2. In the last 50 years ordinary men
and women have cured countless diseases,
saved millions of lives, returned safely
from the moon, and removed the pips from fruit.
4. Maybe, scientists will announce a missing gene...
the meeting gene?
...that has blinded us to
the horrors done unto
others in meeting rooms
around the globe.
6. Perhaps some bright spark will find
a defective neural pathway
that pumps adrenaline when we gather
to listen to the minutes from incredibly
important meetings we were not
worthy enough to attend.
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effective managers
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are very common.
1000’s of them.
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BTW... the least
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members can’t wait for those meetings to end.
We observed
Which is probably a good thing, because team
fewer team meetings than the most effective.
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We found the least effective managers have
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One-way communication,
information overload,
compliance-focused get-togethers
aren’t as much fun as you think!
19. The most effective managers,
who’s team members look forward
to team meetings and report
serious organisational benefits...
20. focus on
4 priorities
4. Monitoring continuity 1. Producing a Result
Celebrating, Actions that
acknowledging directly link to
contributions and the organisations
keeping everyone objectives
accountable.
3. Facilitating Growth 2. Innovating Work
Continuously
improving
productivity through
Developing team process innovation
members collaboratively
21. focus on Producing a Result
A team meeting that starts with team and
organisational goals shows this is a business
meeting, no matter how much fun you make it.
Managers that have high performing teams tend
to spend the first 25% of the meeting on goals.
1. Producing a Result. Focus on Actions that directly link to the organisations objectives
22. Reflect on achievements,
discuss what the team wants to accomplish tomorrow
and plan how to get there.
Clarify the team + organisations goals. Ask team members to share their goals.
It is important to help team members Give each team member a minute or
see the link between what they do and two to briefly share their performance
the core goals of the company. goals, how they are travelling and
what they will do to meet them.
Relate short-term team goals to the
organisations vision so people can see
how they make a difference. Ask all team members to make
suggestions based on their experience,
particularly if there is a shortfall in
Record team commitments and evaluate
individual or team goals.
the success of actions under-taken
after the last meeting before moving
on.
1. Producing a Result. Focus on Actions that directly link to the organisations objectives
23. focus on Innovating Work
Move from ‘what’ needs to be achieved to ‘how’
to improve the way you accomplish goals.
High performing managers spend about 25% of
the meeting on improving productivity, by
making processes and tools easier and better.
2. Innovating work. Focus on continuously improving productivity through process innovation
24. Collaborate on improved processes and tools.
Make what team members do every day easier.
Get everyone participating.
Ask team members to focus on Share and discuss current & future
improvement. changes.
Large scale changes might be out of Few things say “you’re not important”
your sphere of influence but improving more loudly than withholding
smaller, tactical processes and tools important information Team Members
can have a big impact. need. Sending it via eMail is no better.
Ask the team to pick a simple process
Between team meetings make a note
or tool and brainstorm ideas that will
of all current or future changes that
improve it. Implement the change
impact team members... keep everyone
quickly and let team members know. in the loop (verbally, not via eMail)
and ask for constructive suggestions
in or after the meeting.
2. Innovating work. Focus on continuously improving productivity through process innovation
25. focus on Facilitating Growth
High performance managers also focus on ‘how’
to accomplish goals through professional
development. They spend at least a quarter of
the meeting on learning from each other.
3. Facilitating Growth. Focus on developing team members collaboratively
26. Provide a forum for learning from each other
and the teams collective mistakes.
Ask team members to share expertise. Conduct role plays & debrief as a group.
Give each team member a minute or Ask: what happened, what worked well
two to share what they have learned and what could be done differently.
between team meetings.
Learn from individual and team mistakes.
If a team member has a BIG
LEARNING give them more time to One of the best times to learn is when
share and discuss. things don’t go to plan. Brainstorm
ideas to ensure the team doesn’t make
Ask team members to share learnings the same mistakes again.
and observations from coaching
sessions...
3. Facilitating Growth. Focus on developing team members collaboratively
27. focus on Monitoring continuity
Spend the remaining time celebrating team
members accomplishing. Encourage team
members to take responsibility for this section
of the meeting. They can show their appreciation
of each other just as easily as the manager.
4. Monitoring Continuity. Focus on Celebrating, acknowledging contributions and keeping everyone accountable.
28. Celebrate wins,
reward outstanding contributions
and keep everyone on the same page.
Celebrate accomplishments and small wins. Confirm values and high standards.
Let team members know their effort is If you have a list of team values or
appreciated. Even a small memento or a commitments (and you should) discuss
thank you can have a big impact. them as you bring the meeting to a
close.
Keep rewards small, tailored & relevant.
Ask team members to share how they
Avoid comparing team members, it annoys have lived the values between team
people more than it helps them. Involve meetings.
everyone in the celebration and ask team
members to commend others when
appropriate. At the end of the meeting team
members should leave motivated and
clear about the teams high standards.
4. Monitoring Continuity. Focus on Celebrating, acknowledging contributions and keeping everyone accountable.
29. Always start a team meeting on-time (even if
others are late) and allocate at least an hour.
If you have a team of ten, that’s 10 person hours you
are responsible for... spend at least an hour
preparing for the meeting.
30. Let team members know what you expect from them
(for example: arrive on time, participate, ask
questions, one conversation, et al).
Be flexible with timings but always finish on time.
31. Open the meeting, then let team members do the
talking... it’s their meeting.
Your role is to keep things on track, ask thought
provoking questions, facilitate activities and mediate
personality clashes.
33. Jason Moore will help you make work better
A world in which people can produce a meaningful result, innovate, grow, live up to a high standard and enjoy what they do everyday.
Jason delivers practical, cutting-edge insight in a presentation
style that has been described as ‘expertise with humour’.
Producing a Result
Actionable ideas are at the heart of every Jason Moore engagement. Over 20 years of
research, consulting, leading and keen observation of the best and worst of today’s
leaders has gone into creating one of the strongest, most practical approaches to
developing leadership.
Jason and his company are dedicated to making work better and developing leaders
who will have the greatest possible impact.
Innovating Work
By observing thousands of teams and noticing where they spend their time and
effort, Jason found a simple but enduring truth: High performing and low performing
managers focus their time and effort on completely different things. Top performers
consistently focus on 4 simple leadership priorities: Producing a Result, Innovating
Work, Facilitating Growth and Monitoring Continuity.
Facilitating Growth
With humour and candour, Jason will share with you simple, practical and common-
sense secrets that only the top 10% of managers use.
Contact Jason at jason@beingculture.com...
Jason is a member of the Monitoring Continuity
Australia Institute of Professional Facilitators
For Details on how Jason Moore can uniquely tailor an engagement to your specific needs,
contact him at jason@beingculture.com