4 Tips to Make Your Meeting Memorable

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?

10 Ways to Be a Good Follower

I have a strong desire to help improve the quality of leadership in churches and ministries, especially among the next generation of Christian leaders. My youngest son, Nate, who has already proven to be a great leader in the environments where he’s served as one, consistently encourages me that I need to develop good followers, along with developing good leaders.

He’s right.

We aren’t all called to be leaders, although I have a contention that we are all leaders in some environment in our life, even if it’s self leadership. The point is clear though, that not all of us will lead at the same level. Equally true is that it is difficult to be a good leader without good followers.

I’ve listed qualities of good leaders in several post; most specifically in THIS POST. I suppose there is room for a companion post. So, I set out to make a new list. Now, granted, these are important to me as a leader. You may have your own list. In fact, I’ll welcome you to share your thoughts on characteristics of a good follower in the comments. If there are enough added, perhaps I’ll do another post.

Here are 10 ways to be a good follower:

Help me lead better – You see things I don’t see. You hear things I don’t hear. You have experiences I don’t have. Help me be a better leader in the areas where I may not have the access to information you do. I love something our children’s ministry does frequently. They alert me of people who are hitting home runs in their area so that I can personally thank them. I’ve made some great connections this way. I should be recognizing individual contributions anyway and this helps me do that more often. Help your leader do his or her job better. Good followers find ways to make the leader better.

Do what you commit to do – One of the most frustrating things for a leader is to assign a task, practice good delegation, and then watch the ball drop because the person didn’t follow through on what they said they would. It could be an issue of not having the right support, resources or know how, or it could be the person doesn’t know how to say “No”, but good followers find a way to get the task completed, whether by personally doing it or through further delegation. If you aren’t going to complete it, or if you find out along the way you may not, let me know in plenty of time to offer help or find someone who can.

Don’t commit if you won’t put your heart into it – If the leader strives to be a good leader, then he or she wants the task completed well. That won’t happen with half-hearted devotion. Good followers give their best effort towards completing the work assigned to them, knowing it reflects not only their efforts, but the efforts of the leader and the entire team. I need that from those who follow my leadership.

Pray for me – I don’t have all the answers. In fact, some days I have none. I sometimes wonder why God called me to be the leader. I rely on the prayers of others, especially from those I am attempting to lead.

Complete my shortcomings – The reason we are a team is because you have skills I don’t have. To be a good follower means you willingly come along side me to make the team better, bringing insights, talents and resources I can’t produce without you. Don’t get frustrated at something I may not understand or be gifted at doing, but realize this is one way God is using you on the team.

Respect me – There will be days when I’m not respectable, but I do hold the responsibility to lead, so encourage me when you can. Chances are I’ll continue to improve if I am led to believe I am doing good work. In public settings, even when you don’t necessarily agree with my decisions, honor me until you have a chance to challenge me privately.

Love the vision – Genuinely love the vision of the team. You’ll work hardest in those areas for which you have passion. Ask God to give you a burning desire to see the vision succeed, then become a contagious advocate of that vision.

Be prepared – When bringing an issue to me for a decision, do your homework and have as much information as possible. Know the positives and negatives, how much it will cost, and who the major players are in the decision. Be ready to open to having your idea challenged in order to make it better. I also believe in consensus building and a team spirit and don’t want to make all the decisions, so it’s probably wise to have a solution or two in mind to suggest should you be asked.

Stay healthy – I admit, sometimes I run at too fast a pace. I believe a healthy organization is a growing organization and that requires a lot of energy. I also think we are doing Kingdom work, which is of utmost and urgent importance. You can’t be as effective on the team if you are unhealthy physically, mentally, emotionally or spiritually. You can’t always control these areas and life has a way of disrupting each of them, but as much as it depends on you, remain a healthy follower.

Leave when it’s time – I realize this is a hard word, but when you can no longer support the vision or my leadership, instead of causing disruption on the team, leave gracefully. If the problem is me, certainly work through the appropriate channels to address my leadership, but if the problem is simply differences of opinion, or something new God is doing in your heart, don’t stay when you cease being helpful to the team. (Don’t simply stay for a paycheck.) God may even be using your frustration to stir something new in your heart.

What else would you add? What makes a good follower?

When to Allow Failure and When to Rescue

I recently wrote 7 Impractical Leadership Principles and Why I Use Them. One comment on the post stood out to me, because admittedly, as much as I believe in the post, this is a difficult aspect of leadership.

Someone wrote in reference the principle “I watch people fail”:

I am in the middle of the last one you posted and it is tough. Many times I wonder if I should just step in, but I am trying to exercise patience.

That’s a delicate balance. When do you step in and rescue someone and when do you allow the person to possibly fail?

Here is my response:

The balance for me is in how much the failure will injure them versus how much it will teach them.

If I can save them unneeded heartache, then I’m likely to step in an try to help. There are failures we can learn without the need to repeat them. When I was in business, I had people give me fair warning about doing business with certain individuals. In ministry, it’s helpful if I can get a good (or bad) reference before I hire the right (or wrong) person. I am always appreciative of that type of protection and would want to offer it to others.

If, however, I would be stunting the individual’s personal growth by stepping in to rescue them, I may let them fail. Failure is one of life’s greatest educators, so most people grow through trial and error. If, for example, someone on my team wants to try something new. I may feel it isn’t the best decision, or it isn’t the way I would choose to do it, but I usually can’t guarantee it won’t be a success. Instead of going with my gut, I may let the team member follow his or her gut and take a chance. We may discover a home run and I would happily admit my hunch was wrong. Either way, the team member learns something.

The bottom line for me is to discern the greater value…growth of a team member by allowing failure, which ultimately helps the overall team, or protecting a team member from needless injury, which ultimately helps the overall team.

I hope this is helpful in addressing the dilemma. Keep in mind, there are no clear cut lines on leadership issues like this. Every situation is unique. We are keep learning and developing in these areas.

Wow, leadership is hard, isn’t it?

How do you decide when to allow someone fail and when to save them the agony?

The People Doing the Work: A Leadership Pet Peeve

It’s a pet peeve of mine in leadership.

I once had a boss who told me how to do my sales meetings with my department. He wasn’t going to be at the meeting. He didn’t know the people on my team. He was holding me accountable for results in sales, not in organizational leadership, but yet he continually gave me the script for meetings as he thought they should be led. I had to turn in reports, which indicated I had followed his agenda.

I hated it. And, when I could, I secretly altered things and scripted my own way. Maybe it was rebellion…okay, it was rebellion, but…

I never thought he was practicing good leadership.

As a leader…

If you aren’t going to be doing the work, don’t script how it’s done.

You can share your thoughts and ideas…

You can share what you want accomplished…

You can give input…

You can monitor progress…

You can even hold people accountable for progress…

But the people who are actually at the meetings…

Doing the work…

Carrying out the plans…

Getting their hands dirty…

Should determine how the work gets completed.

There, I feel better.

Any questions?

7 Things I Learned from a Poor Management Experience

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.)

7 Ways to Raise up Young Leaders

I talk to pastors and leaders my age and older who want to see a new generation of leaders, but either don’t know how or can’t seem to find them. Frankly, some pastors I talk with are frustrated with what they see as a lack of leadership among the newer generations.

As a church planter, we hired several staff members into their first ministry position. We struck “gold” several times. I was frequently asked how we have managed to find so many talented young leaders at Grace Community Church. Much of the work God has done at that church plant was done through the leadership efforts of people 10, 15, and 20 years younger than me.

Here are 7 ways to raise up young leaders:

Give them opportunities – That sounds simple, but it’s not. Many leaders are afraid to hand off real responsibility to leaders half their age. I understand, because I made some huge mistakes as a young leader, but at the same time, that’s how I learned. Younger leaders want authority and a seat at the table now, not when they reach an expected age. Is it risky? Of course, but it awesome has the potential for awesomeness to occur.

Share experiences – Young leaders are open to learning from a mature leader’s successes and failures. They enjoy hearing stories of what worked and what didn’t. That’s actually one of the beauties of the newer generations. The young leaders on my team actually seek out my personal experience. They will still want the chance to learn on their own, but they are ready to glean from the wisdom of those who have gone before them, especially in the context of relationships.

Allow for failure – People of all ages will make mistakes in leadership, regardless of their years of experience. For some reason that seems magnified for the younger leaders, which is one reason older leaders sometimes shy away from them. An atmosphere which embraces failure as a part of the growth process, invites younger leaders to take chances, risking failure and exploring possible genius discoveries.

Be open to change – More than likely, younger leaders will do things differently than the older leaders did things. They want more flexible hours, different work environments, and opportunities to work as a team. It may seem unnatural at first, but let their process take shape and you’ll have a better chance of leadership development occurring.

Set high expectations – Having different working methods shouldn’t lower standards or quality expectations. The good thing is the younger leaders, from my experience, aren’t looking for a free ride, just a seat on the bus. Hold them accountable to clearly identified goals and objectives. Applaud them for good work and challenge them to continually improve. It’s part of their growth process.

Provide encouragement - Younger leaders need feedback. They seem to want to know how they are doing far more often than the annual review system of the past afforded. They are looking to meet the approval of senior leadership and the organization. Keep them encouraged and they’ll keep aiming higher.

Give constructive feedback - Again, younger leaders appear more interested in knowing they are meeting the expectations of senior leadership, so acknowledge that fact by helping them learn as they grow. Don’t simply share “good” or “bad” feedback. Rather, with the goal of helping them grow as leaders, give them concrete and constructive reviews of their performance. Help them understand not only what they did right or wrong, but practical ways they can get better in their work and leadership abilities.

Raising up younger leaders is crucial to a growing and maintaining healthy organizations and churches. We must be intentional and diligent about investing in the next generation, understanding their differences, and working within their culture to grow new leaders.

Young leaders, what did I miss?

Mature leaders, what else are you doing?

5 Traits of the Aware Leader

The longer I’m in leadership, the more I realize I don’t always know fully the real health of my team or organization. At least as much as others do. I want to know, but often, because of my position, I’m shielded from some issues.

I’ve learned, right or wrong, agree or disagree, that some would rather complain behind a leader’s back than tell him or her how they feel. Others assume the leader already knows and still others simply leave or remain quiet to avoid any confrontation. I’ve made the mistake of believing everything was great in an area of ministry or with a team member, when really it was mediocre at best, simply because I was not aware of the real problems in the organization.

It can be equally true that a leader doesn’t know all the potential of an organization. Some of the best ideas remain untapped for some of the same reasons. People are afraid of their ideas being rejected, so they don’t share them. They assume the leader already knows, or they simply never take the time to share them.

If a leader wants to be fully aware, there are disciplines he or she must have in place. For example, as a leader, do you want to easily recognize the need for change and the proper timing to introduce it? That comes partly by being a leader aware.

Here are 5 traits of the aware leader:

Asks questions – Aware leaders are consistently asking people questions and making intentional efforts to uncover people’s true feelings about the organization and their leadership. (Read 12 Great Leadership Questions HERE.)

Remain open to constructive criticism – Aware leaders make themselves vulnerable to other people. They welcome input, even when it comes as correction. They realize that although criticism never feels good at the time, if processed properly, it can make them a better leader. (You may want to read THIS POST and THIS POST about how to and not to respond to criticism.)

Never assumes everyone agrees – Aware leaders realize that disagreement and even healthy conflict can make the organization better. They expect differences of opinions on issues and they are willing to wrestle through them to find the best solution to accomplish the vision of the organization, even if that opinion belongs to someone other than the leader.

Never quits learning – Aware leaders are sponges for information. They read books, blogs, or they might listen to podcasts. They keep up with the current trends in their industry through periodicals and newsletters. They never cease to discover new ideas or ways of doing things.

Remains a wisdom seeker – Aware leaders surround themselves with people further down the road from where they are in life. They most likely will use terms like mentor, coach or consultant. They are consistently seeking the input of other leaders who can speak into their situation, make them a better leader or person, and ultimately help the organization.

Great leaders are aware leaders. Does that describe you or your leader?

What would you add to my list to describe an aware leader?

Making Decisions versus Finding Solutions

I was working with a church recently that has a leadership issue, which is causing harm to the church. One of the staff members is extremely popular with the people in the church, but he is considered a lousy team player by the rest of the staff. He’s lazy, divisive, and disrespectful to the senior pastor.

The pastor and key leadership realize a change needs to occur. He’s been counseled and threatened with his job, but he knows he is popular and therefore refuses to change. The pastor, who has been at the church less time than the other staff member, knows he could never recover from letting him go.

I was asked to help the church find a solution to the dilemma. If I were simply encouraging them to do the right thing…that would be easy, in my opinion. He needs to go, because of the flippancy he’s shown towards leadership. Unfortunately, what is easy isn’t always best.

It was a reminder:

The answer to problems is often easy, but the solution can often be hard.

Want an easy answer to the above scenario?

There can even be three options on the table. The senior pastor can either fire the associate pastor, quit as the pastor, or live with the problem. That’s easy isn’t it. Choose the one that seems best to you. You could even draw numbers out of a hat for that one if you can’t decide. (One for fire, two for quit, and three for live with…in case you weren’t following.)

Finding the solution to a problem is much more difficult.

I have my particular easy answer, but finding a solution is a more delicate process. It involves making hard decisions and dealing with hard consequences. It could be either of the three easy answers, but a solution is bigger than making a decision. To be a solution it would involve the follow through…clean-up…and the working of the situation for the ultimate good of the organization. That’s hard, messy, difficult work.

Making decisions…Easy

Finding solutions….More difficult.

By the way, great leaders don’t just make decisions…they find solutions.

Honestly, would you rather make decisions or find solutions?

(Please know I changed some details of this story to protect identities.)

If You Want to Attract Leaders…

One of the most frequent criticisms I receive from young leaders about their organizations is that they aren’t given adequate responsibly or authority. They are handed a set of tasks to complete, but they don’t feel they have a part in creating the big picture for the organization. Since most of the young leaders I talk to are in ministry, this means it’s happening in the church too. :)

Do you want to lead a successful organization (church) that attracts leaders? Here’s my best advice:

Hand out visions more than you assign tasks.

In order for the organization to be successful, you’ll need to attract leaders. You know that, right? You need to know something about leaders and potential leaders.

Leaders want to work towards a vision, more than they want complete a set of tasks.

Leaders don’t get excited about checklists and assignments.

Leaders want to join a great vision, then help develop the tasks to accomplish it.

Leaders get excited about faith-stretching, bigger-than-life, jaw-dropping acts of courage. That’s the kind of vision they want to believe in and follow. “To do” list often gets in the way of that kind of fun. Visions excite them, details to complete them don’t.

So, if you want to create a successful organization, recruit leaders, hand them a big vision, with lots of room on the implementation side, then allow them to choose how they will accomplish that vision.

Hand them the vision, then get out of their way and let them do their work.

That doesn’t mean your work is over. They’ll need your help along the way. They’ll still need your help to develop structure, discipline and follow through. But that’s way different than handing them a set of tasks. That’s practicing good leadership and delegation skills. (You can read 4 Critical Aspects of Healthy Delegation HERE.)

I realize this is especially hard for perfectionist leaders who want to control every outcome. (Leaders like me; just being honest.) You’ll have to take a risk on the people you’ve recruited to lead and discipline yourself to let them work in their own way. You’ll get burned a few times, but overall, you’ll find more success when you:

Paint big visions…not specific tasks…

When you do this you’ll attract and develop more leaders and a more successful organization will be built and sustained.

How are you at releasing your vision to others?

Would you rather be handed a vision or a set of tasks to be completed?

12 Great Leadership Questions

One of the best things a leader can do is ask the right questions. I love to say, “A leader can only see what a leader can see”. The leader can often be the last to know where there is a problem or what others are thinking, so asking questions is critical to good leadership. Great leaders ask great questions.

Here are 12 great leadership questions:

What can we learn from this?

Do you understand what I’m asking you to do?

How can I help you?

What’s next?

Where should we be placing our best energy?

What am I missing or forgetting?

How can we do it better next time?

What do you think?

What changes could we implement to make your work life better?

What would you do differently if you had my position?

Are you enjoying your work?

How can I improve my communication with you?

Pick a few of those questions, try them on your team, and let me know your results.

What question would you add? (See, there’s another great question.)