How To Cut Your Meeting Times In Half

As a business owner or manager, I am sure you will agree the number of meeting commitments can seem daunting and a huge drain on your most important daily resource…time. 

It is frustrating to watch countless people walk into meetings looking like the cast of The Living Dead.  It is even worse to observe the best dialogue happening in the hallway, after the meeting.

Are meetings important?  You bet they are.  So why are they so despised by productive and active people on your team?  The answer is simple…your meetings probably suck.

We have been involved in meetings with hundreds of companies and teams.  We have seen what works and what does not.  We have been the unfortunate facilitators of bad meetings and we have ourselves walked out of boardrooms banging our heads against the projector. 

We have learned a lot along the way and by studying great meeting leaders in action our game has improved.

We would like to share with you some of the recommendations we share with our clients.  We hope you can apply some or all of these with your team.

1. Have a written agenda.  The agenda should be sent out ahead of time to the meeting participants.  They will have an idea of what is expected of them and they can adjust the format if required.

2. Meeting time is for reporting not always assigning.  When your group is together they should be reporting back on commitments and accomplishments that have been pre-assigned.  This keeps the group engaged, moving forward and contributing.

3. Assign only at the end.  Get a quick consensus of what needs to happen and agreement at the end of the meeting.  This sets the stage for the next meeting and assignments are sent out formally afterwards.

4. Problem solve when required.  Many meetings are fraught with problem solving dialogue and endless analysis, often centered on a few individuals, and leaving out others.  If a major problem or issue exists, and was not an agenda item, have a separate focus group create solutions outside the meeting.  They can bring solutions back to the group.  If all you do in meetings is problem solve, you will only ever create more problems.

5. Huddle up team.  Great companies today are holding ‘standing meetings’ where the boardroom is replaced with the shop or office floor.  People are energized on their feet and time is respected.  Everyone has a few moments to comment and respond.  The meeting ends quickly and people get back to work.

6. Stop watch and time.  Give everyone a pre-determined amount of time to communicate with the group.  Use a stop watch and alert people of time remaining.  Call out ‘time’ and move on.  This practice helps develop discipline and will eliminate one person from stealing meeting time with verbal diarrhea.

7. Meeting costs are understood.  If you have 10 people in a meeting with an hourly expense of $90 per hour, taking into consideration all other financial overheads, everyone needs to understand what meetings cost.

8. No one leaves without a commitment.  The biggest killer of any meeting is when everyone talks and talks, but nothing ever gets accomplished.  No wonder apathy exists.  After every meeting, please develop a document outlining commitments, action steps and accountabilities.  The next meeting will open with people reporting back on what they have completed.

9. Get good at speaking.  Your agenda may be the best ever written, but if you can not engage people and drive them forward, please NEVER lead another meeting.  Ultimately, people are looking to be inspired into action.  This does not mean you have to become a motivational speaker, but your style MUST create a motivating environment for people to rush out of room to get into action.  How good are you at this?  How will you get better?

10. Have a Blackberry basket at hand.  Ever notice Shelly at the end of the table looking down to her lap?  She is not looking at her shoes.  In all meetings, cell phones and devices are turned OFF or deposited in the basket.

11.  Start and finish on time.  Meetings start at the set time, no excuses no late arrivals unless the full group is advised and apologized to.  As well, meetings end on time.  If you want people to respect you and arrive on time, please return the commitment to finish on time.

12. Stop pontificating.  We have all been there.  The president stands and starts her dissertation about the state of the world.  “When will this blow hard shut up, please shoot me now,” can be heard whispered around the table. 

Have you ever found yourself violating any one of these? I certainly have.  Please let us know what works for you?  What would you add to this list?  Please let us know, we will update it and reference you with your permission.

For more ideas about coaching, business strategy and communications, please visit us at www.triggerstrategies.ca.

Neil Thornton is a Partner with Trigger Strategies.  His commitment to his clients is to bring speed, resources and accountability to organizational strategy and execution.

  © 2012 All Rights Reserved

Honey…Are You Ready For Your Yearly Performance Appraisal?

A number of years back I made a declaration to abolish yearly performance appraisals with our clients.  Since then, I have punched my way out of Human Resource offices all over Ontario.  This concept, even today, seems so radical and insane that it now requires even further due diligence. 

In short, I am not against performance dialogue, but instead the traditional, old-fashioned flogging and brow beating that can only be compared to the Spanish Inquisition.  In EVERY company I have ever worked with, the viewpoints people share regarding a so-called manager judging performance is about as enjoyable as a 3 day tax seminar.   What’s even funnier is most managers just hate doing them and being forced to comply with company policies from the 1970’s. 

You see no one has ever given you the right to judge another human being…NO ONE!  Have you ever noticed the resentment and apathy you feel after having to perform one of these rituals?  Pssst, it may have everything to do with you.  You see, people will thrive in an environment where they can judge themselves, their performance and contribution to the organization.  They own their work, not you.  (For more on this topic please see our article ‘The Paper Lion’.)

For this article, I would like to offer a new context point of view. Imagine if you will how a typical performance appraisal conversation might happen at home?

Honey, can you join me in the living room please.  We have been married now for just over a year and I would like to take this opportunity to provide you some constructive feedback and criticism about how you have been doing.  It is now a good time to go through your performance appraisal.

You have done some good things this year BUT I would like to give you some feedback about some things I have observed.  You may remember back in the summer, you slept in and once you even forget to get the laundry done.  You tried to tell me what happened but I need to show you some of your faults.  Please do not take this the wrong way, but I am trying to give you ways to be a better wife. 

I know you can be better so lets agree on some ways in which you can improve…OK, here is my ranking system, let’s go through it together shall we…

Does this sound extreme?  If you have been in as many appraisals as I have, you may start to agree with me.  Let me share with you, that if I tried this with my amazing wife and best friend I would definitely find myself renting space in your basement. 

For the past 10 years my colleagues and I have been working on better ways to engage people in the performance and learning process.  We have developed tools and resources that will help you. There is a better way. Let’s talk.

For more ideas about coaching, business strategy and communications, please visit us at www.triggerstrategies.ca.

Neil Thornton is a Partner with Trigger Strategies.  His commitment to his clients is to bring speed, resources and accountability to organizational strategy and execution.

  © 2012 All Rights Reserved

Don’t Try This At Home – Social Media DO NOT List!

Social media has been around now for a few years, and it certainly is not going away.  In working with companies, we have noticed an incredible divide happening between those companies embracing this new technology and those who still consider it a waste of time…. aka, have not done their homework and are looking for a label for what they do not understand.

For this article we would like to address those business people who are using social media, but are falling into the majority of those who are unaware of the ethics or unwritten rules of this new media.  In our workshops and keynotes we have been telling people that traditional media does not apply with social media, yet people are still desperately trying to overlay old methods of advertising with these new models.  It just doesn’t fit.

Here is our ‘Do Not’ list that we have accumulated from our work.  We hope to catch you before you unknowingly make the same mistakes.  Those who have realized they were doing them have all admitted to being boneheads.

1. DO NOT spam people with your products and offerings when you have not earned the right.  You hate it when it happens to you right?
2. DO NOT send the same message out to Facebook, LinkedIn and Twitter.  Your mom and old high schools buddies are typically not in business with you. 
3. DO NOT tell us how wonderful your latest money making scheme is.  Network marketing died the first time you bugged your family and friends to buy 100lbs of soap.
4. DO NOT beg for ‘likes’ and bribe us with contests just to get us to follow you.  The best way to earn a following is to give them value, not a free iPod.
5. DO NOT discuss political or religious beliefs.  We see people losing jobs because they just can’t keep their personal opinions private.
6. DO NOT loose the definition and application of DIPLOMACY and REPECT.  If you think everyone agrees with you…give your head a shake man!
7. DO NOT post anything that someone could not find of value and engaging.  Remember people care more about themselves, not how good you are at something.
8. DO NOT send game requests to everyone on your contact list.  Hey Aunt Mable, I did not know you were involved in the mafia?
9. DO NOT slander any other person, no matter how mad or upset you are.  Karma can be a real bitch when it comes back to you.
10. DO NOT open an account, and not touch it for months.  As business relevancy grows, your contribution and ongoing engagement will prove to others you are fresh not rotting away somewhere. 
11. DO NOT forget the most important part of social media is being social. This means that you’re there on a consistent basis and that you engage individuals in conversation – not mass broadcasting
12. DO NOT think that just because we connected on social media that I have given you permission to put me on your email list. When I connect with you on social media, I’m giving you permission to do one thing, to talk to me on that social media platform and to START to build a relationship
13. DO NOT forget that when you refer someone via social media you are sharing your credibility. This is the one thing you can’t afford to tarnish. Be careful whom you re-tweet or recommend.
14. DO NOT forget that your social media presence is an extension and reflection of your brand. What you do on social media builds on the perception people have of you and your company – like it or not.

Ultimately social media is about providing value, ideas and engaging groups of people with similar interests to your own.  It is about creating and sharing content in conversations.  Of course the best conversations require that you listen more than your speak.   If you catch yourself flogging your lists with your own agenda’s, specials and deals of the week…. you will soon find yourself in the long forgotten spam filter. 

For more ideas about coaching, business strategy and communications, please visit us at www.triggerstrategies.ca.

Neil Thornton is a Partner with Trigger Strategies.  His commitment to his clients is to bring speed, resources and accountability to organizational strategy and execution.

  © 2012 All Rights Reserved

How To Land Your Dream Job…The Business Case

“Whether you are looking for a promotion, new career or transition, the competition today is fierce…..you MUST stand out and be distinct. It is going to take some work, but the payoff is tremendous.”

Nicole called requesting ideas and help. She had been looking for advancement and wanted to take control of her job search. She had applied to a number of advertised openings, only to be faced with competing with hundreds of other people looking for change like she was. Nicole had been offered some interviews, performed well, but just missed out on the award.

Like many people looking today, she was frustrated and feeling powerless. She was seriously considering staying in the job she had, remaining unfulfilled and unhappy.

I explained to her some of the unique things we have observed recently in our corporate recruiting and interviews. We talked about what people are doing to stand out and rise to the top of the competition.

It takes a bit of work, but the payoff is well worth the effort. I asked Nicole to not wait for the job ads to be posted (and therefore competing with hundreds of others), but instead, to choose a company she wanted to work for; her dream organization. She had a strong background in retail management and cash office experience. Her ideal job was to work for one of the large retailers in the area. At one time she had even met one of the store managers and knew his name.

To stand out, I had Nicole develop a business case for the store and manager she was targeting. The plan included the specific benefits the company would gain by bringing her on board. It also described action steps and measurable targets. She detailed her management and leadership style and how she could impact the full team on the floor and in the office. She referenced previous successes and accomplishments and how they could be repeated and improved upon for this target store. Nicole put together a professional reference package from previous managers, colleagues and community leaders.

In short, she considered herself a professional contribution to the organization. They would be crazy not to give her an opportunity. The return on investment against her salary expectations was too much to ignore. She stood out big time!!

I am happy to report that Nicole did receive her interview and soon after the position she was looking for. She had gone out and created her own opportunity by being distinct and different.

Some of the elements in her business plan included ways to improve:

• sales and growth
• efficiency and operations
• staff morale and engagement
• marketing and community affairs
• inventory, stock and logistics

If you are in the same position as Nicole was, there is an opportunity for you out there if you are willing to think about the impact and influence you can create. You can not wait for it to arrive, but instead go after it with confidence and some sound business planning.

Good luck

Authors:
Larry Anderson
Neil Thornton
Trigger Strategies
www.triggerstrategies.ca
905.401.1434

How To Kill A Meeting in 11 Easy Steps

“Would you rather spend a day at a tax seminar than attend one of your management meetings?  Perhaps we can help.”

We’ve all been there.  It’s the dreaded management meeting that you are not looking forward to attending.  The long list of e-mails, looming project deadlines and getting back to phone calls needs your attention now, but instead you are about to partake in the age old painful process likened to a flogging combined with water torture.

Meetings do not need to be seen as a pain.  Instead, they should be seen as an integral part of sharing successes, developing new ideas and improving service and sales.

So why are meetings so dreaded by the participants?  There are a number of reasons ranging from lack of strong facilitation to in-fighting and competing for attention.  Apathy certainly exists with most groups, but it is something that has evolved over time and from a series of bad meetings.  You can improve the way you run meetings, but first it would be good to identify the pitfalls.  

Here are a handful of the classic meeting killers:

1.  Did anyone develop an agenda? 

• Without an agenda, how can you expect to move on items to be reported?  The agenda acts as a game plan.

2.  Personal conflicts and hidden agendas

• We all know they exist, but who in the room is willing to address it.  As long as you let this go on your meeting are a complete waste of time.

3.  No one’s listening

• Ever find people competing for attention and finishing each other’s sentences.  “Would you please be quite so I can say what I want to say.”  Note.  You will only learn when you are listening; no wonder most meetings end in frustration.

4.  Conflicting priorities

• When people only focus on their own projects and agendas, they will never see other’s points of views.  You need to get everyone on the same page….BEFORE the meeting.

5.  The grenade launcher 

• We all know these people.  Running around starting fires, everything is urgent and reaction is the only way they operate.  Keep these people at a distance please.

6.  Too much history and baggage

• The only way to build a business is to let go of past successes and old habits.  If people keep relating new ideas to what they already know, you are in serious trouble.

7.  I’m 15 minutes late…so what?

• Ever wonder why people float into meetings late, looking around with coffee in hand.  It is because they have no respect for you and your team, plain and simple.  Do you know how to deal with them?

8.  Flies on the wall

• Please pose a question, and ask for responses by going around the room, one person at a time.  Let people write out their responses.  Shy people have valuable contributions to make.  Don’t let the best ideas leave the room in people’s heads.

9.  The Pontificators and Time Bandits

• For those who do not know how to shut their cake holes, please set up a timing system for responses.  When time is up, please shout it out!

10.  All stories, no reality

• If you can not ‘picture’ what people are saying in meeting, they are not communicating effectively.  Anyone can share stories, but few actually advance the truth and actions.  Please keep people focused on the facts, not opinions.

11.  We’ll get around to action 

• The downfall of all meetings is inaction.  Please set up clear a follow up plan, accountability partners and set people up to report back to the group at the next meeting.  Also let people know what is at risk if they fail to live their commitments to the team. 

For most of us, business meetings are a way of life.  They can be productive through powerful facilitation, commitment, accountability and follow up.  By identifying these killers in your organization, you have taken the first step towards improvement.  

Authors:

Larry Anderson

Neil Thornton

Trigger Strategies

www.triggerstrategies.ca

905.401.1434

The Most Important Checklist In Your Business

- The 5 Critical Elements Of Execution -

“Are you frustrated with the rate of change and growth in your business?  You only need to be missing one of five key change elements.”

For years now we have watched good companies looking to expand business development and drive change, many of which tell us of pains due to plans dying in the meeting rooms.   Lack of execution often leads to finger pointing, silo development and endless frustration felt by everyone.  We are not bad people, most of which are committed to supporting and driving change. So why do most change initiatives fail? 

From our work we have identified 5 key elements required for growth of any kind in business. 

·        Clear Goals and Strategic Direction

·        A Committed Team ALL On The Same Page

·        Everyone Understands What Is Expected Of Them

·        The Proper Resources Are Allocated To Innovation

·        A Sense Of Urgency Exists

To drive growth all 5 of these elements must be in place and working in harmony with each other.  Imagine having a great team, aligned and ready to go, but no goals exist?  Imagine having goals and all the resources necessary, but no sense of urgency exists?  Imagine everyone pumped to go, but some accounting dude says there is nothing to fund the marketing plan?   I am sure you get the picture. 

Authors:

Larry Anderson

Neil Thornton

Trigger Strategies

www.triggerstrategies.ca

905.401.1434

Help…My Tires are Worn Out!

“If your car was out of alignment, you would fix it, not just pull on the steering wheel.  The same is true for the people in your business and your management team.”

When your car is out of alignment there is nothing wrong with the tires (aka your people). The real issue is greater in nature and has developed over a long period of time in the overall mechanics of your car (aka your company).

This is an interesting concept.  When your team underperforms this is always the result of misalignment to corporate goals, vision and expectations.  We constantly hear management comments about people’s lack of commitment or inability to do their jobs, sometimes even referred to as incompetence. Although there may be a knowledge or execution issue, the root cause is usually tied to clear expectations and accountability. 

Getting your team aligned takes much more than yearly retreats or agenda driven quarterly meetings talking solely about to-do lists and operations.

We have facilitated hundreds of meetings where the best conversations happen in the hall after the meeting, or worse yet the team is less aligned to corporate goals afterwards.  Most owners or senior managers are not trained to properly get people aligned, so let’s try to help. . 

Getting your management team truly aligned takes constant check ups, testing, measuring and continuous adjustments….just like the alignment and maintenance of your car.

In a recent management alignment meeting we used the following formula to get everyone working from the same goals and vision.  The attendees included the owners, senior managers and working family members.  Everyone had an opportunity to write answers then share them with the full group.  The context of these questions is more creative and honest in nature, versus traditional problem solving. 

• What are the strengths of this team?  What do we do well?

• As it relates to the business, what is important to you?  What do you value?

• What are some of the changes you are seeing in our market and our customers?

• Do you feel we are changing at the same pace?  Yes/No   Why?

• What are some of the challenges you are facing?

• What can we do to better communicate internally and with each other?

• What can we do to better communicate externally with our customers? (and vendors)

• What changes in the business do you feel will make us more effective and competitive?

• What business development opportunities do you see for your department?  For the company as a whole?

• Do you have a clear business plan to grow your department, and team?

• What are your top 3 priorities over the next 2 months?

• Do you feel you understand what is expected of you in measuring performance?

• What help or resources do you need to better manage?

Of course, there are many variations of these types of questions that you can use, but the format is designed to share clear goals, strengthen the team, align people to the business mandates and offer help.

As an owner, you will need to be one of the valued participants in this meeting.  Please watch out for the classic meeting killers including, hidden agendas, personal conflicts, poor listening and just too much history and baggage.  If you really want to drive change, an outside non-partisan facilitator with guts to challenge stories and hidden conflicts may be required to get you to the next level.

You can’t fix your car without looking under the hood and knowing what to look for. The same is true with your company,

If you are planning an alignment meeting like this and would like some help, just let us know.  Our commitment is to help you drive results, innovation and business development.  

Authors:

Larry Anderson

Neil Thornton

Trigger Strategies

www.triggerstrategies.ca

905.401.1434

How To Know Your Training Program Is Going To Suck

Dear business owner.  You have realized that training your people to improve skills and performance is essential to growing (or even maintaining) your position in the market.  You understand that not training your top performers has resulted in slow (or no) growth, apathy, or even good players leaving your company.

You have sourced out training options; and there are lots to choose from.   Before you engage any outside training firm, can we please ask you to consider the following key points of why many outside training and consulting approaches could be a complete waste of time and resources?  If you find yourself repeating any of these statements, hold up.

• “I want to find training that will fix my people.”
• “Everybody tells me they are too busy to take training.”
• “I am not involved in the process or design of the program.”
• “I am not taking part in the training with my team.”
• “My people did not ask for the training, nor are accountable to improve skills.”
• “The trainer we hired has not run a business and is not a business person.”
• “What type of performance guarantee did I get?”
• “There is no accountability or follow up.”
• “We hired a motivational speaker….what now…..?”
• “There are too many tips, techniques and theories, not enough practical application.”
• “I have a binder on my bookshelf….now what?”
• “What is the business relevance of the training?”
• “How will the training really impact our bottom line of increased sales or efficiency?”
• “The trainer went back to the head office far away….now what?”

What options do you have now? 

In our extensive experience, we recommend that as an owner you involve everyone in the development and facilitation of any training. In truth, you know what you need to do; you’re just not doing it.  All training must be established on behalf of people’s commitment to improvement, their understanding of changing markets and having them request training based on aligned expectations.

We have had over a decade of success helping companies design their own programs developed by everyone in the company.  This type of program belongs to the organization, and people take ownership in the success of the development.  People want to see it succeed because they helped build it.  The material is owned by you and able to be replicated easily and taught by everyone.  Your key leaders are the facilitators, not someone who blows in and out.

You can bring in outside people to help facilitate and coach, and even bring materials, but they must augment and add to your existing program, not replace it.

Sound good?  Drop us a note and we can help you walk through your own program.

Authors:

Larry Anderson

Neil Thornton

Trigger Strategies

www.triggerstrategies.ca

905.401.1434

Stop Giving People Answers?

Business coaching is NOT consulting, advice giving or spewing out answers.  Although there are many definitions of coaching, one common truth is the ability to listen from ‘nothing’, ask great questions and help people to improve awareness and results by challenging paradigms, thinking patterns, status quo and a good kick in the ass if needed.  (Fluffy feel-good coaches often do not make it far in the business world.)  Great business coaches challenge stories, patterns and push people to improve performance.  Most importantly coaches hold people accountable to action and offer strong follow up.

It was tough to write that first paragraph and explain a skill set that has taken over a decade to hone and practice.  Definitions aside, many business leaders have been approaching us wanting to incorporate coaching skills into their daily interactions.  There are coaching skills, leadership skills and management skills, all requiring different acumens.

For those of you looking to get started, we wanted to share with you a coaching formula that has proven to be very effective when following up on conversations that require commitment and follow up. 

This formula is intended to guide you through the coaching conversation process.  Although you may have not been formally trained to listen effectively and challenge responses, this will give you a starting point to improve your abilities.

What have you accomplished?

Over a certain period of time or since you last met

This is not about what has been done, but instead the goal achieved

This is in follow up from a previous commitment made

How have you impacted the business?

Increased sales or improved efficiency

Measured result(s)

Impact on the customer

What are you now aware of?

            Increased awareness and learning is critical

            What does the person now see that he/she did not see before?

            Learning happens here

What is your advice for others?

            Improve ownership by getting your people teaching other people

            Shared dialogue and learning in group sessions produces amazing results

            Thinking about achievements is one thing, speaking and sharing makes it real.

What is next and how do you want to be held accountable?

            Most managers miss this step, never when coaching

            People are accountable for continued learning and follow up

            You role as a coach is clear and requested.

Please give this formula a try and let us know how you make out.  As always we are here to help you in any way we can.  Good luck.

Authors:

Larry Anderson

Neil Thornton

Trigger Strategies

www.triggerstrategies.ca

905.401.1434

Life Would Be Good Without All These Problems

“If all you do all day is problem solving, baby sitting and fire fighting, all you will ever produce are more problems, babies and fires.”  

Over the past few years, we have used this statement often when working with our clients.  For most business owners problem solving absorbs a lot of time, creates frustration and innovation suffers.  Many owners and managers admit that they just wish they could identify the root cause of problems and solve them once and for all, but all too often the same problems or variations thereof seem to continuously crop up. 

I would like to share with you a tool that a colleague of mine incorporates into his business.  Jason Rekker is the General Manager at Valleybrook Gardens in Niagara-On-The-Lake.  Jason utilizes the following formula in his business and with his team on a consistent basis.  I have seen it in use and can attest to its usefulness.

When encountering a problem, consider the following:

1. Is there a standard?

-          Is there an agreed upon way to get the result we want?

-          IF NOT: establish a standard and test it

-          IF YES: skip to #2

2. Is the standard being followed?

-          Are we doing what we agreed to do?

-          IF NOT: ask why? (ie. does everyone understand the standard?)

-          IF YES: confirm that this is actually the case (ie. ask, test, observe), then skip to #3

3. Is the standard sufficient?

-          Does following the standard get the result we want?

-          IF NOT: do we need to change the standard?  What change needs to be made?

Summary – review these three things:

1. Does a standard exist?
2. Is it followed?
3. Is it sufficient?

We hope you can use this tool in your business or when coaching your group.  Good luck and please let us know how you make out.

Authors:

Larry Anderson

Neil Thornton

Trigger Strategies

www.triggerstrategies.ca

905.401.1434