Motivating Meetings Adult Enterprise Leadership Development Series for Managers

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Adult Enterprise Leadership
Development Series for Managers
Motivating
Meetings
March 10, 2015
Kimberly Pace
CEO, Executive AURA
[email protected]
Good meetings
30% Agenda/Good use of time
30% Accomplished goals/Resolved issues
23% Participation from everyone
17% Well led/Prepared
Bad meetings
42% Lack of Control/Too much input/No Agenda
36% Little accomplished/no resolution-decisions
11% Negative/Arguing
Good meeting leader
#1
#2
#3
#4
#5
Organized/prepared/knowledgeable
Engaging/positive
Listens/builds consensus
Manages discussion
Respected/trusted
Bad meeting leader
#1
#2
#3
#4
Disorganized/unprepared
Afraid/wimpy or too arrogant/overbearing
No ability to engage participants/poor speaker
No sense of humor/boring
Your best leadership qualities
#1
#2
#3
#4
See and hear all sides
Agenda with goal/prepared
Keeping discussion on point
Trust/positivity/energy
Levels of
People
Diagnose –
People & Processes
• Some people never see it. (They are wanderers.)
• Some people see it but never pursue it on their own.
(They are followers.)
• Some people see it and pursue it. (They are
achievers.)
• Some people see it and pursue it and help others
see it. (They are leaders.)
Guideline 1
Reduce
Role
Ambiguity
Leadership is about people – people can walk
away or check out of the discussion.
What is the role of each person in the
meetings?
Guideline 2
Complete Due
Diligence @ Talent
Acquisition
1. Pursue, challenge and leverage talent
data.
2. Conduct human capital due diligence.
3. Think how new people will be integrated,
their strategic fit, and what
complimentary strengths they bring to
the department.
Guideline 3
Recognize Old
Habits
Die Hard
Companies have well-established
routines – and individuals adopt
those routines as they spend time
with the company – so know the
history of the individuals and
VUMC’s “routines.”
Guideline 4
Don’t Tolerate Bad
Behavior
3 common forms of harmful behavior:
1. Cliques
2. Information asymmetries
3. The sabotage of decision making
Guideline 5
Practice
Patience with
Purpose
Until systems & processes are integrated,
you run a sub-optimized organization.
Reinforce the overall company objective and
purpose.
Invest in team development.
Ensure that everyone understands
mission and strategy.
Guideline 6
Count – and Then
Celebrate
Your Blessings
Before the meeting (Pre-Presence)
• Define purpose and outcomes
• Distribute agenda
• Ensure you have the right people
in the room
• Schedule one-on-one
conversations before the meeting
• Choose a dynamic location
• Consider set-up and props in the
room
Agendas
1. Grabber
2. Warm-up phase: Clarify purpose and
roles, announcements, easy to decide
3. Phase 1: Difficult issues
4. Phase 2: Discussion, not decision
5. Phase 3: Goals achieved and next
steps
6. Sticker
During the meeting (presence)
Distribute timed agenda
Start and end on time
Clarify and adhere to meeting rules
Create safe climate to speak up
Relate personally to each person
Offer enthusiastic attitude
Invite contributions
During the meeting (presence)
• Offer thought-provoking discussions
• Tap resources of the whole group
• Make sure discussions related to
outcomes
• Use “parking lot” for topics off discussion
• Utilize “Take 2” to make sure no 1 person
takes over conversation
• Apply “no jerks”
• Speak less than 20% of the time
• End with achievements and next steps
After the meeting
(Post-presence)
• Email assignments with dates
• Send minutes
• Continue one-on-one
conversations
• Follow up on topics you said you
would answer
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