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BlogCulture

Three words that struck fear in the heart of many corporate denizens

by Ron Potter March 2, 2017

Zero Based Budgeting

The trend

This approach to annual budgeting has swept through many industries over the last few years. The old way of doing annual budgeting was to start with what your budget had been last year and then explain how much your budget was going to increase this year (it seldom went down) and explain the reasons for the increase with all kinds of documentation to justify the increase.

The new approach isn’t much different except for the starting point. Now, instead of starting with last year’s budget, you’re starting point is zero. Zero Based Budgeting. Now the justification includes everything and everyone from the ground up. If fact, the really disciplined versions start with the purpose of your group, department or project itself. Every expense from paperclips to the senior vice president must be justified.

Meeting madness

I think the verdict is still out on how this idea will fare over time but for now, it’s certainly in vogue. But there’s one aspect of corporate life that I haven’t yet seen this applied where I think it would be particularly useful: Meetings!

The average corporate life these days seems to be; arrive at the office, grab your coffee and get to the first meeting of the day, followed by back-to-back meetings for six, seven and often eight straight hours or more. People are burnt out and suffering. Ah, but there’s more, they still need to get their work done. When does that happen? Early mornings when the office is quiet or at the coffee shop before you hit the office or get in an hour before the rest of the family wakes up. Staying late, get home when you can see the kids off to bed, get in a few more hours before you collapse. Saturdays, Sundays, holidays, vacations! All because meetings are taking up the entire work day.

The proposal

But what if meetings were required to take the approach of Zero Based Budgeting? Start by justifying the purpose of the meeting itself. Then justify the resources you need; materials, equipment, people and time. Why do we need 12 people in the room when three of them will make the decision? Why do we need to sit through one or two hours when the only piece we needed to be there for happened in the first or last ten minutes? Why do we schedule in full hour increments? Why not 17-minute meetings? All meetings fill whatever time is allocated to them.

A client of mine put together one slide that explained the Vision and Mission of the company followed by the three key initiatives that needed to be accomplished that year for them to be successful. All meetings were required to start with that particular slide along with an explanation (justification) of how that particular meeting contributed to one or more of the key initiatives. If the meeting couldn’t be justified on those terms, the meeting was not allowed to be scheduled. Zero Based Meetings! That approach provided two great benefits. One, the purpose and goals of meetings became abundantly clear and two, they eliminated about 40% of the meetings from the calendar. Zero Based Meetings!

Zero-based budgeting for meetings.

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BlogMyers-BriggsMyers-Briggs In-Depth

Myers-Briggs In-Depth: Energizing: Extraversion vs Introversion – Part II

by Ron Potter March 2, 2015

MeyersBriggsIn-DepthIn part I of our discussion of Extraversion and Introversion I discussed the misunderstandings that can occur between the two. Today, I’ll unpack that further.

Meeting Phases – Balancing Extraversion and Introversion

All meetings in one form or another are made up of three stages:

  • Brainstorming Divergent Phase – Gathering of information, ideas, beliefs and assumptions. Wide open throw out any idea or concept, get it on the chart and we’ll see what sticks.
  • Prioritizing Convergent Phase – Here we begin to look for patterns, narrow down the focus, combine items, and see if there are some themes that will focus our further work.
  • Deciding Phase – Bring it to a conclusion. There’s a lot to understand about decision types and processes. When we get to this phase we’ll talk about balancing each of the four functions, not just the Energizing function.

Meetings may be constructed of all three phases in sequence or any given meeting may be dedicated to any one or two phases with the entire process playing out over several meetings. The point is to be very clear about which phase you’re in and balancing functions in each phase.

Photo Credit: Porsche Brosseau, Creative Commons

Brainstorming

The next time you start a brainstorming session (information gather divergent phase), notice the dynamics at work. If you start with a true blank slate (you’ve pulled up the flip chart and are standing there with pen in hand) you’ll notice that the first people to contribute ideas tend to be the Introverted crowd. Isn’t that interesting? If you’ve done your duty and put out an agenda with the topic to be discussed, the Introverts come to the meeting with some pre-thought ideas.

Agenda Timing

Ask an Introverted thinker when they like to receive an agenda.

  • The first answer is “well in advance.”
  • The second answer is “at least a day.”

Ask an Extraverted thinking when they look at an agenda.

  • The answer given most often is “On the way into the meeting.”

Extraverts just want to know what we’re going to talk about. Introverted thinkers want to think about what they’ll say.

Ebbs and Flows

As the brainstorming session gets underway the first few contributions to the list come from the Introverted thinkers but pretty soon enough ideas are getting recorded that trigger the Extraverted thinkers and now they begin to throw ideas out with such a pace that the Introverts have now gone quiet.

But two things must happen to keep things balanced:

  1. The Extraverts will eventually run out of ideas and now is the time to ask (and wait for) more ideas. It’s usually the Introverts that now have a chance to contribute further to the list.
  2. The Extraverts will begin to see patterns in the list and will want to and actually begin to move on to the prioritizing stage of the process.

You must stop this from happening and keep the focus on the generation of ideas for the brainstorming list.

Key to the Balancing Process

Now, here’s the key to the whole process, once all ideas have been gathered, ask the team to stop talking, pick up a pen and write down the three best ideas that they believe just came out of the brainstorming phase of the process.

If you could hear inside their heads you would hear the Introverted thinkers saying something like: “Finally, I’ve got a minute to think through this because I believe there were some brilliant ideas tossed out there. Let’s see, number one is obvious, number two is also very clear, there is actually a three and a four that can’t be missed but I think we can make that one a 2a.”

The Introverts just got more engaged in the process.

Meanwhile, notice the Extraverted thinkers writing down their three best ideas “quietly”. The conversation in their head would probably sound something like this:

“Let’s see, three best ideas? Well, the number one is quite obvious. Number two? Number two? Number two….. Where’s the coffee?” Pretty soon, the Extraverts are over at the coffee pot together.

Why? So they can talk. “Hey, what was your number two? Oh, yea, what a great idea. In fact if we combine that with item D, I think it could be an even better number two.”

The extraverts need to talk to keep their energy up to be able to answer the question, “What were the three best ideas to come out of the brainstorming?”

Ease into the Prioritizing Phase

Now, as you ease back into the meeting

  • get the Introverts head out of their lists and
  • get the Extraverts back from the coffee pot

you begin to ease back into an extraverted environment.

Go around the room and ask each person what their number one idea was. People are starting to talk again but it’s very structured and very controlled which allows the Introverts to further reflect and think about their list.

And the Extraverts are starting to hear other people’s ideas and you may even see them taking notes for when it gets to be their turn. And now, you’re off to the races. The Extraverts have gotten active again and the conversation is nonstop. Good. Both functions have had an opportunity to energize and get their thoughts on the board.

Now, just be careful to create the same “balancing act” between this prioritization portion of the meeting and the deciding portion of the meeting. The Extraverts will begin to talk about making a decision before the Introverts have had an opportunity to sort out the discussion on prioritization. Make sure there is another moment when you stop the conversation, let people gather their thoughts and get them recorded and contemplated before you move on to the decision making Phase.

Share with us some of your experiences from both side of this equation. What do you wish the other preference type would understand about how you get energized?

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Short Book Reviews

Talk Like TED

by Ron Potter September 5, 2014

Ron’s Short Review: Gallo also wrote “Presentation secrets of Steve Jobs” which I found very useful.  Here he expands the concepts to several wonderful TED presenters.  Both books will convince you of the power of good story telling.

Amazon-Buy-Buttonkindle-buy button

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BlogLeadership

Time Management

by Ron Potter May 31, 2010
Image Source: Nick, Creative Commons

Image Source: Nick, Creative Commons

I was scheduled to teleconference with one of my clients last week. We had one hour for our conference call but were not able to connect until 15 minutes before our time was up. What do you think the topic was that he wanted to talk about when we finally did connect? Time management!

This client is actually at the top of his game and in many respects at the peak of his career. He’s doing wonderful things at the top of a company that is improving quarterly and is a highly respected leader and team member. But he was feeling overwhelmed and over run. What could he do to improve and get back on top of things?

When we did talk a week later, these are a few of the topics that were discussed:
• Meetings
• Quadrant II – Urgent vs Important (discussed in an earlier blog)
• Planning and early execution
• Empowerment/Delegation
• Systems and Support

Let’s discuss meetings.

How much of your time for the week or month is pre-booked in meetings before you even start? Even if you’re working 50 or 60 hour weeks, if 90% of your time is booked in meetings before you even start your week, than you really only have 5 or 6 hours for the week to get your non-meeting work done.

I hesitate to call non-meeting work your “real work” because much of your real work is conducted in well run meetings. But, if you have more than 60% of your available time pre-booked in meetings before you even start the week, you should probably question if you need to be in the meeting or not.

Efficiency and Effectiveness of meetings

Even if the meetings are important, how much effort is put into analyzing the efficiency and effectiveness of the time spent in the meeting? This topic can have multiple sub-headings but a couple right off the top should be:
• Who’s running/facilitating the meeting?
• What’s the purpose of the meeting? Information? Prioritization? Decision making?
• If a decision is to be made, what type of decision? Consensus? Consultative? Unilateral?
• If it should be a unilateral decision, why are we having this meeting?
• If it’s to be consensus, who are the right players and are we willing to take the necessary time?
• If it’s to be consultative, who owns the decision?

You might enjoy a book titled: Death by Meeting: A Leadership Fable…About Solving the Most Painful Problem in Business


The links in the post above are “affiliate links.” This means if you click on the link and purchase the item, I will receive an affiliate commission. Regardless, I only recommend products or services I use personally and believe will add value to my readers. I am disclosing this in accordance with the FTC’s 16 CFR, Part 255: “Guides Concerning the Use of Endorsements and Testimonials in Advertising.”

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BlogLeadership

Seven Deadly Sins

by Ron Potter May 14, 2009

PrudenceMost of us know about the seven deadly sins:

Lust
Gluttony
Greed
Sloth
Wrath
Envy
Pride

And I must admit that while I’m not guilty of all of the sins all of the time, I have been guilty of all of the sins some of the time. But, are you familiar with the four Cardinal Virtues?

Prudence
Justice
Restraint
Courage

I’ve been spending some time looking at the four and in particular the first of the virtues, Prudence. One of the intriguing definitions of Prudence is:

“The perfected ability to make right decisions.”

What better descriptor of corporate leadership could be found? The perfected ability to make right decisions!
As I began to explore the concept for prudence further, it presented itself as a process. Prudence breaks down into the functions of:

Deliberate
Decide
Do

These are my words, not the words of the great scholars that describe the process, but what a great process to reach right decisions.

Give it good deliberation
Use a great and well defined decision making process
Go out and execute

Since 2000, one of the “deadly sins” that I’ve seen become more and more prevalent in corporate cultures is the attitude of quick deciding instead of quick learning leading to good decisions. With a quick deciding attitude, teams will ignore, steam roll, belittle or dismiss any behavior that appears to be or feels like it is slowing down the deciding process. In other words, a quick deciding mentality approach is anti-deliberation. It just doesn’t lead to prudent or wise decisions.
What we don’t have time for in our corporations today is non-prudent decisions. We must regain the technique of good deliberation to make great decisions quickly.
Let me know what you think. What is preventing our corporate leadership teams from spending the right amount of time deliberating so that we can then make good decisions? What are the roadblocks?

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