OS 017 - Stupid Leadership Traps #1: The Bad Meeting

Conducting High Performance Meetings Hugh Ballou Conducting High Performance Meetings Is Like Conducting a Symphony Orchestra Conducting a mediocre rehearsal sets the stage for a mediocre performance. A skilled orchestra or choir conductor knows that creating an excellent performance begins with creating an excellent rehearsal – every note has integrity. Corporate leaders conduct boring, unproductive meetings and expect excellent results despite the poor rehearsal. There is not difference in a corporate meeting or a symphony rehearsal. It’s Hugh leadership principle #3: Rehearse for Success. This principle is true for all we do in leadership! When the conductor steps on the podium to conduct a meeting (rehearsal) with an orchestra, he or she is thoroughly prepared for success. Not only are the outcomes in mind, but also the process to get there has been completely planned. With Hugh’s 10 tips for conduction high performance meetings you will equipped to transform your corporate culture to the DNA of excellence that is embedded in every great symphony orchestra around the world. Clearly state the purpose for the meeting. Don’t hold a meeting unless there is a reason. Know why you are holding a meeting and tell others why. Give a definition of the expected output of the meeting. Never, every use an agenda for a meeting! “Agenda” implies activity. “Deliverables” implies and drives for results. Articulate the meeting objectives as clearly stated deliverables or some other term that communicates completion of specific objectives. Review the entire flow for the session at the beginning Explain what will happen and when it will happen in this meeting. Help people understand where the meeting is going and how the group will bet there. This will help each participant be fully present for each part of the meeting and to trust the process. Explain what type of discussion is needed (brainstorming, sorting, prioritizing, etc.) at each point in the meeting and define how those concepts will work. Explain how decisions will be made. Plan the meeting thoroughly Begin with the deliverables, that is, know what you want to walk away with at the end of the meeting. Express the deliverables using specific, measurable outcomes. When planning the meeting, allow twice the meeting time for your planning process. In order to get the best results a commitment to the best planning is necessary. Yes, that’s a 2:1 ratio. Spend twice the time planning the meeting to get the best results from your team. You have good people. Give them the context for getting their best thinking skills and for making the best decisions. Here’s another important planning principle: only plan for 65% of the available time. Some items will take more time than planned. Be efficient with your time and respect the time of others! You will get their best participation. Outline every part of the meeting in your planning guide. Define how much time it will take to introduce the deliverables and give an overview of the meeting. Define how much time it will take to brainstorm, sort and refine. Do not leave out any part of the process.