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Will You Add? - Accountability Equals Meeting Success
I’ve said it in a hundred training workshops. Listening is important. I don’t know why I say it – everyone already knows it. Whether talking to leaders, coaches, trainers, meeting facilitators, plant operators or anyone else, I’m sure the reaction is the same.“Duh, Kevin, that’s profound.”I believe we all know how to be great listeners when we really want to be. Times like: on a second date, when comforting someone who is hurting, when helping someone we care about. All of these are times we have experienced, and if our listening were graded in these situations, we would all score high.So, listening is a skill we alread
The meeting went pretty smoothly by all accounts; by all accounts, that is, except Leslie’s. She shared with the team that she was concerned that too many action items from previous meetings seemed to still be pending. She cited several times in the meeting where something came up that led to discussion as to who had been responsible, and it wasn’t cl
In franchising law we have what we call a 10-day rule, which in laymen’s terms goes something like this; The prospective franchise buyer must receive the (UFOC) Uniform Franchise Offering Circular for ten business days before any monetary compensation is given to or collected by the Franchisor. Sounds like a good idea right? Well, it is very problematic for willing buyers and sellers to operate under such constraints of trade. One of the proponent reasons for this law is that the UFOCs are generally about 200 pages long and that is a lot to read and the government regulators wish to make sure you take it to an attorney first. Currently the Feder
Beyond pleasantries though she wanted to get to know each individual, what they saw as their goals and objectives, and how they thought she could help them. As she started having these meetings some common themes came out – not about the individuals so much as about the team overall.
She learned that the team liked each other and had a good level of trust. She learned that they were viewed as being a pretty good team (which was her observation from the outside too). Beyond these good things, she learned there was some frustration because people didn’t feel others always were accountable to the team. She didn’t get any specifics initially, but the picture got clearer quickly once she called her first team meeting.
Tom had always had staff meetings, and Leslie thought they were a good approach for any issues as well, so she continued the team “tradition.” She even asked George to facilitate the first meeting, allowing the group to use their standard meeting process. Leslie felt that would ease the transition and she would get a chance to learn more about how the group functioned if they operated within their comfort zone.
The only change Leslie suggested was to take a few minutes at the end of the meeting to share feedback on how the meeting went. Leslie felt this would give the team a chance to review their process and would be a good chance for her to implement some changes with their commitment.
The meeting went pretty smoothly by all accounts; by all accounts, that is, except Leslie’s. She shared with the team that she was concerned that too many action items from previous meetings seemed to still be pending. She cited several times in the meeting where something came up that led to discussion as to who had been responsible, and it wasn’t cle
My favorite project management mantra is “Validate Critical Data”. I don’t remember what wise teacher I learned this from but it is one of those sayings that rings through my head when I’m jumping into a new project. After many years it continues to be an important part of my project management success (when it is done right) and an unfortunate contributor to my project failures when it is neglected. Below are some keys to correctly validating critical data.The word critical is not excess flab in this phrase. You shouldn’t try to validate all information – just the information that has been handed to you that effects your project approach
She learned that the team liked each other and had a good level of trust. She learned that they were viewed as being a pretty good team (which was her observation from the outside too). Beyond these good things, she learned there was some frustration because people didn’t feel others always were accountable to the team. She didn’t get any specifics initially, but the picture got clearer quickly once she called her first team meeting.
Tom had always had staff meetings, and Leslie thought they were a good approach for any issues as well, so she continued the team “tradition.” She even asked George to facilitate the first meeting, allowing the group to use their standard meeting process. Leslie felt that would ease the transition and she would get a chance to learn more about how the group functioned if they operated within their comfort zone.
The only change Leslie suggested was to take a few minutes at the end of the meeting to share feedback on how the meeting went. Leslie felt this would give the team a chance to review their process and would be a good chance for her to implement some changes with their commitment.
The meeting went pretty smoothly by all accounts; by all accounts, that is, except Leslie’s. She shared with the team that she was concerned that too many action items from previous meetings seemed to still be pending. She cited several times in the meeting where something came up that led to discussion as to who had been responsible, and it wasn’t cl
Once you graduate college, it’s time to enter the work force (unless of course you plan to go directly to grad school). When you transition from university life to the real world, their will be a period of adjustment. You will have to find new ways to challenge yourself outside of the comfortable classroom structure. You will most likely have to relocate and secure new housing arrangements. You’ll also have to go out and get a job.Here are five tips to help you excel in your interview, and score the job you want.1. Make and maintain eye contactFrom the moment the interview starts, make eye contact. Look directly your intervi
Tom had always had staff meetings, and Leslie thought they were a good approach for any issues as well, so she continued the team “tradition.” She even asked George to facilitate the first meeting, allowing the group to use their standard meeting process. Leslie felt that would ease the transition and she would get a chance to learn more about how the group functioned if they operated within their comfort zone.
The only change Leslie suggested was to take a few minutes at the end of the meeting to share feedback on how the meeting went. Leslie felt this would give the team a chance to review their process and would be a good chance for her to implement some changes with their commitment.
The meeting went pretty smoothly by all accounts; by all accounts, that is, except Leslie’s. She shared with the team that she was concerned that too many action items from previous meetings seemed to still be pending. She cited several times in the meeting where something came up that led to discussion as to who had been responsible, and it wasn’t cl
The point of a quality improvement program should not only be to improve a product or the delivery of healthcare but it should also be to save time and money by reducing or eliminating waste or errors. For example, a doctor or nurse practitioner writes a prescription. We wouldn’t deliver some of the best quality pills along with a few randomly chosen pills and we wouldn’t completely incorrectly fill the prescription. To do either could create serious consequences. Rather, we want to only deliver the best quality. But there is another side to not achieving the best quality. If we incorrectly fill the prescription, even if there is no patient ha
The only change Leslie suggested was to take a few minutes at the end of the meeting to share feedback on how the meeting went. Leslie felt this would give the team a chance to review their process and would be a good chance for her to implement some changes with their commitment.
The meeting went pretty smoothly by all accounts; by all accounts, that is, except Leslie’s. She shared with the team that she was concerned that too many action items from previous meetings seemed to still be pending. She cited several times in the meeting where something came up that led to discussion as to who had been responsible, and it wasn’t cl
Go Into The Summer Proud Of What You've AccomplishedStudy hard! The first piece of advice you should hear about having an enjoyable summer is that you should work hard in school BEFORE your summer vacation. Go into the summer break as a triumphant young scholar who has had victory over every exam and paper they threw at you over the course of the school year. Of course, you can still have a great summer even if you got a D in physics, but you'll have an even better one if you buckle down and get that B, or A.Make Sure You Enjoy Your Summer By Planning ItHow will you plan this summer when you're busy studying for physics? Esp
The meeting went pretty smoothly by all accounts; by all accounts, that is, except Leslie’s. She shared with the team that she was concerned that too many action items from previous meetings seemed to still be pending. She cited several times in the meeting where something came up that led to discussion as to who had been responsible, and it wasn’t clear. She also mentioned times when things were clearly assigned to someone but they hadn’t yet been completed.
After sharing these comments she looked around the room and saw by nods and body language that people agreed. She paused to see if anyone would speak up. Emma, one of the newer members of the team said, “It has been that way as long as I’ve been here, but we still are doing well, I mean, we get things to Customers on time.”
Howard agreed, but added wryly, “We meet our deliverables, but sometimes with a lot of sweat – plus some of the good ideas we had earlier in the process never seem to get done.” George, who had facilitated the meeting, summarized the other unspoken thought, “All meetings are like that – good ideas come up but they don’t all get implemented. We are just too busy for it to be any other way.”
If you were Leslie … What would you be thinking … and what you do?
The situation that this team faces happens everywhere. As a consultant I have sat in meetings where this occured. I have led workshops for meeting facilitators and had people lament this situation too.
This situation can be solved, with four simple steps.
The Four Steps to Greater Meeting Accountability
1. Capture the ideas. As a meeting progresses and action steps are identified, they must be captured. Write them down on a flipchart, whiteboard or someone’s computer (preferably connected to a projector so all participants can see the list). Leave room to the left of the action ideas for two more columns.
2. At the close of the meeting, ask the respons
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