Five Ways to Keep Your Meetings on Track

Five Ways to Keep Your Meetings on Track

Copyright Jennifer Britton, All Rights Reserved, 2013

 Meetings are a huge time-consumer in today's workforce. What is the state of your meetings? How
efficient are they? Today's blog post includes five ways to keep your meetings on track, so you can avoid what Patrick Lencioni describes as "Death by Meeting" syndrome.

Some key tips to keep in mind are:
1. Assign a  meeting facilitator. Facilitation comes from the Latin word "facilis" or to make easy. The facilitators role is to keep an eye on the process. As the facilitator, the focus is on:

•  starting and ending the meeting on time, 
• keeping the flow moving, 
• summarizing and capturing key discussion points,
• identifying issues which may need to be shifted to other events (use of a parking lot)
• summarizing key action steps

It can be very useful to have a rotational facilitator role if meetings are held regularly with the same group. This supports capacity and skill development, and also recognizes that the facilitator's power is rlated to that role, not the role people usually inhabit. Who will be the "facilitator" for your next meeting? How will this be rotated?

2.  Have an agenda, and assign timelines to it. Does each meeting have an agenda, which has been circulated before the meeting to ensure that nothing else needs to be added? Putting time-frames on each item, and sticking to them, helps to manage time, as well as identify issues which may need to be carried into other venues. What does the agenda for your next meeting look like? How much time will it take?

3. Ensure who you need is at the table. A common challenge in effective meetings is not having who you need at the table. This may be someone who has specific information, background on  a topic, or authority to sign off/give approval. Who needs to be at your meeting, based on the agenda?

4. Confirm Action Steps and Responsibilities - A common pitfall is that action steps, and who is responsible for moving things forward, is lost in the dialogue. Key action steps, and those who will take responsibility for making sure they are done, should be summarized at the end of each meeting. What are the major next steps? Who will be responsible for them?

5. Circle Back to Make sure Actions are being Actioned. What is the status of the action steps? How are they being moved forward immediately, and in the longer term. Who needs to know? Who is accountable? Action Plans are only as good as they are tracked and followed. What will support the implementation of decisions, and the reporting out of these actions?

As you consider your upcoming meetings, in which context might you be able to incorporate some of these ideas?

Have a great week!

Jennifer

Jennifer Britton, MES, CPT, CPCC
Potentials Realized - Leadership | Teamwork | Retreats | Coaching
Author of Effective Group Coaching (Wiley, 2010) and From One to Many: Best Practices for Team and Group Coaching (Now available for Pre-order at Amazon)
Phone: (416)996-8326

Fostering Collaboration

Collaboration is a hot topic in today's work environment. What leads to success with collaboration and how do we know when collaboration is the best approach? One of my favorite reads on the topic of collaboration is by Morten Hansen's Collaboration. As Hansen writes, " Bad collaboration is worse than no collaboration."

So what makes collaboration successful? Much of the research points to the following factors:
- There is a shared goal amongst those that are collaborating
- Shared commitment to success on the part of those involved

At the end of the day collaboration is based on strong relationships. Those collaborating need to be clear on WHERE they are going, WHAT is the purpose, and WHAT resources are available. Resources include the important component of people. What are the strengths each team/group member brings? What knowledge and skills do they offer? What gaps might exist?

Successful collaboration often rests on the skill set of those involved. Key skills for collaboration include enhanced communication skills including active listening, better questioning, as well as enhanced  skills in relationship management and influence. Many of these skills come under the umbrella of emotional intelligence.

Leaders should also consider what barriers might exist to effective collaboration, whether it is related to resourcing, goals (individual, team or organizational) which might conflict with collaboration, values, rewards and even compensation. While leaders may not have control over some of these areas (such as the compensation structure in an organization) shared identification of these barriers can be extremely useful, in creating a context for success.

As you consider your work this year ask yourself the following:
- When will collaboration be essential in my work?
- What are the specific goals around this project? Are the goals clear, and shared?
- What might create a barrier to collaboration?
- What is needed to make this successful (relationships, shared goal, commitment, resources)?

I look forward to sharing more on collaboration in future posts. The topic of collaboration, along with co-facilitation, is one of the chapters in my next book From One to Many: Best Practices for Team and Group Coaching, which will be released this June. 

Best Regards,
Jennifer

Jennifer Britton
Author of Effective Group Coaching (Wiley, 2010)
Potentials Realized
Leadership, Teamwork, Coaching and Retreats
Phone: 416-996-TEAM (8326)

Exploring Your Team Strengths

Significant research has been done by the Gallup organization and others on strengths, and strengths-based leadership. 

Did you know that:

•         People who use their strengths every day are six times more likely to be engaged on the job.
•         Teams that focus on strengths every day have 12.5% greater productivity.
•        Teams that receive strengths feedback have 8.9% greater profitability.

(Source: Gallup Strengths Center,  https://www.gallupstrengthscenter.com/)

How aware are you or your team members about their strengths? Are you able to use these every day? 

Here are some possible ways for you to explore and start using your strengths:

1. Undertake a strengths assessment. Two strengths assessments I usually recommend and work with my team clients with are the StrengthsFinder 2.0 as well as VIA Strengths. Each strengths assessment takes about 30 minutes to complete and are available online.  Reports of varying length are generated when individuals complete each assessments. 

2. Spend time as a team looking at strengths.  Completing the assessment is not  a”be all and end all”. What is interesting and important is what emerges in conversation about our strengths. Whether you as a team dedicate part of a team meeting to discussing strengths or you set up a separate meeting (virtual or in person) about strengths, key is exploring:

- What strengths exist on the team?

- How are they being used?

- How are strengths not being used?

- What gaps exist? What patterns do you notice?

From my experience teams really benefit when they have the opportunity to move through a structured conversation, using an external facilitator to the team.  These conversations can take place in person, or virtually for those teams that are geographically dispersed. When I work with teams on this process, I recommend we spend at minimum 2 hours exploring the strengths and developing an action plan, optimally half a day, or part of a series of conversations.

3.  Sustain the focus - As part of your own team process, check in regularly and discuss  how strengths are being used in the team, and what gaps may be present, particularly if team members are changing. What strengths are required for different tasks facing the team? Who might find it easiest/most rewarding to take that project on? 

Resources I would recommend those interested in exploring strengths are:

VIA Strengths Survey

StrengthsFinder 2.0 - Tom Rath

Strengths Based Leadership - Tom Rath, Barrie Conchie

Go Put Your Strengths to Work - Marcus Buckingham

Check out my other posts on strengths here at the blog.

What are your next steps to exploring, and using, your strengths?

Best regards

Jennifer

Jennifer Britton

Potentials Realized

Leadership | Teamwork | Retreats

Author of Effective Group Coaching (Wiley, 2010)

Phone: (416)996-TEAM (8326)

Questions for Leaders and their Teams

Some of the work I've been enjoying lately has been with teams - some at full day offsites, some as we connect virtually, and one where I get to meet with them face to face every few weeks. This year on our Potentials Realized Facebook page, I am posting weekly questions for leaders and their teams. These are questions you may wish to incorporate into your team meetings, or even circulate by email.

We know that high-performing teams have a clear vision, clear roles and shared commitment. Extraordinary teams aren't just born, they emerge out of conversation and work together.

I hope that you will continue to follow the weekly team and leader tips throughout the year at the Potentials Realized Facebook page. Here are the first eight questions from the first two months of the year:

1. What are your most important goals this year? What do you need to get there?
2. Which habits are working for your team right now? Which ones aren't?
3. What strengths exist on your team? How are they being leverage? How are your strengths being overused and perhaps creating a blindspot? 
4. What has been working in this so far this year? What do you want to be doing more of? Less of?
5.  What are the critical skills for your team right now?
6.  What is the conversation you NEED to have this week? What will be the benefit of having this conversation?
7. Where has the team been focusing so far this year? What's been working well with this focus? What changes may need to be made?
8. Where is the team getting the most traction and results right now?

Teams will continue to be a major focus of my work this year. As some of you already know, my next book will be focusing on team coaching. The new book - From One to Many: Best Practices for Team and Group Coaching, will be released in mid-June and is already available for pre-order at Amazon.

Best regards
Jennifer

Jennifer Britton, PCC, CPCC

Leadership | TeamWork | Retreats | Coaching
Author of Effective Group Coaching (Wiley, 2010)
Email: jennifer {at}potentialsrealized {dot}com
(416)996-TEAM (8326)

New Article - Six Essential Skills for Teamwork

2013 has started off with a strong focus on teamwork for many of the organizations I partner with. I have a new article available online entitled Six Essential Skills for Teamwork which I hope that you will find useful. You can read it over at EzineArticles.com here.

Whether I am working with a team during a retreat, training program or coaching session we will usually explore many of these six essential skills I mention in the article:

1. Communication
2. Adaptability
3. Appreciation of Differences
4. Trust and Respect
5. Emotional Intelligence
6. Commitment, Accountability and Follow-through

 These are not the only teamwork skills required to make teams exceptional, however, they are an important part of the foundation and fabric of successful teams. How does your team stack up in terms of these skill areas? Which ones are you strong with? Which ones could use a bit of development? What might that look like - retreat, training, coaching, other?


Each week this year I will be posing a question for teams and leaders at our new Potentials Realized Facebook page. I hope that you will join me there to continue the conversation.


Have a great week!

Jennifer
Jennifer Britton, MES, CPT, PCC
Potentials Realized - Leadership, Teamwork, Retreats
Phone: (416)996-TEAM (8326)

Year End Team Questions

The end of every year is often a blur with holiday parties, lunches, and running to get projects wound up. Are you and your team building in some time to reflect on your successes, and learning, this year? Even 10 minutes spent in dialogue looking at key milestones can be important in supporting the team to create awareness around your achievements.

Some of the questions you may want to bring into a staff meeting before the end the year are:

1. What have been our biggest achievements this year?
2. What has been our biggest learning this year?
3. What strengths/bench strength are we developing as a team?
4. What is our team known for (or getting known for - in our organization, across teams, with our customers or stakeholders)?
5. What is the one outstanding project/task if left undone this year, could derail us?
6. Our most important focus for 2013 is going to be _________
7. I'm going to commit to bring the following to the team/to work: ____________________
8. I am looking forward to __________________ during 2013.


Realistically you may not have time to discuss all of these as a team. They can be useful in incorporating into one-on-one conversations you have as well.

What are you and your team doing this year end to pause, reflect and celebrate?

Have a great week,
Jennifer

Jennifer Britton, MES, PCC, CPT
Potentials Realized - Retreats, Leadership and Teamwork
info{at}potentialsrealized{dot} com
(416)996-8326

Some of the other related posts you may wish to look at are :
Corporate Retreats - 4 Things to Consider
Teams on Thursday - Teams in the Downturn
10 Signs it's time for a Team Tune Up
Mapping Your Team's Strengths

Facilitating Effective Virtual Meetings

Patrick Lencioni said it really well - "Death by Meeting". How much time have you spent this week in meetings? How effective have they been?

Chances are, you have probably been on a couple of conference calls or virtual meetings. Where did your attention go?

Here are seven tips to keep in mind when considering facilitation of your next virtual meeting:

1. Send out an agenda a few days prior to the call, asking for feedback and input (by a specific date). Follow the agenda during the call.


2. Make the purpose of the meeting explicitly clear so individuals can gauge their need for participation, and what they may need to bring or do prior to the call.

3. If possible, keep it conversational or interactive. Research from virtual learning indicates that virtual participants need to be engaged every 5-7 minutes. Whether it is throwing a question out to the group for discussion, comments (by email) or written reflection, engagement is key!


4. Summarize key decisions, action items and agreements throughout the call. It is easy to "get lost" without the visual cues of a face to face meeting. Summaries along the way will help to keep everyone on the same page.

5. Encourage group members to "bottom line" their comments. As a facilitator of the call, keep an eye on process and keep the call moving. It is easy to get sidetracked and have long-winded stories. Establishing some process guidelines to keep the conversation moving will be very useful.

6. Follow up with a BRIEF summary of the call after wards..

7. Ensure that there is a circling back to check in on action items/commitments as appropriate.

What other tips would you suggest to ensure that your virtual meetings are most effective? Any good resources you know about?

As always, please feel free to share your thoughts below

Warm regards
Jennifer

Jennifer Britton
Author of Effective Group Coaching (Wiley, 2010)
Potentials Realized - Leadership, Teamwork, Retreats