The Accelerated Meeting Framework

'Everybody in the house put your hands up'... who would prefer that meetings went on l-o-n-g-e-r  than they already do?

And keep your hands up if you'd like those meetings to achieve even less than they do now?

Urgh - so many meetings are just a time, energy, mood and productivity waste that we can't even be bothered putting our hands up!

But what to do? How to keep it short, sharp, focused and driving towards outcomes?

Try my Accelerated Meeting Framework:

1. Start with the background - no interruptions, just set the scene of why we're here, what we're gonna do and the facts and data that inform where we're at now. 

2. Then open it up - stand back and let the talking and opinions fly. Let people have their say, put forward their viewpoint and get it off their chest. Be sure to make visual and visible note of the key things people are contributing. Keep it to the topic, share the contribution and 'air time' around. Beware, this is where things can go around in circles - summarise what the main views are. 

3. Generate ideas and opportunities, possibilities and potential. List them and visually capture them so people can see. Narrow down the ones that are quick wins, easy to implement, partially done (see my blog on Stop Starting, Start Finishing) or will bring a great return on investment. 

4. List the actions that are to be followed up and implemented. Put names and dates next to those. Make it visual and visible, so people can see what you've worked through and where you've got to. 

Done. 

The success of meetings, workshops and strategy sessions is judged on what is done, what is achieved and what progress is made.

You're responsible for leading a team to great progress. 

Use visuals with your meeting and you'll reduce meeting time by 25%.

Use my Accelerated Meeting Framework and you'll get through more, quicker. 

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)

Fixed or Agile - Which one are you?

You were born with an agile mindset – a way of thinking that says ‘I can grow and learn and be challenged. I can improve.’ Think crawling, walking, talking, reading, riding a bike. So much to be challenged by. 

But somewhere along the way, you might get derailed and think that you either ‘have it’ in this life or you don’t. (But that my friend is a ‘fixed mindset’.)

Linda Rising presented at the Agile Singapore conference recently and (my visual notes of her keynote above) remind me how her messages about the Agile Mindset were inspiring, relevant and … a tap or slap on the shoulder. There are some vital characteristics that are required to make work work in today's competitive environment. 

She asks: 'who told you what you can and can’t do'… and warns us to ‘watch out what you’re thinking’.

An agile mindset is one that is looking for opportunities to grow, learn, experiment and improve. Failure simply gives us some information.

Our mindset need not be fixed; this agility is ideal for the volatile world we live in today. 

Our teams, customers, clients and organisations need us to be agile, flexible, adaptive, responsive. It’s through challenge that you grow.

Look at where you might be fixed in your thinking. How might an agile mindset see it differently? What could you experiment with, test out or be challenged by?

Go…. flex, bend, shift and grow. Keep challenging your own view of things. 

When did you last 'inspect your equipment'?

The work we do with other humans is very 'human' work; conversations, listening, talking, problem solving, planning, discussing...

So when did you last check on the equipment you use in your human work?

Not only your own equipment - your brain, your attitude, your listening skills - but also the more tangible equipment you use: technology, collaborative tools like paper and pens, and the apps, processes, models, facilities and spaces you use. 

I was sitting at Sydney airport this afternoon waiting for a flight and I watched with interest how the pilot of the huge Qantas A380 walked down the stairs from the terminal gate, put on a high visibility vest and did a 'walk around' of the plane. 

There he was inspecting this massive piece of equipment, with so many other pieces of equipment (and people) in it. 

He walked around... stopped and looked at each of the four engines from all angles, hands on hips, peering up at all aspects of them. 

He checked the navigation lights on the wings; the wing tips, the tail elements, the landing gear. And there was a nod and quick conversation with flight engineers also walking around the plane, attending to pre-departure matters. 

When did you last do a 'walk around' of your workspace, and have a really good look at the tools you use, the space your occupy and the equipment you employ to get to your daily, weekly and yearly destinations? 

Get up out of your seat and go and have a look. Are the tools and equipment you use doing what you need them to? Are they up to the job? What more do you need? What needs fixing or maintaining? What would bring you greater efficiency with some attention and a 'look over' from you or others on the team?

Go and inspect the equipment and support materials you use that help you do your job.

When a couple of pilots walk around a more than 500 tonne plane with between 500 - 800 people on board to check it's fit for the task ahead, the least we can do is to check on our own equipment and see that it's fit for the purpose we require of it every day. 

Do it with the lights on and the blinds open

Yep, put it on show and make it visible.

Stand out, loud and clear so people can see and hear you!

Doing what and where ... you wonder?

Last week I was working with a team on their leadership day. They put so much effort into making the conference room dark enough for the PowerPoint presentation and slides. I figured this was gonna be one heck of a deck. 

But, well, it wasn't. It was a bunch of dot points on the company template. zzzzzzz, yawn and dull boring, #fail.

This was a leadership team and a big event focused on communicating change, inspiring the team, getting everyone on the same page.

A darkened room and a deck of uninspiring, forgettable bullet points. Yep, that's really going to have staying power... no.

Leaders need to get real when it comes to communicating change. Turn the lights on. Let them see you. Keep the blinds open. Let natural light in. Be authentic - there's so much 'authentic leadership' talk going on, yet when leaders have the perfect opportunity to influence, persuade and deliver messages as a real human being, they sanitise themselves and hide in the dark, clicking and 'blah-blahing' through lists of linear nothingness.

Stop spending so much time on your bullet points and slide deck and spend some more time crafting, rehearsing, speaking, engaging, sharing and humanising your leadership communication.

Lights on. Blinds open. Now.