Wouldn’t it be nice if everyone thanked you at the end of the meeting and told you how glad they were they had been there?
How likely is that to happen?
Recently I had the pleasure of being interviewed by Kevin Eikenberry for his “Remarkable Leadership Online Seminar” on how to facilitate meaningful meetings. Instead of a typical traditional interview, we had a lively conversation exploring many meaty issues of meetings.
Kevin has graciously made the recording available, and I have included it at the bottom of this post.
Here is a summary of some of the key points we discussed:
Meetings should support getting work done easier, faster and better. Too often meetings are an interruption to work. If you’re like most of us, . . . → Read More:
Organizations need people who know what they’re doing, where they’re going, and have the skills to get there. We call that “talent.”
Unfortunately, there’s a common misbelief that the best way to get talent is to buy it – not build it – by ranking everyone, eliminating those at the bottom and hiring new people to replace them.
This approach was first popularized in the 1980′s by Jack Welch at GE and was reinforced in 2001 by Jim Collins who told us to “get the right people on the bus and the wrong people off.”
By 2012, 60% of Fortune 500 firms were using some type of ranking system – with dubious results. Vanity Fair contributing editor Kurt Eichenwald blamed Microsoft’s stack ranking system for . . . → Read More: Forget the Bus! Develop Talent to Create a Fast, Nimble Fleet
Guest Post by Ted Coiné, Co-author A World Gone Social
What used to seem very good leadership practices in the Industrial Age was good, or at least efficient. But the Industrial Age is over. And it’s not coming back. It’s the Social Age now, and it will be for quite some time to come.
New age, New rules.
We humans are social down to our very core – it’s not just what we do, it’s what we are. Connecting with each other, sharing ideas, news, tips – and sometimes warnings – that’s all we’ve ever done. First our connecting was limited to the physical proximity of our tribe or village. Then letters tied us one by one over distances, then phone lines did; . . . → Read More: The New Rules of the Social Age
When you agree on your team values, you increase trust and create a language for more effectively working together.
Values are deeply held beliefs about what is right and good and evoke standards that you care deeply about. They drive your behaviors and decisions.
Most often your values influence your behavior unconsciously. High performance teams are clear about their values and consciously make decisions based on them.
If your organization has published values, it is still helpful to identify the values that are specific to the needs and purpose of your team. It’s okay if they are not the same, as long as they are aligned and don’t conflict.
If your organization has not articulated values, it is even more important to identify your . . . → Read More: How to Identify Team Values that Unify and Guide Your Team
Do you wish senior leaders would make some changes in your organization? Instead of waiting and wishing for someone from above to provide leadership, you can make a significant impact no matter what your role is.
According to Steven Covey said, “Most people think of leadership as a position and therefore don’t see themselves as leaders.”
The assumption that organizational change has to start at the top is wrong.
Peter Senge says to “give up traditional notions that visions are always announced from ‘on high’ or come from an organization’s institutionalized planning process.”
Michael Beer of Harvard Business School agrees. “Managers don’t have to wait for senior management to start a process of organizational revitalization.”
You might be wondering, “How can I change my organization . . . → Read More: Organizational Change Can Start Wherever You Are
Guest Post by Dick Axelrod
Are meetings in your organization places where productivity goes to die? If you answered yes, you are not alone. There are 11 million meetings a day in the U.S. alone. Half are ineffective.
The problem with most meetings is that meeting leaders and participants do not think of them as places to do productive work.
An efficiency mindset prevails. How to get through the agenda as quickly and efficiently as possible becomes the driving force behind many meetings. This strategy may work to minimize the pain you associate with meetings, but it does not lead to a positive work experience.
In order to transform meetings into productive work experiences, look to two unlikely sources: the factory floor and . . . → Read More: Make Your Next Meeting as Engaging as a Video Game
Today begins my last week as executive director of the Berrett-Koehler Foundation. This is the second time I’ve done this with an organization—served as executive director during the startup phase—and I’ve learned many lessons along the way.
My involvement began two years ago when Steve Piersanti, president of Berrett-Koehler Publishers, asked me to help create a new organization that would further their mission of helping to create a world that works for all in a way that went beyond what Berrett-Koehler could do as a publisher.
I began by facilitating a design team. After research and serious consideration, we determined the focus would be to support the next generation of leaders in putting into practice the systems-changing ideas and tools that authors were writing about.
. . . → Read More: My Leadership Lessons as Executive Director
Stay focused on your vision and take the first step.