.
3. How They Do Anything is How They Do Everything
Take notes on the sales/discovery call and their approach to setting boundaries and expectations. Notice the way they organize information and their attention to detail. This is exactly how they will engage with you (and possibly your clients). If they are late, rushing, scattered, forgetting things, their tone is too negative (or jarringly upbeat and positive) this is not a good sign. A good consultant matches your energy, makes you feel at ease, asks great questions, and sometimes provides clarity and answers before you can form the questions.
4. The Proof is in the Artifact
They are a visual consultant, so look at their visuals. Are the final deliverables something that will be ready to share or distribute with your team/organization? Do they have visual impact? Will they be memorable or just another “dumb” report? The efforts and summary of your work should not only live on and easily shake hands with your implementation lead or strategic plan, but they should inform (or change) the way you tell your story -- internally and externally.
If you still have questions, let’s set up a Discovery Call to discuss what’s happening in your business.
* Source: Visual Consulting: Designing and Leading Change, David Sibbet and Gisela Wendling, PhD.
The first thing to ask yourself (or your team) is: will our meetings help us reach our goals?
Consider this: If you don’t have goals and you are in a meeting to evaluate and make decisions about vendors or a specific technology, the meeting is pointless. You won’t know what technology or partners you’ll need if you don’t know what you want to achieve. A better beginning would be a goal-setting session to determine the purpose and outcomes of any future meetings.
Here are some initial questions to determine whether a meeting is even necessary:
Successful meetings always further your team’s goals and always require their collective genius to make progress. If these criteria aren’t met, you have no reason to meet.
Here are the Top 10 signs your meetings are unnecessary or need to radically change:
This is just the tip of a very boring and painful iceberg. If you have experienced any of these symptoms, my latest book, The Visual Meetings Field Guide was written to help you design meetings that are fun, energizing and prime your team for action. From now on, your meetings will galvanize culture and get things done.
ABOUT THE Author
Joran Slane Oppelt is an international speaker, author and consultant with certifications in coaching, storytelling, design thinking and virtual facilitation.