Conducting effective meetings tip #2

 

Albert Einstein said, “A theory should be as simple as possible, but not simpler than that”. 

Similarly, a meeting should be as short as possible, but not shorter. People hate meetings because many of them go much longer than needed. I recently heard of one meeting where the chairperson asked several people to come and told them to expect a 2-hour session. That's not a meeting. That's several people coming together to argue and work at the same time. 

A meeting is for discussing difficult issues and coming to agreements, so that everyone can move forward with their work. Focus on what needs to be decided, and let people go back to their work. 

Conducting effective meetings tip #1

 

Don't have a meeting. Most people hate meetings and find them a waste of time, and indeed often they are. The first thing you should ask before calling for a meeting is whether it is necessary. Sometimes a phone call is enough. Or an email, an announcement in a chat group. Sometimes you don't need to involve that many people. Meetings are for discussion and debate. If your goal is only to inform, it shouldn't be a meeting. If it is to instruct, it shouldn't be a meeting. Don't do unnecessary meetings. Save everyone's time. 

Shark tank, petting zoo or mediocracy?

 

Is your leadership team a shark tank, a petting zoo or a mediocrity? A shark tank is overly competitive and ruthless, sometimes selfish and political. A petting zoo is too nice and accommodating. People avoid conflict and disagreement. A mediocrity is not a bit of both the previous types, but a lack of both traits. It is not brutally honest enough, yet people do not care or support one another enough either. It is complacent and indifferent. 

If you find your leadership team in any of these modes, it is time to think hard what kind of leadership team do you really want to have. Expected behaviours and unacceptable behaviours must be communicated. Build the right culture in your leadership team, and they will build the right culture for your company. 

Never deify anyone

 

We have our idols. They represent ideals we believe in. We wish we could be more like them. They inspire and encourage us. But it is important we do not deify them. When we do so, we set unrealistic expectations, we become blinded in many aspects, and we set ourselves up for frustration. 

In the past few years I started working with a manufacturer based in China. From the get-go I was highly impressed with their speed and professionalism. The quality was top-notch, and the price was good. They certainly earned a high Net Promoter Score from me. However I am grateful I stayed grounded and never assumed perfection. For one of our projects, I detected an error which would have resulted in disaster had it not been identified and fixed before mass production. No one is infallible. By staying real, we completed that project together successfully. 

Admire, respect, and learn from the people we meet, but do not deify them. Is there someone whom you deify without realising it? 

Growth mindset and fixed mindset comes down to just one thing

 

Are you able to or willing to change?

The term "growth mindset" sometimes sounds rather cliche. After hearing so many different people talk about it, we conveniently lump everything good to a growth mindset, and everything bad to a fixed mindset. We start to lose grasp of what these two terms actually mean. By framing the growth mindset as a simple question - "are you able to change?", we understand these are what it means. We can be wrong, and we are ready to learn. We can continue to improve and do better. We may not have the answer to a problem now, but we can work on finding a solution. When you are ready to change, you are ready to grow. 

Managing team morale through hardship

As a business leader, how do you maintain team morale when the going is tough?  

Tell your team they always have the option to quit the job and look for something else. People are demoralised when they feel they have no choice. However, at work we always have a choice, just that sometimes we don’t realise it. Or that choice is uncomfortable. When you realise you have a choice, you are more empowered and you want to make your choice work. If you consciously choose to stay at a tough job, you put things into perspective. You know your why. If you choose to leave, that’s a liberation too. 

In tough times, choose to do what you can, instead of just being a victim of circumstances. There is always something to be gained. At worst you learn how to survive a bad situation. 

As a leader, don’t be afraid to be candid with your people.

How to get old timers to change?

 

Many leaders struggle with this. An old-timer can be someone you recruited and has been with the company for 10 years. It can be someone your predecessor recruited and has been around for longer than you. Some old-timers are resistant to change. Some are unable to change. There is no one-size-fit-all answer, but here are some considerations. 

1. Gain enough trust before trying to convince old-timers to change. Do not undervalue their experience or skills. Have candid discussions about the need for change and seek their input. 

2. Can you change the organisation without changing these old-timers? Sometimes the effort of changing people's minds is higher than building new alternatives. Work on something you have control over. 

3. Take a clear stance, communicate it, and follow though. Many changes fail because we fear upsetting the harmony and we end up going with the flow. When change is necessary for an organisation to survive, those who can change will grow with the organisation. Those who can't or won't will eventually exit.