When seat kicking is a good thing

Lengthy meetings, short on outcomes can be frustrating time wasters.

You'd think we'd have the hang of how to make our interactions in groups work better for us...it's nearly 50 years since Bruce Tuckman's team performance model suggested we needed to form, norm and storm before we'd perform.

Oh yawn! Who has the time!?

No wonder we look for a digital drug fix on one of our devices in dull meetings and workshops. Zzzzzzzz!

Low levels of engagement and poor participation isn't 'their' problem... It's up to us to fix it, every time we are in a meeting that isn't working. In 2012, web conferencing company SalesCrunch, created a “Don’t Suck at Meetings” guide
based on more than 10,000 meetings hosted in their online meeting platform. The guide revealed
that people’s attention and participation starts to decline after the 30 minute mark and they begin to give 1/4 of their attention to something else. It also showed that 92% of the attendees
participate in the discussion if they are actively engaged.

Andrew Knight, a business school professor at Washington University in St. Louis, headed a study on the impact of standing meetings in 2014. He wired participants with small sensors to measure their physiological arousal - defined as how their bodies react when they get excited. Participants were asked to work together in teams for half an hour to come up with a new university recruitment video. Half of them collaborated in a standard meeting room, complete with chairs and tables while the other half worked together in a space with no seats.

Yes, it was seatless!

Knight and his team evaluated the results for their collaboration and creativity.  The results were dramatic. Knight found “teams who stood had greater physiological arousal and
were less territorial about ideas than those in the seated arrangement. Members of the standing groups reported that their team members were less protective of their ideas. This reduced territoriality, led to more information sharing and to higher-quality videos.”

It’s time to stand up.

Your meetings will be 34% shorter if you're on your feet. This kind of meeting is also widely used in Scrum methodologies and practices in agile technology teams. They're high on collaboration and killer at delivery!

We spend a lot of our day sitting so 30 minutes or less of standing won't hurt. And people who sit less have a lower risk of cardiovascular diseases.

So kick that seat.

Propel your meetings forward with productive, collaborative and creative action. A meeting with the team that's like that deserves a standing ovation.

More than Post-it Notes & Sharpies

Let us give thanks... let us give respect, thanks and acknowledgement to two awesome and life changing tools :

• The Post-it Note (Well, anything Post-it really, brilliant)
• The Sharpie (In fact any marker. They're super too).

Used together, they are life changing, team changing and world changing tools.

So now that we've given thanks to them, we must realise that they alone (or together) do not a 'workshop' make.

When you're getting the team, clients, users, customers, stakeholders - anyone! - together and you ask them to write their thoughts or some comments on a post-it note, it isn't a workshop.

It's ONE tool, one task, one process in that workshop.

What do you then do with those Post-its? Put them not a wall, whiteboard or flip chart and start categorising or sorting? That's another process or task.

I've got to say, I'm seeing patterns before my eyes! The write-it-and-post-it technique can be limiting, repetitive and very 'same-same'.

I'm not dissing the approach per se; it works, it's just... overworked.

Hands up if you've been in a workshop/meeting/conversation/session/thing where you wrote stuff on a Post-it and put it on a board/whiteboard/flipchart/wall/thing?

We can fall into tired patterns of what a workshop is, or what we can get a team or individuals to do in a workshop. When you want to engage with users, customers, stakeholders, sponsors, clients, you must think and plan what processes you'll use.

Don't wing it. If you're the facilitator or leader of the meeting or workshop, then it's up to you to plan, think, prepare and map out what processes you'll use - or at least have at hand - to help the team and group move, shift, achieve decide and do.

Break the Post-it pattern.

Continue to evolve, adapt and build up your toolkit of 'go-to' processes, tools and activities that you can use with a team.

Be ready to go where the team needs to go, do what needs to be done to respond to what's happening. (Oh, and it's not about playing 'icebreaker' games either! They're so 1980s.)

Participation, contribution, collaboration and engagement in workshops needs to be built, ramped up, encouraged and rewarded. That's how you go deep, that's how you get great stuff done.

So what are you planning? What are you doing and saying? How are you responding?

This is more powerful than 'Write your idea on a Post-it' x four times in the one workshop.

Evolving Leadership

Meeting with a client yesterday and we were talking about how leadership continues to change and evolve. 

She is the Organisational Development manager; she's keen to see how else she can help develop the capability of the whole business. 

So the 'leadership is evolving' conversation went like this:

• Leadership used to be directive : 'you... do this'.
• It's evolved to being consultative : 'would you like to do this?'
• And continues to evolve to more facilitative : 'whats your view on what needs to be done? How will we go about doing it?'

Of course the questions will differ depending on the team, situation and needs of the business, but the shift and change is clear. 

From strong, directive statements, to questions about the work to be done, to a more facilitative, eliciting style of leadership. 

I think we can fear the facilitation style of leadership, thinking that it's going to take too long. "Who's got time to ask all those questions!?" Even the consultative style of leadership can be perceived as being a lengthy approach to achieving an outcome. "It's just quicker for me to tell them what to do."

Yeah? How much do you like being told what to do?

Our TELL bank accounts have a small balance in them. I think you need to save your directive approaches and telling for when they're really needed.

We need to use consultative approaches more, and realise they won't take longer... in the long run. If you're getting impatient or it feels like you're not getting anywhere, you'll likely save time later by getting buy-in, connection and engagement now, and to leverage that all along the process of leading the team. 

Plus, facilitative styles of leadership put more responsibility on the individuals and the team. The leader has less of the answers, which means less telling, less direction. This helps boost collaboration, trust, engagement, interest, freedom. 

Yes you'll still need to 'lead', to manage performance and to handle the tricky stuff when it comes up.

Notice how leadership continues to evolve; and so must we, if we are to engage and inspire new generations, diverse cultures, and thriving individuals who all want to make a mark on the world.

The 7 Habits of Highly Collaborative People

Have you heard that comedy line about how we all think we're above average drivers? Then who is it that's causing the fender-benders and why did that grrrrr (insert some road rage) person change lanes without indicating!?

Similarly in the world of work, I think we believe we're above average collaborators. When it comes to working with others, we think we're better than most and "hey, why wouldn't someone want to work with me?!"

To build on being that person that others want to work with, to be that person that lifts energy when you walk in the room, and the person that helps people feel that anything is possible, I've written an eBook called 'The 7 Habits of Highly Collaborative People.'

In facilitating hundreds of workshops, sessions and meetings, I get to see people at work every day ... and I get to see and hear them collaborating.

This is what the most collaborative people do. The 'new collaborators' of today's work world:

1. Facilitate 
2. Marinate (no, this is not about the workplace kitchen!)
3. Validate
4. Ideate

...and then they

5. Build On
6. Shift Status and
7. Stay Agile

You're welcome to download my free ebook 'The 7 Habits of Highly Collaborative People'.

And let me know what you think...

The best meeting : 10 minutes, no water bottles, no chairs, no tables

At a client workplace this morning I saw a group of colleagues heading off to their Monday morning meeting. They were all carrying note pads and pens and water bottles full to the brim. Into the meeting room they walked, they shut the door, sat down and they got into two hours of ..... yawn. 

I'm working with them to help them become quicker collaborators, clearer communicators and faster problem solvers. 

The first thing we will 'delete' (before we create or add to a 'do' list) is their lengthy Monday morning meeting. 

Starting tomorrow they'll be having a daily stand up, or a huddle; a quick (5 - 15 mins) standing meeting that reports on what each individual is working on and if there are any impediments to them getting that done today.

They'll meet again the next day, same type of meeting. And the day after, and every working day onward. 

This 'stand up' approach to meetings is efficient, quick, clear, focused, progressive and helps get stuff done. 

It's a no nonsense, no blah-blah and no bullish*t approach to producing outcomes and getting over hurdles. 

Borrowed from the worlds of agile and scrum and highly effective in software development, the daily stand up answers three questions and everyone reports in on them, quickly: 

1. What did I accomplish yesterday?
2. What will I do today?
3. What obstacles are impeding my progress?

A team in financial services I helped set up these meetings got started, but then they started shifting the time of the meetings to 10am and midday and then sometimes it didn't happen. 

The key is same time, every day, no matter who is or isn't there. The meetings get people used to communicating frequently, face to face and clearly. 

It's so great to see a team get some momentum with this approach. They're relieved at the time they're saving; they're motivated by the progress they can see they're making. 

And the team leader can see quickly which areas need their input and leadership to unblock or remove impediments. 

You don't need a meeting room. Stand up in your working area. 

Try it at home. Have a daily stand up meeting at home to work out what's happening today and what obstacles are in the way. 

There's so much more to read and learn about stand ups. Start with this awesome piece from Jason Yip on Martin Fowler's website and you'll find plenty of insights, learning and tips on how to make it more than just about standing up. 

Your team's culture and collaborative effectiveness can change. This is one strong way to impact and lead that change. 

Will you stand up?