The meeting didn’t go well. In fact, one executive walked out before it was formally ended. Several people were annoyed or impatient while others, looking bored, simply didn’t participate. It was ultimately a waste of people’s time and energy, and left a few bad feelings to be cleaned up later.
What was the purpose of this meeting? That was the problem. The people who called the meeting expected everyone on the “committee” to bring their “homework” – ideas for who should be invited to the event they were planning plus some ideas for which tasks they would do to make the event special. But the people who attended the meeting had not done their homework, did not offer to take responsibility for any tasks, and perhaps did not even understand that they were on a “committee” to produce an event.
Martin, one of the people there, said, “I expected another brainstorming session of ideas. But they wanted commitments on what I would do for this reunion event next Spring. I wasn’t ready to add anything more to my schedule.”
Time wasted in meetings is bad enough, but when people get irritated and angry we have to admit this is a meeting gone wrong. What could have helped? A few tips from managers I’ve known:
- At the end of a meeting, make any assignments clear to all. The best way is to write them on the board or the computer screen where all attendees can see them. Then ask for comments and make revisions if needed. Then ask for commitment: “OK, does everybody agree to do this?”
- Before the next meeting, send an email with a copy of the assignments to everybody in the group. Subject line: “Reminder of Meeting Assignments”.
- At the start of the next meeting, ask for a show of hands: How many of you did the assignments for this meeting? If it’s less than 60%, don’t go forward with the meeting until you’ve all had a conversation about the purpose and the value of these meetings and doing the assignments. Are we serious about this? If so, what can we do to increase participation, engagement, and responsibility for results?
Those 3 things have helped several managers be more personally effective at work. One said, “I streamlined our meetings and now they are quicker, more businesslike. Things are getting done on time.” Another told me, “Two people dropped out of the group after a couple of meetings like this and I’m glad they’re gone. If they aren’t in the game, they’re wasting my time and theirs.” Another reported, “I’ve taken one of my meeting-groups off my calendar. Just cancelled the whole thing. They weren’t committed to it, and I’m not going to try and pull them up the hill.” He seemed pretty happy about that.
There was an article on the internet a while back about how to know when it is time to leave your job. I talked with a young professional recently who told me her friend, Shane, was thinking about quitting. Shane’s problems included:
- Two bosses who aren’t as smart or experienced as Shane is;
- A boss who could – but doesn’t – do something about the way other groups operate inefficiently and cause delays, extra work, and inefficiencies for Shane;
- Bosses in the company who assign work to Shane without being specific about exactly what they want, and without mentioning the other people who have related assignments; and
- Bosses who evaluate Shane on work and timelines he cannot control, meaning that Shane’s accomplishments go unrecognized and unappreciated.
Many people would accept those excuses as valid, but an employee who is a chronic complainer about his bosses, and who blames other groups for their “unproductive” ways of operating, could be overlooking one big opportunity. Shane could take responsibility for altering the situation.
I know it might sound unsympathetic, but it really deserves a little investigation to find out what’s going on with those 4 complaints:
- Does Shane have a habit of being judgmental and critical of others?
- Does he usually expect higher-ups to smooth out his relationship with other groups instead of doing it himself?
- Would it help if he asked for more specifics when he is given an assignment, and if he asked to know who else was assigned related tasks?
- Maybe if Shane documented his tasks-and-times he would be able to make a case for his accomplishments and also make the inefficiencies created by other groups more visible to the boss. But without being able to show specific facts, he just sounds like a whiner.
Bottom line: You know you really need to find a new job when you have genuinely practiced having more effective conversations – and when you’re sure that nothing more will make the situation any better. Learning to make good requests (performance conversations) and give good feedback to others about your work realities (closure conversations) will do more to improve the quality of your work life than blaming or complaining. Don’t give up until you’re sure you’ve done your best to communicate effectively.
Consider a visit to http://usingthefourconversations.com/personal-communication-assessment/) – this personal communication assessment tool lets you see which conversations you’re already good at, and which you could practice improving. It’s quick, and better than another day of unhappiness at work.
Most managers have some confusion about “accountability”, but one manager I talked with recently takes the cake. Howard complained about the poor quality of employees, saying that his (mostly young) staff people are “not accountable”.
“They just do the work they think they should do, but they are not accountable for their results,” Howard explained, summarizing our 20-minute conversation about his office problem. Three things are missing from this logic:
- Howard seems to think that accountability is an inborn trait that people either have or don’t have. I asked him how he would know if his people were being accountable, he said, “They would report their results to me on a regular basis.”
- He didn’t specify exactly which results they should report. If they are doing “the work they think they should do”, then what reporting does Howard expect? A report on the results they think they should be producing?
- Howard has exempted himself from any responsibility for establishing accountability as part of his management practices. In fact, I didn’t hear any management practices at all in our conversation about accountability.
Accountability requires clear requests and promises to produce results. And it requires follow-up: Howard will need to identify which results he wants each person to report on, and schedule a time for that to happen. Without a clear management request for specific results, there is no accountability. Without a specific date and time to report on those results, there is no accountability.
“You have to set it up,” I explained, “so you can get the feedback you want about what is actually being produced. Accountability requires being specific about what and when to count, track, and report. It’s your job to create the framework for that to happen.”
“Too much work,” he said. “I shouldn’t have to do that.”
Poor Howard. He prefers to rely on Authority, even though that’s just a hierarchical position with a title of some sort given by his higher-ups. Authority will never help him build accountability in his unit. But he doesn’t think he needs to do that anyway.
Howard insisted, “They should know their jobs”. He refused to clarify expected results, much less set up a weekly report-out meeting. He even rejected the idea of having his employees create and update a team-customized “results scoreboard”.
Then he went back to complaining about “young people today”.
The program last week was based on the responses of a 50+ person group that took our Workplace Communication Assessment (a freebie on www.usingthefourconversations.com). The #1 issue for managers – and #2 for staff – sounded familiar. They all agreed on this:
“Changes are implemented without discussing them with the people whose jobs will be affected by the change.”
This complaint is often associated with workforce discouragement, where managers and staff no longer even try to do anything about gaining a say in a change proposal. Then we hear the popular criticism of “Change for the sake of change”, and everyone rolls their eyes when they hear another one coming. What to do?
- Initiative conversation. When introducing a change, link it to a mission, goal, or objective. Every change needs a context that is clearly stated and easy to recognize as something important and worthwhile.
- Understanding conversations. Schedule one or more dialogue meetings with the people whose work will be affected by the change and the people who will be implementing the change. NOTE: That’s a dialogue, not an announcement or a speech. The people whose work will be affected will tell you why the change will never work. That’s exactly what you want! Here’s how to conduct those dialogues:
- Write down each specific reason for “Why It Won’t Work” on a whiteboard or a computer screen that everyone in each dialogue can see.
- Keep adding to the list with every dialogue, and letting everyone see the growing list. Encourage them to make revisions, clarify the items, and add to the list.
- After everyone has weighed in, send out the finished list and ask people to rank the items from 10 – “The Real Reason It Won’t Work”, down to 1 – “A Possible But Unlikely Reason It Won’t Work”.
- Post the new rankings of “Reasons It Will Never Work” in a place where everyone can see it, along with this question: “If we work together to handle each of these items, can we make this change work?”
- Performance conversations. Make a request to everyone who participated in the “Why It Won’t Work” dialogues. Ask, “Who is willing to take on some of the tasks of either implementing the change or resolving those barriers on the list?” Make agreements with those who are willing to come on board, and don’t be mad at the others who are holding back for a while longer.
- Closure conversations. Start having regular “Change Implementation” meetings to review the necessary tasks, assignments, and agreements with other groups to make the change happen. Check things off task and barrier lists, say Thank You a lot, and keep your list of assignments, deliverables, and agreements up to date. Then go back to Step 1 and re-introduce the change; Step 2 to talk about what needs attention now that things are underway; and Step 3, inviting others to step in to adopting a task or process.
We humans are so funny. We want to keep things the same. And we want to be part of changing things. Resistance is fun – and so is the game of making things work. Help people join the game.
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