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Posted by Dick Axelrod.
Dick Axelrod co-founded The Axelrod Group, Inc., a consulting firm that pioneered the use of employee involvement to effect large-scale organizational change. He is the author of Terms of Engagement: Changing the Way We Change Organizations and co-author of Let's Stop Meeting Like This.
Be it General Motors, the Veterans Administration, or the U.S. Congress, the answer to the problems these organizations face is always the same: change the organization’s culture.
Culture change appears to be a daunting task. A task so big, so formidable, we don’t even know where to start. So we give up. We go along all the while blaming the culture for the way things are. This is convenient, but hardly useful.
There is a way to shift your organization’s culture that is within your control and is not beyond your reach: Change the way you lead and participate in meetings.
Yes, meetings, those mind- numbing, energy- sapping experiences that we love to complain about but do little to change. With 11 million meetings per day in the U.S. alone and half of them unproductive, the ripple effect of changing a meeting can reach far beyond the meeting itself.
Leadership expert Peter Block writes in his foreword to Terms of Engagement: New Ways of Leading and Changing Organizations
With 11 million meetings per day in the U.S. alone and half of them unproductive, the ripple effect of changing a meeting can reach far beyond the meeting itself.
Meetings are cultural snapshots of how people in the organization relate to each other. They tell us all we need to know about power and authority, decision-making, communication patterns and the way people relate to each other.
Sara Miller Caldicott describes in a recent Forbes article how CEO Allan Mullaly’s use of meetings was vital to Ford’s turnaround. “… it would have been a moot victory had Mulally not also changed the way meetings were conducted, the way supplier agreements were developed, and the way people treated each other day-to-day. It has been reported that before Mulally took over, internal meetings at Ford were like mortal combat. Executives regularly looked for vulnerability among their peers and practiced self-preservation over collaboration. Mulally changed all that, making executive meetings a safe environment where data could be shared without blame, improving collaboration and setting the stage for innovation success.”
The structure, aliveness, deadness, whisper or shout of a meeting teaches and persuades us more about the culture of our workplace than all the speeches about core values and the new culture we are striving for.
While I’m sure the meetings Sara Miller Caldicott describes at Ford were efficient, that was not what she chose to highlight. The new ways of working together that these meetings fostered made the difference at Ford. Success in these meetings required a combination of listening, inquiry, and straight talk. Caldicott goes on, “By personally modelling candor and willingness to openly speak about complex, taboo subjects, Mulally built a safe operating environment for his direct reports.”
Productive, collaborative meetings require a different kind of meeting agenda, an agenda that puts as much emphasis on the meeting’s process as its content. We have found that the Meeting Canoe™ gives meeting leaders such a framework, one that produces seismic shifts in the way people meet.
Creating meetings where people feel Welcome and Connected to the task at hand helps create an environment that supports fruitful dialogue. Listening, straight talk, and inquiry are the essential skills needed in the Discover and Elicit portion of the agenda. Being clear at the outset about the process the group will use to make decisions gives everyone a clear understanding of the rules of the game. Attending to the end provides closure to the experience, giving everyone an understanding of the decisions reached, the path forward and a way to improve future meetings.
Creating meetings where people feel Welcome and Connected to the task at hand helps create an environment that supports fruitful dialogue.
When your meeting carries with it the electric charge of autonomy, challenge, learning, meaning and feedback, your meetings become productive work experiences. The more features you use, the better your meeting will be.
Meetings provide a rapid way to shift your organization’s culture no matter where you sit in the organization. The beauty about what happens in meetings is they are under our control. If you are a meeting leader, you can use your power to create meetings such as those conducted within Ford– or not. You can use the Meeting Canoe framework– or not. You can create meetings that carry an electric charge– or not. You can decide whether your meeting experience will be one of self-preservation or collaboration. It’s up to you. When’s your next meeting? Head for the Meeting Canoe.
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