Back to motivating people as a leader and to do so how to exchange information yet avoid having everyone fall asleep in your meetings or totally zone out.
How many of you sit in meetings more focused on keeping awake versus really listening to the meeting content? How many of you sit and listen to the same people over and over again get on the soap box to share how much more they know than anyone else? or the Hey look at me , I need attention over here!
I even remember the ideas of , you have to stand the entire time for the meeting to force getting it done? Excuse me, that is the leaders fault not those in the meeting. Or, I even had one "boss" that you had to throw the football to the next person who would present, assuming the ball did not knock them out.
Here is how to help, not solve but help you in a meeting.
- Always have an agenda and send out before the meeting with the why are we having a meeting.
- Who should be in the meeting based on the why is key so here is the huge hint/secret.
- In a meeting based on the goal, you need the A: who has the authority to make the decision on the topic? if this meeting means you will spend money there has to be a person in the meeting with the authority to approve that, if not no meeting and the person can have the authority DELEGATED TO THEM. The President of the company need not be there is they delegate this to say a VP, but there must be the person with the authority to make a decision in every meeting.
- I: Influence, this is the person or person's in the meeting that can influence the decision made, you really have to think about this. Who is the person or person's that if a certain decision needs made influences the decision and the actual implementation to get done.Just because you make a decsion does not mean it will stick. In one part of my career, I had editors that I needed to change the ton of their stories, not the facts just the tonality. I knew going to the editor direct would get the opposite effect, so I realized if we agreed that having the copy editor and associate editors all on board influenced the Editor to change.
- Last but perhaps the most critical because people do not understand this at all and it goes back to my warehouse story few newsletters ago, P:POWER, who in the meeting has the POWER. No matter what the decision if the person that has the power to make it happen is not there and is not in, good luck, it will never happen. Here is a great example.
- In the one role, a media company, every time a person sold a contract, there was one person in the company that received them all. she had literally all the power in the company no matter what we did. Why, the contract came in and she set it up in the system, that set up told the system where those ads went to what products, how much space they needed in a newspaper, magazine or website, and how often( critical as you add more and more contracts) and it set up the billing and payment process. If she wanted something to work or not work, she had all the power.
- As a leader you have to not just call meetings, you must think about the WHY and after that plan for the who. If not skip the meeting and never allow a meeting to go past 30 minutes, no matter what everyone says, you only accomplish 30 minutes of real communication at best . The meeting can be 3 hours long but members will only at best take away about 30 minutes of content. FIND THE A<P<I
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