You want to be collaborative and nice. I get that. But do you know when it is counterproductive? For example, what do you think is the worst way to open a meeting?
I am so honored and appreciative that these amazing, busy people took the time to read my newest book and provide an endorsement!
A recent medical appointment began with a medical student asking me questions. Once the student finished, the doctor arrived and she was supposed to relay what I had said. The student failed. She hadn’t been listening with an open mind. Instead, she was listening for what she expected to hear. How do I know?
After almost two decades of running pretty much all of the meetings I attend, I suppose there was a danger that I might forget what it’s like to be on the receiving end. Well, it all came roaring back to me the other day as I sat helplessly in a socially distanced meeting.
When the Spanish conquistador Cortés and his men first arrived in what became Mexico, they asked the people they encountered, “What is the name of this place?” The native Mayans consistently replied, “Yucatán,” which means…
I often help clients make complex and important decisions. Strategic planning, significant changes, and sensitive issues are the main situations where I am brought in. Inevitably, this includes working with a group of leaders who are the decision-makers and whose buy-in is critical to success. My clients are often amazed at how quickly I can extract significant insights and guide a group to critical decisions that they all support with great enthusiasm and commitment. Want to know my secrets?
Every few weeks McKinsey tries to sell me a packet of materials to improve my meetings. These guys are big and ubiquitous. If they were really offering a great solution, I don’t think most meetings would still be so awful. I don’t think people would still be complaining constantly about meetings – both too many meetings and unproductive meetings. Especially from all those companies that have hired McKinsey in the past!
I frequently facilitate off-site retreats, strategic planning sessions, and other meetings where complex situations require smart decisions that are strongly supported by everyone present. I enjoy it and I’m good at it. Nonetheless, I cringe when people ask me to be their facilitator.
Increased clarity is the best option for improving profits, performance, and engagement. The reason more leaders aren’t pursuing greater clarity is they don’t recognize the lack of clarity that permeates their organizations and consumes their profit. A good part of that problem starts with the belief that they themselves are clearer than they really are. Where do you stand?
The assignment was to produce an agenda for a list of topics. I got a C. There were no discernible objectives and no way to mine for intentions. I broke all the traditional rules—format, timeslots, responsibility assignments—by responding only with questions. The instructor wanted me to recognize how generous she was to give me a C.