Accidentally excluded

It sucks to be forgotten, to be left off the list, overlooked and be invisible. It can happen by accident when we overlook or forget someone.

Yet this exclusion - when accidental - is not necessary, again. One ‘accident’ of leaving someone off a list somewhere should alert you that you need to be hyper-aware of inclusion. Every single time you’re trying to include people... check your list.

The standard questions of ‘who do we need to invite?’ or ‘who comes to this meeting?’ can’t be trusted to our overloaded attention and memory.

Set up a system. And have others check it too. Heck, even Santa makes a list ... and checks it twice.

Ask not ‘Have we missed anyone?’ - it’s a closed question that is easy to answer with ‘No ... I don’t think so.’

Rather ask, ‘Who have we missed?’ Our eyes, ears and brains then go searching for the missing pieces and names of actual people who should be there.

It’s not an ‘invite everyone’ solution either, as we drown under the weight of too many people at too many poorly led meetings. Who has been accidentally excluded ... and therefore needs to be deliberately included?

Making it worse / making it better

As more of our days are spent in online meetings, many of our bad meeting behaviours haven’t changed: they’ve transferred online... and likely gotten worse.

Meeting tips and advice often focus on the agenda: have an agenda and send it out before the meeting.

But the agenda is only the ‘what’ to be done. And the agenda is not usually the problem with bad meetings. It’s about the process.

Most meetings follow dull default processes:

- One person talks. Another talks. We vote

- Two people talk and assume everyone agrees

- One person talks. Everyone agrees so we can finish.

The problems are many: low engagement/buy in, less contribution, participation and performance, more invisibility, boredom, distraction, exclusion. If the agenda is the what, the process... is the ‘how’.

Meetings are made better when you improve the process of how you run the meeting. A better process that is run by the leader of the meeting.

To facilitate better meetings is a skill. And to facilitate better meetings online, another skill.

Progress, outcomes and people suffer because bad meetings are made worse when we flip them as-is to online. Better meeting experiences are possible. 

Do you ‘work' the chat box

More training sessions and meetings are online than ever before. But many of these feature just a few dominant voices, taking up most of the air time.

Facilitation skills are needed more than ever.

How do you get people more involved, engaged, participating, learning and contributing? Don't undervalue ... the Chat Box! The chat box in your online webinar/meeting software is a brilliant source of engagement.

Sadly, many presenters, leaders and speakers don’t ‘work it’ and they get caught up in their content and slides, fall behind with the comments or run out of time and miss the gold that’s right there in front of them. Participants in meetings and workshops want to engage and contribute.

The chat box is one place where you can leverage ideas, input, suggestions, questions and comments. It is a skill of being able to work with your content plus an agenda, plus the participants contributing via the chat box. 

How might change ...change

For change leaders in organisations it’s a curious time, looking at the pace and scale of change in the world.

All of those times change leaders struggled to get changes approved, adopted or implemented as they were met with objections and resistance, denial or disagreement.

Now look at what we humans can do. There is evidence now, a kind of precedent that vast change can be made. And swiftly. Resources can be deployed, people can be coordinated and focus can be shifted to new ways of doing things.

Ok yes, some things are required via compliance or directives, but there is still much to see here. There are people to observe, new processes being implemented, new ways of doing things that were ‘too hard to’ previously. Look out for the adjustment, adaptation and the willingness to let go of perfect. There is collaboration and consensus in times when it’s needed ... and it’s happening swiftly.

If we can change like this, how then might change ... change?

How will change be led in the future? Now we’ve been stretched, will we be more willing to change ... or less? Do you lead change: How might change ... change?

We're doing what we thought we couldn't do

“We’re doing what we thought we couldn’t do” - said a frontline worker in an agency I was speaking with last week.

 When new - and different - ways of doing things are forced on us, we have to find ways to make it work. We are responding and solving, getting around obstacles and finding our way through and over things.

Our ingenuity and adaptability is high. Yes, we are doing what we thought we couldn’t do. In some instances, we are now doing what people were trying to have us do years ago. We are doing what people had proposed, requested, asked for and suggested ... many times in the past.

It’s happening in finance, in retail, in medical and health care, in education and training, in human resources, with boards and governance and in industries and sectors all over the world. We are doing many things we thought we could not do.

Let this encourage you to keep finding the things we are currently saying can’t be done... that we know can be.