Look out for your own overload

In a day full of meetings, calls, work and learning ... information overload can really come for us. That overload feeling doesn’t always hit with the same speed or intensity though.

There are different types:

- Lookout for the slow creeper.

The cumulative effect of overload builds up during the day. With no break between meetings, we keep loading up! We’ll be full soon and no more will fit in. It hits at about 4pm!

- Lookout for the fast flier. When a topic, meeting or presentation hits us and we’re done, overloaded. Too many slides, too much too soon, so complicated. Boom! Full.

Both situations need not be a surprise to us. We don’t have to be caught out or shocked that we become overloaded. It happens slowly or rapidly; and we can always be prepared for it.

A powerful way to manage load is to ‘empty the truck’. Rather than trying to carry all the information yourself, externalise it. Get it out of your head and into something else ... onto a page or into a notes file.

Our days of ‘I’m here soaking it all up’ are done. It’s simply not an efficient way for us to work with information. Save the soaking for baths, movies, socializing and relaxing. Aaaah!

Weaving it together

As information flows and bounces around, back and forth between people in a team, how are you helping to weave it all together?

These interlacing and interconnected threads of data, opinions, ideas and decisions need to be brought together. Not everyone sees what is obvious and not everyone is able to make the connections of information that help us make progress.

A key role for leaders in times of uncertainty and change is to make sense of what the heck is going on. Taking seemingly disparate threads and finding links, relevance and connections among and between them is part of that role of leadership.

Don’t let it happen via hope. accident or default. Because it may not happen at all.

Things can become more confusing and ambiguous when you believe it will just weave itself. Take an active role to thread, weave and connect information ... even if you think it’s obvious.

It helps ease the stress and uncertainty people may be feeling as it relieves a weight from our mind ... and our shoulders.

Why the rush to simplicity

When things are messy, challenging or difficult, we can be impatient to make it all simple so we can tick it off and move on. It happens in meetings and workshops when the leader - meaning well, doing their best - takes what someone has said and simplifies it down to one big simple word.

The leader responds, ‘oh right, so what you’re talking about is < simple, big category word like productivity, strategy, collaboration>‘.

’No’, the person may say, that’s not quite what they were saying. Their contribution or explanation gets distilled so far ... pushed ahead to a single word, for the sake of simplicity.

But it could be too simple.

It’s like that exercise some people run in workshops: ‘What’s ONE WORD to describe today’s workshop/conference/meeting?’

Why the limit to one? One word may be easy, quick and controlling for you to put on people but it’s less effective for engagement, sensemaking and meaning making.

We may distill so far that the deeper (and intended) meaning vanishes, evaporates and is lost. Beware that by stripping things away to make it easier for you, may make contributions so vanilla... there’s no vanilla left.

The more you talk, the less they can

The balance of participation in a meeting or workshop is curious to observe. The more you talk, the less they can contribute.

Have you asked a question? Did you acknowledge the response? Or did you just keep talking?

The space between when you stop talking ... and they start talking ... is known as ‘exchange time’. Is there an actual space there or are the usual voices picking up after each other? Can anyone break in to the conversation to add their comment?

I’ve been randomly measuring and observing exchange time in most of the online meetings and sessions I’ve been in over recent weeks - as both a session participant and a session leader.

When the topic engages and rapid comments come, exchange time shortens. It’s harder to add to the conversation. When two people are in conversation, exchange time can’t even be counted sometimes because the space is so thin. It’s impossible to find the gap. So it’s easier to just observe, to wait them out.

Disengagement and distraction are appealing. What do you deliberately do, to get the input and participation of people? Waiting for them to jump in is not a strategy.

Too often there is simply no space.

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?