26 Mar
[email protected] Change

Tips For Virtual Meetings

Times Of Uncertainty Requires Change

Some of you may have already seen Executive Coach Marilyn Brown’s outstanding tips for conducting meetings virtually, but they are worth sharing again. We hope you find them helpful!

Not everyone understands the basic etiquette of on-line meetings – so here are some guidelines that you can use with your teams to ensure a more effective meeting.

For the Meeting Facilitator/Sponsor:

  • Create a clear Agenda prior to the meeting – send it out to the other participants at least 24 hours
  • Make sure the Agenda includes the call in number and link for the meeting
  • Ask everyone who has video to please turn their camera
  • In some cases, voice over IP creates static and background noise. It might be better if people call in on the dial in number vs voice over IP (especially for large groups)
  • Identify a clear objective/outcome for the meeting – What do you want to accomplish as a result of the meeting? Make sure you state this at the top of the agenda and then again at the beginning of the meeting. This way if people have been invited who do not need to be present, they can decline the invite or drop off the call
  • Start the virtual meeting 5 minutes prior to the start time to make sure that you are ready to go and your technology and call in number work. Test all technology (including camera/video, Wi-Fi, and screen sharing) before the meeting
  • Conduct a roll call and make sure the critical attendees are present. (if the call is looking for a decision to be made, and the decision maker is not in attendance, it is probably a waste of time to go forward with the meeting)
  • Ask everyone to introduce themselves (another way of taking roll call)

Because of the stressful times we are in, take a few minutes to check on how the group is doing, how they are feeling. Maybe ask for suggestions on what they have already observed with virtual meetings and how they think virtual meetings can be more impactful.

  • If sharing a document, make sure it is up on your screen and easily viewed.
  • Set some rules for a respectful meeting up front
  • No talking over one another
  • Don’t interrupt other people when they’re speaking (or attempt to speak over them). If this happens – call people on the behavior immediately!
  • Let each person have their time to speak
  • Remind the extroverts that they need to let the introverts complete their thought.
  • Remind the introverts that they need to Speak UP!
  • Don’t stare at your phone while other people are presenting
  • Don’t eat (unless you can do it discreetly)
  • Don’t work on other tasks (like checking email) during the virtual meeting
  • Turn off all notifications and make sure your cell phone is on silent, put your mute button on so people cannot hear distracting background noise
  • Make sure all team members are in a quiet area free from unnecessary distractions
  • If you have part of the group in a conference room and part on the phone – controlling the conversation is more difficult to do – better for everyone to take the call from their individual workstations (also a better strategy right now)

For Participants:

  • If sent a meeting request – either accept the invite or decline with a reason. This way the facilitator does not wait for you to show up to the meeting!
  • Read the agenda and identify what you need to do, have, or bring to be able to contribute and be most effective. Don’t show up for meetings un-prepared!
  • Do not talk over others or feel that your contribution or suggestion is more important than others. Let others complete their thoughts before you jump in.
  • If extr0verted – quiet down, if introverted – speak up!
  • Dial into the call 5 minutes early and make sure you can connect.
  • Put all other devices on mute, turn off IM, eliminate distracting background noise
  • Don’t multi-task – stay engaged and the meetings will go faster and be more productive.

When in doubt, just practice common courtesy. People want to be heard, seen, and respected during an online meeting—just like they do everywhere else.

Following these tips will ensure the success of the meeting!

19 Mar
[email protected] Uncategorized

Responding To Change

Change is the law of life.  And those who look only to the past or present
are certain to miss the future.—John F. Kennedy

Dealing with change comes in varying degrees; some individuals are excited and invigorated when the “norm” becomes the “storm”, and others suffer to the point of almost shutting down when their comfortable routine is disrupted.

Our personalities and styles play a big role in how we respond to change – as leaders we sometimes need to be reminded that our style is not the only style. We need to observe, understand, and ask how others are feeling. We also need to recognize if others are having issues processing the change at hand.

Let’s face it, there’s much uncertainty in the world and not a lot of consistent communication about COVID-19. ie. Lasting impacts, statistics, causes, testing and treatment, etc.

Leadership expert and author Ken Blanchard provides 7 common reactions when change is requested (or when it just happens).
1)     People will feel awkward, ill at ease, and self-conscious. Change means doing something different and, as such, people will almost always react with some degree of discomfort. Be mindful of people’s feelings during this time.
2)     People initially focus on what they have to give up. To move forward, you must deal with what’s new and different. Talk with others about how they feel; give them a chance to process what’s happening.
3)     People will feel alone, even if everyone else is going through the same change. For the change to be successful, it is crucial for people to feel connected and understood. Offer the support people need.
4)     People can handle only so much change. Change may make people become immobilized and less productive. The best response: Have a clear plan and strategy for focusing people’s energy on the few desired behaviors that will produce the greatest results.
5)     People are at different levels of readiness for change. Although almost everyone will experience some resistance to change, some people will start getting excited about the change, while others will dread and resist doing anything differently for as long as they can. Anticipate that not everyone will be on the same timetable.
6)     People will be concerned about having enough resources. To remain competitive in today’s markets, organizations must be more productive with the same or fewer resources. Be ready to explain the need for belt-tightening.
7)     People will long to revert to their old behavior. Typically people hope to return to what they were doing before. This behavior is natural and leaders must counteract it. When we revert to old behaviors, we lose all we have learned.

As a leader what steps are you taking to help navigate times of change? Listen, observe, and provide the necessary support needed to help individuals and teams adapt successfully.

The first step toward change is awareness. The second step is acceptance.
–Nathaniel Branden

12 Mar
[email protected] Leadership

What Makes A “Best Company”?

Dreams can come true, but there is a secret. They’re realized through the magic of persistence, determination, commitment, passion, practice, focus and hard work. They happen a step at a time, manifested over years, not weeks.–Elbert Hubbard

Any idea if your company made Fortune Magazine’s list of the best 100 companies to work for?  Their March 2020 issue features “The Best In The Business” where they not only list the top 100 companies, but also provide some common themes as to why they were selected:

1.    37% of “the best” had a workforce greater than 50% female
2.    49% was the average millennial population
3.    2% was the Gen Z population
4.    12% pay 100% of healthcare benefits for full time employees
5.    44% offer onsite medical care
6.    78% provide subsidized access to fitness facilities
7.    Almost all provide resources to help employees “learn and grow”
8.    84% offer tuition reimbursement
9.    Some have Leadership Academies that:
·         develop future managers
·         focus on talent retention
·         develop “high potentials” for all levels
·         explore and identify core values and translate them into impactful leadership skills
·         understand diverse views and have a less polarizing work culture

A new focus on staying “psychologically healthy” is growing. Some options include depression and anxiety screening, individual and family counseling, mediation and yoga, and even on-campus treatment centers.

And, the biggest commonality? Employees want leaders who will listen. Wegman’s has been on Fortune’s list for 23 years and have been identified as the best of best with their “Ask Bob” initiative. This program is an open line of communication between the 50,000 employees and the Senior Vice President of Operations, Bob Farr. Since 2002 Farr has reviewed and personalized responses to more than 16,000 messages.

As leaders, we likely can not address all the key points listed but we can help our staff with what we call “learn-grow-transform”. We CAN help individuals and teams strengthen their skills. We CAN work to create a better functioning work culture. We CAN practice listening more. We CAN link core company values with desired skills. We CAN address divisive actions and behaviors.

Did your company make the top 100 list? What change(s) would make your company become one of “the best”?

I do the very best I know how – the very best I can; and I mean to keep on doing so until the end.–Abraham Lincoln

05 Mar
[email protected] Leadership

Relationships – They Matter!

Your ability as a leader to create and develop powerful relationships is
fundamental to success.—Sallie Sherman

Relationships really do matter. It could be with colleagues, customers, business partners, vendors, direct reports, senior leaders, and anyone else you interact with on a regular basis in the workplace.

Roger Trapp, a Forbes contributor on leadership shares key points made by Sallie Sherman in her book Five Keys to Powerful Business Relationships. They are:

Stay true to yourself
Sometimes leaders promoted to a higher executive position struggle to grasp new roles. “Those who are able to stay true to themselves and manage their initial anxiety listen more and seek feedback. That allows them to increase trust and develop powerful relationships.”

Manage multiple relationships
So many people will want your time; prioritize your list of your most important working relationships, don’t neglect established relationships, and do allow time to invest in new ones.

Build an organization where relationships thrive
By aligning your culture around values and goals while promoting trust and collaboration, workers are more inclined to take risks, learn from mistakes and adapt quickly.

According to Sherman, the most effective leaders are particularly good at:

Listening rather than talking
Being transparent
Connecting with others

Relationships improve the bottom line, increasing levels of effectiveness, desired results, and satisfaction levels. They can also make work fun!

Leadership is having a compelling vision, a comprehensive plan, relentless implementation, and talented people working together.–Alan Mulally