This is a guest post from Ami Dean. Ami is the CEO and Mailroom Clerk at The Rally Point, a creative meeting space and conference center in Peoria, IL. For 20+ years she has trained & developed corporate teams in high performance. Visit her blog at www.amidean.wordpress.com

Here are 4 tips to make your meetings memorable:

Make Your Meetings Memorable

According to surveys by Wharton Center for Applied Research, managers report that only 56% of their meetings are productive – and that 25% would have been more effective as conference call, memo, or voicemail. Conclusion: the cost of misguided meetings is high.

Meetings are the window to the soul of your business or team. If developed and managed correctly, meetings can give you insights, ideas and direction that can propel your goals and objectives into another realm. So how do you keep our meeting from becoming a universal joke about useless and ineffective meetings? Here are 4 tips that will help and, create results you’ll love!

Let Them Contribute – This is the one thing that will make or break a meeting. It’s so hard to do and absolutely must be a rule you follow to keep ideas flowing and to allow people to contribute in their way without a filter being applied or any kind of judgment on their ideas. You shouldn’t moderate anything in an effective meeting and really anything goes. All ideas. Weird, difficult, unrealistic and any other ideas must be allowed. These, in fact, allow people to be comfortable with the creative process and you want to promote and encourage ideas, not instill fear of blurting out a dumb idea. There is no reason to have any criticism in a meeting (or anywhere else for that matter) and if you see that happening at any time, put an end to it and reinforce that you welcome weird, and what even seems like bad ideas.

Let Them Talk To Thy Neighbor – Encouraging participants to idea build during your meeting can substantially increase outcomes. NO IDEA IS OFF LIMITS (see #1 above) and all thoughts should be received well and listened to. You never know when that magical moment of playing off each other’s idea is going to spark the next big swing in direction your team moves in – so squelch the Shhhhhhhh’s and watch the creativity fly!!

Let Them Think Ahead – How many meetings have you attended that started out with the meeting facilitator passing out a ream of handouts or projecting a PowerPoint slide for discussion. The mere thought makes me cringe – it’s uber frustrating! A group read along is hardly productive for goal accomplishment. For MAX productivity and assurance of results – send all participants the PowerPoint deck 48 hours before the meeting time and let them prepare AHEAD for your discussion. Allowing your participants to do pre-work on charts, graphs and reading material is a sure fire way to gain maximum engagement in your meeting and will hands down give you the “Best Presenter of the Day” award.

Let Them Focus – When at all possible, get them out of their natural office surroundings. THINK DISTRACTION FREE! You may think that being “close to home” is the way to go and will cut the cost of your meeting, but email, phone calls and co-worker interruptions COST YOU AND YOUR MEETING PRODUCTIVITY more than a day at an offsite. Find venues that know how to cater to your meeting objectives and agenda. Those venues are worth their weight in gold.

Meetings aren’t going away (we don’t think they should). They are a necessary part of our every day work life. Creating effective meetings however, take time and a little creativity to improve morale, increase productivity and substantially increase engagement. When those three benefits happen – you’ll never go back to that boring old PowerPoint deck again (Thank goodness!!)

How does your team make meetings more memorable?

I talk to pastors frequently who find themselves in a difficult situation. Many times they know the right thing to do, but they can’t bring themselves to do it. Often, the advice I give is simply received with a reply such as, “I know it’s probably the right thing to do, but it seems like it would be easier just to _____”.

I understand.

Honestly, good leadership isn’t always practical. Seriously. Think about it. Sometimes it would be easier just to take the most efficient way. It’s less controversial. It allows the leader more control. It happens quicker.

I’ve learned, however, that the most practical way isn’t always the most prudent way.

Let me explain.

Here are 7 impractical leadership principles I practice:

I don’t meet alone with the opposite sex – Unless there is someone else in the office, I don’t meet with females alone. I don’t meet with them for lunch or coffee, except in extreme situations. I know, it’s not practical, but it not only protects the integrity of my marriage and ministry, it protects the perception of my marriage and ministry. Which is almost as important. (BTW, I wrote about that process of protecting my ministry HERE.)

I don’t make major decisions alone even if I have the authority – I always invite a team of people, many wiser than me, to help me discern major decisions. I realize it slows down the process. Sometimes it even kills my plans, but it has protected me over and over from making foolish decisions.

I try to kill my own ideas – I wrote about this recently HERE, but I try to find the holes in my ideas and even try to talk people out of it after they’ve already bought into it. I know; crazy, right? Time and time again this process has improved the decisions I make and it always builds a sense of ownership for everyone on the team.

I respond to criticism – What a way to slow down progress! Talk about insane. Why listen to people who have negatives to add to the positives? But, I even listen to anonymous critics sometimes. I previously wrote the RIGHT WAY and WRONG WAY to respond to critics, but I’ve learned that criticism often is correct and it always makes me better. Whether I yield to it or not, it forces me to consider sides I wouldn’t otherwise.

I give away tasks to someone less experienced – I do it all the time. I surrender my right to decide to one with many years less experience than I have. Some would call that dumb, but I call it genius. The best leaders on our team were “discovered” this way.

I push for best – It’s always easier and faster to compromise. Settling for mediocre saves time and energy…and it makes a leader more popular! I work through conflict to get to the best solution for everyone. I know, time consuming, but in the long run, the organization wins!

I watch people fail – You heard me. I’ve let people make a mistake I knew they were going to make. How dumb can one leader be, right? Why not jump in to save the day? I’ve learned, however, that if I do always stop what I see as a mistake, I may miss out on something I can’t see. Plus, I’ve learned my best leadership from the mistakes I’ve made. Others will also.

There! So much for being impractical. Way to waste some time. Good job being Mr. Inefficient! But, if you want to be a great leader, find ways to avoid practicality.

How good are you at being an impractical leader? What other impractical leadership principles have you seen?

Years ago I was working in retail. I was in college, but serving as an area manager for a large department store. I was responsible for ordering the basic items in my department, making sure we were always in stock with regular sellers. One of those items was a collar extender. I don’t know that those are even used anymore, and I never used one personally, but basically it was a metal button extender that allowed a man to wear a shirt as the man grew larger, by making the neck bigger. (You know you wanted to know that.)

Anyway, we normally kept a couple boxes with 12 extenders in each in stock. When we had sold one box I was to order another box. They weren’t fast sellers, so it didn’t happen often. I noticed one day that we were down to our last box, so I placed an order, but instead of ordering one box of 12, I incorrectly order 12 boxes of 12. That’s pretty much enough for a decade of extender sells.

I had made a mistake.

How did management handle the issue?

The morning after the arrival of our new case of extenders, a memo was sent to all area managers, in every department, throughout the store. It read something like, “From now on, all orders will need to be signed by a supervisor prior to completion.” I was instantly frustrated, since I knew the memo was a direct response to my mistake. No one had said anything to me. I had not been reprimanded. It was never mentioned otherwise, but now we had a new policy, which affected everyone, because of my one error. (BTW, extenders retailed for $1.25 back then.)

The new mandate slowed down the progress of everyone, because they now had to wait for approval before they could order basic needs. It was not accepted by other managers, proved to be more of an inconvenience than it was worth and soon no one practiced it at all.

What did this experience teach me?

Weakness in leadership never produces the desired result.

How should it have been handled?

In my opinion, I should have been called aside, made aware of my mistake (to let me know they knew), and allowed me learn from the experience. If I continued to make the same error, which I never did again, then further action could have been taken.

The incident helped shape some of my leadership.

Here are 7 things I learned from a poor management experience:

• Never send an email (today’s memo) to correct an action.
• Never over-react to a minor issue.
• Never make a policy to correct a single error.
• Never single someone out publicly who hasn’t been talked to privately.
• Never punish everyone for the mistake of one.
• Never act like it’s not a big deal if you think it’s a big deal.
• Never be so weak as a leader that you fail to address the real issue, or the real problem, even if the real problem is a person.

I am certain I have repeated each of these myself at times, but the experience truly did shape my leadership and management practices. The best thing this experience did for me was give me a principle I have used and often shared with other leaders:

If you need to slap a hand, bring a ruler and show up in person.

BTW, need a collar extender? I know where you might can find one.

(In complete transparency, it’s been almost 30 years and I don’t remember all the specific details of this incident. Also, though this story is from actual experience, in fairness to others involved, I altered some of the details to protect identities.)

I don’t write many strictly business posts these days, even though I spent more than 20 years in that world. This article caught my attention though:

Bonds outperform stocks

(Click on the title to read the article. Basically, bonds are now outpacing stocks on a 30-year average return.)

I can’t help but believe this isn’t great news for a capitalistic economy. In a very simplistic view, stocks are based more on the assumption of risk. Bonds are based more on the assumption of security. When a capitalistic economy stops taking risks, it’s ceasing to live up to what it was designed to do. (I realize many times investors are looking for options other than stocks, but it doesn’t negate my point about a capitalistic society.)

What difference does all this make in terms of my calling now…as a pastor?

Well, I think the same is true for me (and those with similar callings). I see too many people in positions of leadership in the church who become comfortable and resist walking by faith.

When we stop taking the risks involved in fully surrendering to God’s will…when we become complacent or satisfied…we cease to live up to what we’ve been designed to do.

Is God placing something on your heart?

God calls us to things which require personal risk. Following God requires great faith, even more so the longer we follow Him. People don’t always agree when you step into “God-following” territory. It may even appear at times we are going to fail, at least in the short run. God callings often take years to see returns from the investment. Don’t settle for what appears secure at the time. It never really is!

If God says “Go”, do so in spite of your fears!

Be honest pastor,have you been settling for what’s comfortable these days?

Also, do you have an interest in business or politics, in addition to your God-calling? (Please don’t leave me alone here.)

(Art work courtesy of me.)

One qualification to be an effective leader, especially at a senior level, is the ability to see beyond the organization’s current path.

Effective leaders appear to have a unique perception ability…

• A leader’s view goes beyond what’s expected to sense and prepare for the unexpected…
• A leader looks outside the norm to attain untapped potential and seize opportunities…
• A leader observes what needs changing to stir enthusiasm and fuel momentum…

I’m not sure whether it is by discipline or by personal wiring, but a leader has an ability to see beyond the scope of things as they currently exist. He or she appears to see things others simply can’t see or aren’t looking for. It’s a keen sense of awareness, which in my opinion, seems to exist with all effective senior leaders. It’s obviously not an ability limited to the senior leader, but it is critical with this position of leadership.

Without the ability to work from this perspective, in my opinion, the leader’s potential is limited.

Give me your thoughts. Would you agree?

I know numerous leaders with great potential…

They have all the appearance of being a good leader…

But they lack one thing…or two…

There are a few killers of good leadership…

Any one of these can squelch good leadership…

It’s like a wrecking ball of potential…

It’s not that they can’t lead, but to continue to grow as a leader…to be successful at a higher level or for the long-term…they must address these issues.

Here are 12 killers of good leadership:

Defensiveness – Good leaders don’t wear their feelings on their shoulders. They know other’s opinions matter and aren’t afraid to be challenged.

Jealousy – A good leader enjoys watching others on the team excel.

Revenge – The leader that succeeds for the long-term must be forgiving and knows that “getting even” only comes back to harm them and the organization.

Fearfulness – The good leader remains committed when no one else is and must take risks no one else will. Others will follow. That’s what leaders do.

Favoritism - Good leaders don’t have favorites on the team. They reward for results not partiality.

Ungratefulness - Good leaders value people, knowing they cannot attain success without others.

Small-mindedness – Good leaders think bigger than today. They are dreamers and idea people.

Pridefulness - Pride comes before the fall. Good leaders remain humbled by the position of authority entrusted to them.

Rigidity - There are some things to be rigid about, such as values and vision, but for most issues, the leader must be open to change. Good leaders are welcome new ideas, realizing that most everything can be improved.

Laziness – One can’t be a good leader and not be willing to work hard. In fact, the leader should be willing to be the hardest worker on the team.

Unresponsiveness – Good leaders don’t lead from behind closed doors. They are responsive to the needs and desires of those they attempt to lead. They respond to concerns and questions. They collaborate more than control. Leaders who close themselves off from those they lead will limit the places where others will follow.

Dishonesty – Since character counts highest, a good leader must be above reproach. When a leader fails, he or she must admit their mistake and work towards restoration.

A leader may struggle with one or more of these, but the goal should be to lead “killer-free”. Leader, be honest, which of these wrecking balls do you struggle with most?

What would you add to my list?

Can you think of any other killers of good leadership?

W H A T

I’ve often written this with three steps, but I’ve found something is more memorable if it has an easy to remember formula.

If you are trying to complete a difficult assignment…

When you aren’t certain all parties are as committed as they need to be…

When you are trying to rebuild your trust in a relationship…

Before you commit to a partnership…

At the beginning of an important venture…

Take the WHAT Test

Where Where do you want to go? Seriously talk through the end goal. What do you want to accomplish? Define a win! Make sure this part is very clear up front.

How – How will you get there? What’s the plan? Who is going to do what? Who’s responsible? Who’s in charge? What are the necessary steps involved?

Agreement – Are you in complete agreement with the previous two? This is critical. Don’t neglect this important step. Don’t move forward without this step. Are you sure that you are sure?

Tenacity – Are you willing to pay the price to see it through? Most great ideas fail…not because they weren’t great ideas…but because no one had the tenacity to see them through. Decide on the front in that all parties have a “whatever it takes” attitude. This will save you many headaches and heartaches down the road.

WHAT you are trying to accomplish will seem more attainable when you can pass the “What Test”.

There are dozens of applications for this simple formula, but the point is that strategically thinking through these steps will help protect and build or rebuild the relationship; plus keep all parties from being disappointed.

Does it help you to script things like this to help you remember and apply them?

Here are twenty random words associated with leadership…

• Purpose
• Integrity
• Values
• Strategy
• Principles
• Humility
• Passion
• Delegation
• Empowerment
• Sincerity
• Risk
• Confidence
• Commitment
• Wisdom
• People
• Honesty
• Compassion
• Sensitivity
• Determination
• Courage

Plus yours…

What would you add to my list?

Bonus round:

If you had to choose only 5 as being most important…

Which would you choose?

I want to come help your leadership!

If you lead a team…

I want to help you be a better leader…

It won’t be easy…

You’ll be intimidated at first…

You’ll be nervous…

I promise…

But…

It will open your eyes to some holes in your leadership…

It will help your team trust you more…

It will make your team’s communication better…

It will challenge you to improve personally…

I promise…

Want to know more?

Click HERE.

Responsiveness is extremely important in leadership and organizational health. It’s one of the non-negotiables for teams I lead. (I wrote about those non-negotiables HERE.) Being responsive shows that a leader cares for others, recognizes their value, and is disciplined enough to follow through.

There are times, however, when I believe responsiveness is not only the wise or right thing to do, critical in terms of protecting the relationship. If you are leading in a church or a business, these individuals demand a timely response if there is any hope if keeping them.

Here are 4 times when responsiveness is critical:

Busy leaders - If the President of the United States ever calls you it would be best not to say, “I’m busy right now, I’ll call you back”. Some people simply live busier lives than others. They aren’t better than others, just busier. They aren’t more important, but they often carry more responsibility. If they extend you time, they expect a timely response.

First timers - Whether a new customer or first time visitor to the church, these people don’t trust you yet. If you let them down early, you’ll never connect with them.

Injured or hurting people – Broken people are more skeptical of trusting others. They’ve received disappointment in life, usually from other people. Unresponsiveness now is received as further rejection.

People in crisis mode - In the moment of crisis, people understandably become incredibly dependent, perhaps even somewhat self-centered. Unresponsiveness is akin to uncaring for them.

Let me be clear, I’m not suggesting you can solve the person’s concerns immediately or that you have to drop everything else to respond. What I am contending is that with these type scenarios, responsiveness becomes even more important to protect the relationship. It could be as simple as a message which says, “I’ll get back with you soon”, which is not a bad practice with everyone. (Just make sure you keep your commitment!) It might be that you quickly refer them elsewhere for assistance. You could even delegate the response to someone else on your team. With these specific groups of people, the key is that some response comes in a timely fashion if the relationship is valued enough to protect.

Do you agree with my assessment?

What other groups would you add to my list?