Ease is an accelerator

How easy do you make things? 
And what do they need you to make easier?

The weekly status meeting is often a summary of “here’s what going on”.  

Rather than going around the table - or the screen - hearing an update about what’s going on, why not find out what they need made easier? 

Leaders who take on the role of a facilitator - today’s leaders of ease - are focused on making things easier for their team. 

That means helping to identify and remove barriers, blocks and obstacles. 

Get to it! Find out where the sticking points are and help free them up. Release the build up, move the blockage out of there and make things easier. 

This is some of the best work a leader can do. It can be one of the most impactful, supportive and memorable things about a leader. 

It reduces friction and frustration and allows the team to build up momentum, speed and flow. 

Go now ... go make something easier. 

Build engagement slowly

Starting with a bang in a meeting may seem like the way to get people’s attention - but the reverse can also be true. As we join the next meeting in our diary, we bring with us a hangover from the previous one.

The previous meeting could have been overwhelming with too much information, or frustrating in how decisions weren’t made. It could have been time wasting or unclear or .... highly entertaining, interactive and uplifting!

Every meeting leaves us with a kind of hangover that we need to unload or process. The guide then for facilitating or leading better meetings is to build engagement s-l-o-w-l-y. Slow and steady style.

That means:

> Not putting people on the spot at the start, or ever

> Not making them look foolish, and

> Not making them wrong.

It’s easy to put people off or get them offside in meetings - online or otherwise Ramp or build engagement with participants slowly, steadily ... even if you’re in a hurry to make things happen. There is plenty going on for people. Lead meeting speed safely.

Track the patterns

Very few things happen in isolation or independence. They are most likely connected to something else. If there’s something else connected, what could you find out about it?

Look for clues ... and cues. As you gather up more information - CSI style - you’re sensemaking, connecting dots, gathering information on trends and patterns. And as soon as there are three of something, there is a pattern.

A pattern that is noticeable.

A pattern that is recognisable.

A pattern that is actionable.

What patterns are you noticing :

- with the members in your team?

- in your work and the projects you’re working on?

- with your customers and what their problems or concerns are?

Great leaders and thinkers are great pattern trackers and pattern matchers.

Even if it’s not all lined up in front of them.

Even if it doesn’t all happen at once.

Even if there is a period of time between pieces of the pattern.

Take note. Spot the pattern. Make sense. And better decisions and wiser choices will be yours. Did you spot the patterns in this post?

What kind of uncertainty

If these are “uncertain times” for us, think about what kind of uncertainty is it for you. Uncertainty couldn’t be a blanket cover, one type or one size fits all ... could it?

It’s worth exploring uncertainty further so we aren’t just generalizing about it.

There is:

Uncertainty that is confusion.

Uncertainty that is lack of knowledge.

Uncertainty that is indecision.

Uncertainty that is doubt.

Uncertainty from not knowing or being unsure.

Uncertainty that is variability.

Or the ‘subject to change’ type of uncertainty.

Much gets gathered under the one label of uncertainty ...but getting greater fidelity could help. In meetings, conversations, presentations and packs of information, go a way further than listing the U of VUCA as a generic brand of uncertainty.

Go further to get more certain about uncertainty! 🤩 You’ll be known for greater clarity and help guide a team through doing better work.

Intermittent persistence

Working long and hard and burning out is too common a situation. In our quest to achieve we try to over achieve. (I wrote about this in ‘ish: The problem with our pursuit for perfection and the life changing practice of good enough’.)

If we are driven to work and achieve, how do we stop?

Unfortunately we can tend to adopt a type of relentless persistence where we just don’t give up! Persistence is a great characteristic but there are times when it’s dangerous to continue. We see it in working long and late hours, not taking a pause or break, all for productivity.

Equally damaging to our progress and well-being is resistance, to reject or obstruct and get in the way of getting things done. We block progress by putting up barriers. Or we may hear a mentor or coach suggest we need to ‘get out of our own way’. This is resistance.

Where is there progress, productivity ...and wellbeing? It’s in sprint and rest or ‘intermittent persistence’. It’s being ‘on’, really on. And then to be off, to rest and recover, reflect and consolidate. And then to go again and be ‘on’.

Persistence is good.

Intermittent is better.