Four Meetings You Should Be Having Now

Posted on by Scott

workplace-1245776_640Just as there are plenty of meetings that don’t need to take place, there are times when it’s vitally important to bring the team together. Certain things need to be handled in a group setting, not via email or a series of one-on-one conversations. For these, you need to hold a meeting.

You may need to hold an information-sharing meeting. In this case, you have something that needs to be communicated in a way that ensures everyone gets the same message. Emails can be interpreted in a variety of ways. There’s no way to gauge the intensity of emotion while merely reading an email. Individual conversations can easily veer off into the weeds. Discussion of unrelated topics could alter or cloud the information being discussed.

By disseminating information during a meeting, you can ensure everyone hears the same message. You only need one conversation and can easily check for understanding by asking questions as well as gauging body language and facial expressions. Attendees have the opportunity to ask clarifying questions and the entire group benefits from hearing the answers.

You may need to hold a decision-making meeting. Here, there’s a problem to solve and you are looking to gather input. Those in attendance have a stake in the outcome of this decision and should therefore be willing to help make sure all necessary information is provided so that the best possible move can be settled on. The interaction of the group is important. Stakeholders will have differing opinions and the interplay of various viewpoints allows everyone to understand the bigger picture.

Decisions could be made by the group, via a vote or compromise, or by the leader after considering all potential inputs. Attendees should understand the role they are to play and the timeline of the decision being made so that critical information is not withheld or delayed. By including everyone in the meeting, no feels left out and all should agree to support the decision once made.

You may need to hold a brainstorming meeting. These meetings are designed to generate ideas and bring out the creativity in people. A meeting such as this could be held as a precursor to making a decision or to help specify details related to decisions already made. Allowing people to innovate in a group setting helps solidify team bonds, boost engagement, and ramp up energy levels.

Brainstorming can be difficult to facilitate, especially if participants have no foreknowledge of the task. Be sure to prepare people ahead of time by providing as much information as possible and allowing time for individuals to research and develop ideas on their own. Once the group is together, this will provide a head start to idea generation and fertile ground for group interaction.

You may need to hold a skill-development meeting. Team meetings are a great opportunity for coaching. Participants can improve their skill set either by taking an active role in skill practice or by observing and providing feedback. Learning from the example of peers is a great way to speed up skill development, especially when the trial-and-error aspect of practice is shared.

Facilitating skill-development meetings can be tricky and requires adequate preparation on the part of the meeting facilitator. Make sure to plan enough time for everyone to participate. Ensure any job aids or necessary materials are on hand. And be ready to demonstrate the skill yourself in order to provide attendees with an example to work from.

There are definitely times when a meeting is not the right solution; but there are plenty of times when a meeting is just what the team needs. Use meetings effectively so that your team responds enthusiastically, contributing more than just their presence. Do you have regularly-scheduled team meetings? What aspects could be improved?

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The Keys to Peak Performance

Posted on by Scott

basketball

The man on top of the mountain didn’t fall there. -Vince Lombardi

If you’ve never been a professional basketball fan, now is a good time to tune in. The Cleveland Cavaliers are locked in a tough battle with the Golden State Warriors for the NBA championship. The first two games went into overtime, a first for a finals series, and both teams are bringing their best in a bid for the title.

On display are two of the game’s elite players. The marquee player for the Warriors is Stephen Curry, the regular season MVP. The Cavaliers are led by Lebron James – arguably the best player on the planet. These two men bring their best game after game and, as a result, raise the level of play from their teammates.

Whether you’re talking about athletes, craftsmen, salespeople, or service providers; there are certain traits that set the best apart. I’m not talking about natural ability or physical characteristics. What puts top performers on the top is the way they approach the game.

Top performers constantly look to improve. The best of the best are never satisfied with their performance. They know there’s always something more they can do to get better. There’s always something else they can do to elevate their game. And knowing there’s something they can do to improve, they can’t sit still. They feel compelled to pursue the next level.

Top performers seek out feedback. There’s only so far you can improve on your own. Those who seek excellence understand that assistance is necessary for them to move on. So they reach out to the best resources they can find – their coach, other experts, more experienced players – and ask them for help. You don’t achieve elite status without inviting others to evaluate your performance. Assessment isn’t viewed as an inconvenience; it’s considered a necessity.

Top performers respond to constructive criticism. Superstars welcome criticism more than accolades. It’s not that they don’t appreciate praise and validation; but “atta-boys” alone don’t help you improve. To achieve greatness, you have to understand what’s keeping you from it. You need someone who will point out your weaknesses and then help you tackle them. The elite need to hear the bad news; but they need to hear it from someone who cares about their success. In the end, they stand on top; but they don’t stand alone.

As of this writing the Warriors have the advantage, having gone up three games to two in the best-of-seven series. Regardless of which team winds up on top, I’m enjoying the show. Seeing top performers do what they do best is always a treat.

The Language of Leadership: What Do Leaders Say?

Posted on by Scott

WomanSpeaking-to-Group-XSmall

Sticks and stones may break my bones, but words can never hurt me.

This adage first appeared in print as part of the March 1862 issue of The Christian Recorder. I first heard it as a child, and you probably did too. It’s a simple admonition to ignore insults, name-calling, and other negative talk. The implication is that we should ignore hurtful language as it really has no power over us.

Baloney.

I didn’t buy it as a kid and I don’t buy it know. I doubt anyone bought it back in 1862. The truth is that words can hurt.  And I’m not just talking about childhood bullying. As adults, we’re just as likely to be hurt by what someone says as any child. Of course, words can have very positive effects as well. The right words, said at the right time, can motivate and inspire.

Leaders understand the power of words. They know that the language they choose matters. So effective leaders are very careful to choose words that have the best possible impact on the people around them. Here are five types of language leaders use.

1. Leaders use visionary language. Leaders have a vision of the future and take advantage of any opportunity to talk about that vision. They are excited about what the future holds and can’t help but share that excitement. So they use words that paint a picture of the future – with all of its promise and potential. When leaders talk, people are inspired.

2. Leaders use action language. Leaders know that the future they envision won’t come to pass without deliberate action. They regularly speak to each member of the team about the role they play in achieving the vision. Those who work for effective leaders understand the specific behaviors and outcomes they need to demonstrate in order to be successful. When leaders talk, people are motivated.

3. Leaders use honest language. Leaders don’t mince words. They know that the only way to move forward is to be honest about where you are. Whether talking about the state of the business, your performance, or their own abilities; leaders speak the truth. An honest assessment of the present provides the basis for developing a set of effective strategies for improvement. When leaders talk, people are educated.

4. Leaders use uplifting language. Leaders want people to feel good about the future. And when people feel good about themselves, they are better able to develop an optimistic outlook. So leaders focus on the progress that’s being made as opposed to the setbacks. They focus on successes rather than failures. The goal of the leader is to keep things moving forward, so their language points you in that direction. When leaders talk, people are encouraged.

5. Leaders use inclusive language. Leaders need a team to move forward. They require a diverse set of skills to address the complexities of business. But because teams are made of people, they breed conflict. So effective leaders speak to the team’s abilities rather than their differences. They bring coworkers together – they don’t drive them apart. When leaders talk, people are unified.

A lot of people are confused about what make a leader. One easy way to spot a real leader is by listening to the language they use. What kind of words make up your vocabulary?

Survey Says …

Posted on by Scott

Nielson PacketThis weekend I received a package from The Nielson Company. They’re the ratings company that provides TV stations, advertisers with information about consumer viewing habits. I’ve been asked to provide information about my family’s media consumption.

Surveys like those conducted by Nielson are important. A well designed survey can provide a company with valuable insight into what its customers are thinking. Customer feedback is helpful in a number of ways.

 

  • Feedback lets you know what your customers WANT in the way of new products and services.
  • Feedback lets you know what your customers THINK about the products and service you already provide.
  • Feedback lets you know what your customers FEEL about your pricing structure and their perception of value.
  • Feedback lets you know what your customers SAY to others about the way your employees treat them.
  • Feedback lets you know what your customers BELIEVE about the policies and procedures that govern how they do business with you.

Happy customers lead to repeat business, longer relationships, positive word of mouth, and referrals. Happy customers lead to innovation, revenue, and growth. In short, happy customers lead to a happy business.

But surveys aren’t just helpful for learning about your customers. They can be a great way to gather information about the opinions of employees about a whole host of internal topics. Management can learn about new ideas, ineffective procedures, restrictive policies, and internal service problems before they become too problematic and impact the business. In many cases, employee surveys serve as advance warning signs – allowing you to act before customers are impacted.

Of course; in order for surveys to work, people have to participate. A handful of surveys aren’t enough to represent large customer or employee groups. So you have to design your survey in such a way that people feel compelled to participate. You can’t assume anyone wants to share their opinion with you. That’s why the best surveys …

… are short and to the point. You can’t waste participants’ time.
… are easy to complete. Easy to understand questions and a simple submission process are a must.
… are actively promoted. You have to remind people that their opinions are important and invite them to participate. … are anonymous. Most people aren’t comfortable providing negative feedback (often the kind you most need to hear) if they feel there’s a chance they’ll be mistreated as a result of speaking their mind.

It’s easy to dismiss the average survey. They’re all around us and most aren’t very well put together. But they can play an important role in the development of the businesses closest to us – those we work for and frequent. So as consumers and service providers we should take them seriously. Take advantage of the opportunity when you’re asked to provide feedback. And take care to study the feedback your customers have chosen to share with you.

Good business is a partnership between the organization, its customers, and its employees. By working together, we can bring more value to everyone involved. Make sure to do your part when given the opportunity.

I’m looking forward to participating in the Nielson surveys. I’m a fan of TV and am happy to provide my feedback. It’s nice to know that – at least in some small way – my voice makes a difference.

Doctor’s Orders

Posted on by Scott

Andrew ScrubsI recently read that 80% of U.S. adults do not meet federal recommendations for aerobic activity and muscle-strengthening exercise. In other words, they’re out of shape. Sadly, I’m one of them.

Now, before you get the wrong idea; I’m not a total couch potato. I spend a lot of time outdoors through my involvement with the Boy Scouts. In fact, my son Alex and I are about to leave town for a two week backpacking trip in the mountains of northern New Mexico. But unfortunately, I don’t get out as often as I’d like (or need) to. And the closest I get to regular aerobic exercise is watching “The Biggest Loser” with a bowl of ice cream in my lap.

I’m not happy with the way I look or feel – haven’t been in a long time. Just like most of the other people making up the 80% in the opening statistic, I know what to do. I’ve just lacked the motivation to do anything about it. Sometimes I ask myself “What will it take for me to change? Perhaps if a doctor were to deliver some bad news, it would inspire me to get serious.” Well last month I got my wish.

One minute, I was conducting a webinar. The next, I was doubled over in pain. It got worse and worse until I finally went to the local walk-in clinic. After a number of tests and a trip to the emergency room for a CT scan, I was diagnosed with kidney stones. I was treated with intravenous fluids and pain medication. If you know anything about kidney stones, you know they’re not life-threatening, but cause a great deal of pain. Furthermore, they can be symptomatic of larger health problems.

My doctor shared that I was at risk for additional kidney stones and suggested I make some changes in my diet and level of activity. Nothing he suggested was new to me. But thanks to the pain I’d just gone through, I committed myself to acting differently going forward. I’ve been drinking more water, watching what I eat and moving more – not rocket science; just simple actions I’ve known about all along.

Sometimes we have to receive some bad news before we make even the most simple changes. Operational tweaks, management priorities, even basic acts of customer service – they’re all easy to ignore, overlook or put off. But in the face of negative feedback, the basics take on a renewed sense of importance.

Earlier this year, I helped an organization develop a set of Customer Experience Standards. The standards outline basic expectations regarding how customers and coworkers are to be treated. Nothing included is revolutionary. In fact, most of the document is common sense – many employees even complained about the simplistic nature of the contents. As a result, some chose to ignore them or assumed they were covered.

About a month ago, they introduced a customer feedback survey and the results began pouring in. As you can imagine, some of the feedback was negative. Time will tell if the pain of negative feedback is enough to finally motivate them to action.

How do you react to bad news?

To Believe or Not To Believe

Posted on by Scott

PinocchioAs a former advertiser, I love a good commercial. One of the more popular ones currently playing is from Geico. The commercial features Pinocchio as a motivational speaker. If you haven’t managed to see this one, you can catch it on YouTube. I think they got Pinocchio spot on – the look, the voice, everything.

This commercial is funny, but the more I watch it, the sadder it appears. Watch it again, this time focusing on the man Pinocchio speaks to. This poor guy has come to a motivational seminar looking for validation of his self-worth.

As Pinocchio proclaims the presence of “potential” in the room, the man begins to feel a rising sense of purpose. When Pinocchio points him out specifically, saying “You have potential,” the man’s face breaks into a huge grin.

Then Pinocchio’s nose begins to grow.

In an instant, our friend in the audience has his confidence shattered. His face falls as he realizes Pinocchio doesn’t see value in him at all. And because the authority in the room sees no potential in him, he adopts the same belief.

Words are powerful. You’ve heard that “Sticks and stones may break my bones, but words will never hurt me.” The words of a leader, however, carry more weight than the average person’s. Those in charge have the power to make someone’s day – or ruin it – with just a few words.

Even more important than the words a leader says is the belief behind them. Sometimes the right words are said, but they’re not meant. A compliment, delivered insincerely, is the worst kind of insult.

You see, as a leader; you are always leading – either building people up or tearing them down. People need leadership. Every single one of us needs someone to point out the goal, provide direction, and give feedback.  And we all follow the example of the leader. Whatever feelings we derive from our interaction with them, we pass on to others -coworkers, customers, even family members.

Leadership is a noble calling. But it is not something to be taken lightly. What kind of leadership are you providing? How do people feel after a typical interaction with you? How does your leadership impact the service your team provides to others?

The Power of Positive Feedback

Posted on by Scott

This morning my phone rang on the way in to the office. It was my wife. Her first words made my heart sink. “I just got a call from Abby’s Principal.” Instantly I assumed the worst – either my daughter is hurt or in trouble. Parents rarely get good news from the school principal.

But it was good news. A new student had transferred in and Abby had taken it upon herself to befriend her and make her feel welcome – showing her around and introducing her to a circle of friends. The new student’s first few days of school, understandably full of anxiety, had been made wonderful. The parents couldn’t say enough about how grateful they were and the principal wanted us to know.

Obviously I’m proud. As I hung up the phone, I pictured the scene that will likely take place as my wife tells Abby what her principal had to say. I can already see the smile on her face and the pep in her step that she always gets when she receives a pat on the back. And her behavior, which isn’t bad to begin with, will ratchet up a few notches for several days.

Come to think of it, we’re all like Abby. We all like to hear good news, especially when it’s about us. Receiving positive feedback for something you’ve done can turn an average afternoon into a great one. I know that a single positive word regarding one of my projects can significantly affect my mood long after the event has passed.

From a leadership perspective, I’ve noticed three key benefits from the positive feedback I give to members of my team.

1. Morale improves. Something magical happens to a person’s attitude when you pay them a compliment. It’s amazing how many times I’ve given someone a bit of positive feedback only to have them say “Wow. You just made my day.” For some reason, our human tendency is to focus on the negative aspects of work. Telling someone “thank you” followed by a sincere explanation of your gratitude, is often enough to break the cycle of negative thought.

I believe that most people genuinely want to produce good work. The problem is, they never get any feedback to indicate their work is, indeed, good. They hear about what’s wrong, missing or late. As a result, the average employee focuses on staying out of trouble (a negative outlook) rather than on producing good (or even great) work.

2. People reciprocate. Any time I give my daughter some positive feedback, I get some in return. If I thank her for cleaning her room and brag about how great it looks, she thanks me for helping her with her homework. In addition, I’ve noticed that positive feedback I give to one of my children results in positive feedback they give to someone else. So not only do I get to enjoy the boost from reciprocal back-patting, the rest of the family does too.

This phenomenon also plays out at the office. Recognizing one team member’s contribution to a project almost always results in their recognition of someone else’s effort. From the outside it must look like a mini love-fest with everyone thanking and congratulating each other on a job well done. But the psychological impact of just a little positive reinforcement is often enough to lift the whole team. It’s like a wildfire – light a match and pretty soon the place is burning with pride.

3. Team productivity goes up. Long ago I realized the potential of positive feedback to produce better work from an individual. Recognize someone’s effort toward a successful project ”A” and watch how much better project “B” turns out. It’s like a little productivity switch gets pushed into overdrive. I’ve even noticed this effect on my own psyche. When someone says “thank you” it makes me feel great. And it makes me want to work harder in order to get more of that great feeling.

You’ve probably heard that praise should be given in public while corrective actions should always be done privately. One of the reasons behind this is because the feelings underlying your feedback (positive or negative) get transmitted to everyone around – not just the person receiving the feedback. So people who witness a coworker receiving kudos for their efforts instinctively begin to act in ways they perceive will result in getting their share of the praise.

For years I’ve said “You will receive an abundance of what you praise or tolerate.” I honestly believe positive feedback is one of the most powerful tools at a leader’s disposal. Unfortunately, positive feedback is difficult for most people. Like most skills, you have to work at it in order to get good at it. Thankfully, the reward is well worth the effort.

I’ll bet you can think of someone in your organization that could use some positive feedback. Imagine the good that you’ll receive when you stop reading this article and go deliver it. In fact, why don’t you go do it right now?