Frame the reason

Received an invitation for a meeting recently and there’s nothing but a vague title of the meeting? 

The convener or caller of the meeting may know what the meeting is all about... but those expected to attend may not. 

Fast forward to the actual meeting, and it’s worth explaining some more : why we’re meeting, what we’re going to do and how we’ll do it. 

When you’ve got a room (or zoom) full of people, they need to know what this is about and why they should care. 


FRAME the reason you’re all there, what’s behind, what’s ahead and what you’re expecting or hoping for. 

That frame is a structure, a context and a framework. It supports a system. 

And that meeting is a system. 

Frames are powerful Sensemaking tools, engaging people and switching on their curiosity. 

And they’re too often left out of the work we’re trying to do together. 

Remember, you might understand why ... but they may not. 

Thankfully it’s easy fixed - with a decent frame. 

Get the third point happening.

'Get the third point happening,’ I said.

'The third what?,’ they asked.

'The third point of communication.’

‘Ok, like three dots?' they asked.

’Not quite. It’s like this…’ and I sketched out the triangle in this picture. 1 & 2.

You see, looking and talking with someone else is your first and second point of communication. And usually that’s where meetings and conversations seem to stop. Just you talking to them. Them talking to you.

How about this? 3. Bring in a third point of communication and you’re really communicating! There is an opportunity for quality sensemaking now.  

With the third point of communication, now you can go deeper on the content and be more objective. It's great news for people who might feel awkward, anxious or uncomfortable in some meetings and conversations. (All that eye contact!) Adding in the third point, a visual, references the information you’re working on. Now you’re really making sense. 

You will need all types

You might like tables and spreadsheets, but other people don’t.

We often default to our preferred way of communicating to influence, engage and bring people up to speed. But the problem is, it’s our default… not theirs. While we’re banging on with our information in ways that work for us, they’re sitting there going, ‘What the? Huh? Don’t get it yet.’

In this world of cultural and linguistic diversity, and different ways of processing information, it serves us and them to pause before barrelling on with information.

Thinking of your audience first can sound a bit cliched; it's often overlooked; we hope people will just ‘get it’.

We must put information in ways, packages and modes that work for diversity.

🍎 So your spreadsheet, if you love it, may not work for others.

🍊Your list of dot points, that you love, may not work for others.

🍉 Your stories, may not work for others.

🍋 Your imagery, may not work for others.

We need it all. Skim, step and fly across all of these styles. Heartfelt stories, captivating and clear imagery, meaningful data, useful lists. Don’t dwell anywhere, in any one sphere for too long. Bob across all types. Suspend the default.

What's your preferred type of comms? 

A real shortcut or perceived?

I went into a restaurant last night and the waiter said ‘One’, with a finger in the air like ’table for 1’; without seeing my response he took a menu, directed me to a table. ‘I’m here to collect a takeaway order’, I said.

He took me to the counter, handed me the takeaway menu, opening it and pointing at all the tasty choices. ‘Thank you. I’ve already ordered via phone so I’m here to pick up.’ ‘Oh, of course’, he said.

Three assumptions: Dining in, dining alone, need to order.

We can see a lot of the same kinds of situations at work which can lead us to the perceived shortcut of assumptions. It’s more effective and human to pause assumption and go with what people present you with, what the need is right here, right now.

This is relevant for leaders in conversations, meetings and workshops.

Don’t assume people will move or change at the time, speed or direction you want. That’s an old outdated mindset of control. Rather meet them where they are and go from there.

This is the newer mindset of facilitation. Contemporary, collaborative and effective, the Leader as a Facilitator. Give a like below; what's your experience with assumptions.. or takeaway?

How NOT to start your presentation on change

Senior leader... standing at the front of a room, about to announce some key information on a change and transformation piece of work. 

The room is hushed. Everyone is waiting to hear why the change is happening and how it will affect them. You know the old 'WIIFM' 'What's in it for me'. You've got to hook them in first, before you even begin to blab on about how it will roll out and when it will happen. 

So the leader begins... and the first words out of their mouth were: 

'I have seven slides to present'.

Yep, that was it. The number of slides. The number of times they were going to 'click' the clicker to advance the PowerPoint deck of pre-prepared numbness. Seven times. 

THAT was the most important thing?

That's what you wanted to lead with?

That was going to frame the change, the message, the impact?

The nervousness, uncertainty or anxiety was leaking out of this leader and their subconscious or unconscious was speaking: 'just get through these seven slides'. 

The team thinking - 'oh great, seven slides.'

After some wise counsel on how this leader could design, communicate and facilitate change through the rest of this national rollout, the start of the subsequent presentations changed.

This leader started with a story, or a statistic, or a statement. It was inspiring, engaging and it captured attention.

They didn't start with the number of slides. Not any more. 

Know your message.

Know your team and their 'what's in it for me'.

Lead with that. Reinforce that.

Share that and be passionate about that.

Not how many slides you have. (zzzz)