Is that meeting really necessary?

Several years ago I worked with an organisation who called their UK sales reps into a meeting every Monday morning to report on the previous week.  There were at least 30 and each one had to contribute.  They were allowed to take their laptops into the meeting so the practice was for each rep to continue working whilst waiting for their turn to speak.  Effectively no-one except the Sales Director was actually listening to each presentation.  Add up the cost of all these salaries, the travel costs and the cost of lost time potentially speaking with customers and this was an extremely expensive exercise.

Of course, things have changed now – the pandemic has probably been responsible for the explosion in on-line meetings which of course are less time consuming and require less travel.  Commendable for all sorts of reasons.  So why is it I still hear of people switching off the camera, carrying on with emails, eating their breakfast and, in one case, going to take a bath while the meeting is in progress?

Regular meetings usually lose their flavour after a while and become a chore.  I’ve even heard people say ‘Crikey we’ve got XYZ meeting coming up – what are we going to talk about?’  What a complete waste of everyone’s time!

Making Meetings Valuable

The best way to evaluate your proposed meeting is to use the Alignment model as follows –

Purpose

What is this meeting for? What do you want people to DO as a result?  If it is just information dumping then send them a report, a spec, product release notes or something else – don’t waste their time in a meeting with all the associated costs.

Identity/Role

Who needs to be there and what role are they playing – facilitator, action taker, expert, learner, explorer.  If people don’t have a role to play don’t invite them – they will thank you for it!  Equally if you get invited to a meeting where you have no perceived role then have the courage to ask if its necessary for you to be there and what role you will be expected to play.

Values/Beliefs

Is this meeting important and, if so, what is important about it and to whom?  What do you believe about the outcomes?  Are they positive beliefs or negative?  If negative can you reframe them into something positive and look for the possibilities so that you don’t arrive at the meeting as a ‘naysayer’?

Capability

If the stated outcomes for the meeting are agreed upon do you and the organisation have the capability to carry them through?  If not what’s missing and how are you going to fill the gap?  Do you have the resources to do so?

Behaviour

If you achieve this outcome what behavioural changes would you expect to see in the organisation or team?  Are these acceptable and do they add value to the organisation?

Environment

How would achieving this outcome impacted not only your immediate environment,  but that of the team, the organisation and even possibly the community?

Taking these few simple steps before setting up a meeting will help you to –

• Stay focused
• Maintain employee engagement
• Cut costs
• Achieve outcomes
• Free up time

Happy meeting!

> > DOWNLOAD A FREE PDF OF THE Q1 MEETINGS ALIGNMENT MODEL < <

Pat Hutchinson, Quadrant 1 International Ltd  pat@quadrant1.com

PS – When you try this approach, please do write to me and let me know of your successes!  I look forward to hearing from you.

Don’t expect feedback from internally referenced people

The feedback black hole

You’ve just completed a great project, met the deadlines and brought it in on budget. You are feeling good but nobody says a word? As days go by nothing comes back and you start to doubt your success. The internal dialogue ramps up to a point where you become totally focused on whether or not you did indeed complete a successful project. You venture to ask a couple of questions of the people from whom you may have expected some positive feedback but the bemused looks set you back even further so what’s going on?

What’s happening?

Unconscious behaviour patterns are playing out here. You may have a high need for recognition and appreciation because your external reference system means you value other peoples opinions, external qualifications etc in order to measure your own success. Internally referenced people, on the other hand, measure their success against their own internal measures. They include the word ‘I’ to a large degree in their conversation and don’t need others to tell them they have done a good job. They will be bemused when externally referenced people ask for feedback and unconsciously view it as ‘needy’.

No feedback needed, thanks

Internally referenced people don’t take kindly to feedback because unconsciously they have a high degree of certainty that they are right (they are not always of course!). The unconscious thinking is that ‘if I don’t need feedback then nor does anyone else’. Consequently they don’t give it out and if they do it can sounds contrived and awkward. This type of behaviour can often come across as ‘confidence’ and will invariably help the internally reference person up the promotion ladder. They can also be very hard to give feedback to so here is a tip for you –

If you want to give feedback to an internally referenced person start with ‘Of course you probably already know this ……..’

If you would like to know more please get in touch with us 07768 92224 or  pat@quadrant1.com. Sign up to our newsletter

All Procedure should increase choice – the ultimate paradox!

Life is a paradox! Nothing is ever absolute as Yin Yang tells us. Flexibility is the name of the game and those who demonstrate it are generally more able to succeed in the world. Living by rules alone creates barriers and structures and limited thinking. Rules are often maintained long after they are obsolete. Living with constant choice, on the other hand, can create chaos for those involved not knowing what is likely to happen next and often paralysed into inaction because of it.

In an ideal world ‘All Procedure Should Increase Choice’. In other words the rules are there to create a platform of understanding from which to launch new, creative ideas. Take the rules of the road for example – without them chaos would reign and travelling from A to B or even C, D or E would become chaotic and traumatic.

Are your rules helping or hindering?

So next time you have a minute take a note of the rules (written and unwritten) that you abide by within your working environment. Are they helping or hindering creativity and progress. Equally are there some areas where rules might give people the confidence to break out of their comfort zones and make progress? Food for thought. Enjoy!

If you would like to know more about paradoxical success please get in touch with us

07768 92224 or  pat@quadrant1.com

5 Tips For Improving Your Communication

Communication is one of the most important skills a successful leader can develop. Effective communication is the tool to inspire, align a team around common goals, build trust and negotiate delicate situations.

Ineffective communication can leave teams feeling out of the loop and lacking in confidence and motivation. It can even result in a complete breakdown in trust between leader and employee/team. This in turn has a huge impact on productivity and can result in absenteeism, raised levels of sickness and staff churn.  If you happen to work for a visionary company who recognize the importance of effective communication you will have been on the receiving end as well as seen the benefits of training in such skills.

Here are 5 areas you could consider if you want to do a bit of work on your own communication skills and style.

What do you feel you do well? Where could you do a bit better? And what could you put in place to help with that?

5 tips to improve your communication skills

How our communication is received will depend on the perception and viewpoint of the person receiving it. This means that it can be open to interpretation.  However, the intention and the interpretation can often be miles apart. It is important to remember that it is the interpretation and not the intention that triggers action.  So, if we want that action to be positive and progressive, we must take the utmost care with our communication.

You can read more on what effective communication can look like in this blog.

Are you interested in how we can help with developing this and other leadership skills for yourself or your team? Please get in touch at pat@quadrant1.com or on 07768 922244

How often do you tell yourself ‘well done!’?

All too often at the end of a working day/shift arrives we close the laptop or do whatever else signifies the end of the day and embark immediately on something new.

But have we really left the day behind or are we still mulling over the unsolved issues/problems? Are we taking them to share with friends or family or maybe just to stew on until the next working period begins? Do they keep us awake, create stress and generally affect our mood? Do we ‘take it out’ on the family and then do they take it to school or work the next day?

This process often happens at an unconscious level creating stress and anxiety for those around us without us even realising it.

A simple habit changer

When you finish a period of work instead of mentally carrying all the issues with you – they will still be there the next day when you can approach them with a fresh and clear mind – take a couple of minutes to list all the things you have achieved during the working period just come to an end.

Mentally link this with the action that signifies the end of the working period e.g., closing the laptop or maybe picking up car keys.

Get into the habit for congratulating yourself for things achieved and free yourself to start the next activity with a clear mind.

Get in touch if you’d like to know more about how you can reframe your thinking

07768 92224 or  pat@quadrant1.com