4 Reasons They Don’t Want to Learn… and 5 Suggestions

I’ve learned in leadership:

You can’t teach someone who doesn’t want to learn.

It is true. Perhaps you’ve tried. I’ve been worn out trying to teach principles I know someone needs to learn…everyone can see they need them…but they seem to ignore them. They keep making the same mistakes. They never seem to catch on. They never seem to learn. It doesn’t even seem they want to. Many times it’s because they don’t.

It can be frustrating, but sometimes the person who doesn’t want to learn is me. Sometimes it’s you.

It’s not only in leadership. It’s true with all of life. Some people simply don’t want to learn. They aren’t teachable at the moment.

I’ve discovered that the reasons someone isn’t willing to learn may not always be the same. The reason may not always be what we think it is. In fact, there may be several reasons.

Here are 4 reasons people may not want to learn:

They don’t think they need to learn anything – This is the one that frustrates us the most, and it’s the one we accuse people of the most. It’s true, arrogance is common in leadership, but also among those who need to be led. Many leaders feel they are in a position because they are the only ones who could do the job. Everyone around them may know that’s not true, but they can’t see it. They don’t care to learn from others, because they aren’t willing to admit or see they have anything to learn. Sometimes those who still have much to learn are too proud to admit it.

They don’t know they need to learn anything – It may sound similar, but this is a different reason. It isn’t arrogance than causes this one, but rather ignorance. We’ve all been there at times. Many times I’ve assumed I had the answers already. It wasn’t that I wasn’t interested in learning more…I just didn’t know there was more to learn. I’ve said before, the older I get the more I realize I don’t know yet. Some of that comes with maturity and age. Some of it comes with experience. But, many times we don’t think we need to know anything new, because we don’t see enough problem with what we already know.

They don’t want to learn from you – This is a hard one for leaders to accept, but it’s actually quite common. It could be a relational issue or a positional issue…it might simply be a personality clash, but for whatever reason, it keeps them from desiring to learn from you. As a parent, there were seasons when my boys learned more from others than they did from me. I welcomed that and was appreciative of those who spoke into their life. This has been true also when someone was supposed to be leading me, but I knew more about a subject. It takes a very humble person to learn from those you’re supposed to be leading. I’ve had times when someone on my team hears the same thing at a conference I’d been saying for months. It sticks coming from someone new. Don’t be offended if they aren’t always listening to you, but make sure they are listening to someone.

They want to learn on their own – There’s nothing wrong with this, as long as they remain teachable. In fact, it should be encouraged at times. Some of the best lessons in life come from trying something and succeeding or failing. If they aren’t being arrogant, give them the freedom to explore independent of you. It will help you, them and the organization.

But, regardless of the reason….

You can’t teach someone who doesn’t want to learn.

That’s why the best leaders I know…the best teachers…the best parents…

Spend as much time motivating the learner as they do teaching them.

In the book “Switch”, authors Dan and Chip Heath call it “motivating the elephant”. Your job as a leader, if you desire people to want to learn from you, or even from others, is to motivate them to want to learn.

How do you do that?

If you want people to listen to you:

Here are 5 suggestions:

Value the person – No one follows someone willingly who they don’t believe cares for them. Zig Ziglar’s famous line “People don’t care how much you know until they know how much you care” is true. Don’t expect people to want to learn from you until they know you have their best interest at stake and that you care for them personally; not simply what they can do for you or the organization.

Paint a great vision – You have to give people something worth following. It needs to stretch them, while still being attainable by risk, faith and hard work. When they know there’s a glimmer of hope to the finish line, they’ll be more willing to learn what it takes to attain it.

Communicate it frequently – Even the best vision fades over time. People get bored. Andy Stanley uses the phrase “vision leaks”. If you want to maintain your audience of followers, you have to keep reminding them why you are doing what you are doing.

Tell compelling stories – People are motivated by example. They want to know that what they are doing makes a difference. People will be more likely to seek your input if they know you are leading them to something of value and importance.

Share in the reward – People only feel valued when they get to celebrate the victory. If all the recognition goes to the leader, the follower feels taken advantage of to some degree. If you want people to keep listening…listen to them…share the credit…celebrate often.

What other ways have you found to get people to want to learn from you?

5 Secret Traits to Make a Better Leader

When I first became a leader, I had no clue what I was doing. I was a high school student and had just been elected student body president. I had served as class president and in a few other positions, but there didn’t seem to be a lot of responsibility that stretched me at that point. As president of the study body, now a senior, I quickly realized lots of students and teachers were looking to me for leadership.

We were in the second year of a new school and most of the students were forced to leave their previous school to attend this one. Some went willingly, but many were reluctantly bused to a school absent of many of their friends. In my first year at the school, as a junior, I was one of the reluctant students. In my new position, I knew firsthand the need, as well as the challenge, to encourage the morale and build momentum in this new school.

Thankfully I had a seasoned leader for a principal. Mr. Huggins was a retired Army colonel who loved seeing students succeed. He became my mentor and my biggest supporter.

Through his leadership of me, I learned a few secrets, which helped me as I entered the business world, led in the corporate world, and later as I led my own businesses. Even today in ministry, these same “secrets” have made me a better leader. I’ve gotten lots of practice with them and they are more comfortable to me now, but they still are pillars of my understanding of what good and effective leadership looks like.

Here are 5 secret traits to make you a better leader:

Let go – The more you learn to delegate the better your leadership will appear to others. When you let go and let others lead, it will actually look like you’re doing more, because your team will be expanding the vision far beyond your individual capacity. Good leadership involves empowering people to carry out the vision. (You may want to read THIS POST about empowering leaders.)

Give up – You can’t control every outcome. Have you learned that secret yet? Some things are going to happen beyond your ability to guide them. Leaders who attempt to control stifle their team’s creativity, frustrate others on the team and limit the growth and future success of the organization. (You may want to read THIS POST about controlling leaders.)

Don’t know – If you don’t have all the answers, people will be more willing to help you find the answers. If you try to bluff your way through leadership, pretending you don’t need input from others, your ignorance will quickly be discovered, you’ll be dismissed as a respected leader, and you’ll close yourself off from gaining wisdom from others. The best leaders I know are always learning something new…many times from the people they lead.

Waste time – Great leaders have learned that spending time that other leaders may feel is unproductive usually ends up being among the most productive use of their time. (I wrote a post about this principle HERE.) Spend time investing in people, in ways that may or may not produce immediate results, and over time, you’ll find your team to be more satisfied and more productive in their work.

Bounce off – The more you deflect attention from yourself to others, the more people will respect you. People follow confidence in a leader far more passionately than they follow arrogance. You can be confident without demanding all the attention or without receiving credit for every success of the team. Great leaders know that without the input and investment of others they would never accomplish their goals. They remain appreciative of others and consistently share the spotlight. (You may want to read the attributes of a humble leader in THIS POST.)

What secret traits have you learned that make one a better leader?

When You Can’t Stand the Heat in the Leadership Kitchen

When I was growing up I frequently heard the phrase…

If you can’t stand the heat, get out of the kitchen.

Are people still saying it and I’m just not hearing it?

Either way, I think that phrase applies in leadership, only I’m not sure that’s the only option.

Are you experiencing the “heat”; the stress of leadership? Do you feel you are in over your head? Are you not able to keep up with the demands on you personally and you are, therefore, questioning your abilities as a leader? Do others have the perception you can’t accomplish what you are supposed to do? Perception is often more powerful than reality.

I have been there numerous times as a leader. At 20 years of age, I was thrust into a management position, because the manger left suddenly. By default I was given responsibility I had bluffed upper management into believing I was prepared to do. I wasn’t. When I became a self-employed small business owner I quickly realized the ball rested in my court, I was responsible for meeting payroll for others and myself, and I was in well over my head. As the pastor of a fast growing church, there have been many times I’ve not known what to do. Thankfully, I’ve matured enough to admit it these days.

When you find yourself in over your head in leadership, using the analogy of the heat in the kitchen…

I think you have a 3 basic options:

Get out of the kitchen – Let’s be honest and admit that you may be in the wrong kitchen. The heat may be too much for you. Sometimes you simply aren’t a fit for the role. It doesn’t mean you aren’t a fit for any role, just not this one, or in this organization. My leadership style wouldn’t work in many churches. Being willing to admit it saves you heartache, your team from destruction, and the organization from having to make difficult decisions regarding your leadership in the future…when everyone discovers you’re out of your league.

Learn from better cooks – Maybe the oven temperature is set too high. Perhaps you are using the wrong ingredients. Maybe you need better assistant chefs. I’m not trying to stir up a recipe simply to fit this point in the post (Okay, please admit that’s funny), but you may need to invite input from people who have been cooking (leading) longer than you have. Leadership can be lonely, but it doesn’t have to be done alone. Find those who are willing to invest in you. That often begins with the humility to admit you need help and the willingness to ask for it.

Improve the kitchen – Perhaps it’s the environment you’ve created in the kitchen. You may need to change the people who are seated at your kitchen table or who are watching you cook. You may need to get a better stove or, as I’ve learned, even getting the right spatula will make me a better cook. Again, I’m not trying to overuse this analogy, but the point is that in leadership we usually have to get better before we can get bigger. Sharpening our personal skills, growing the strength of our team, placing the right people in positions around us and improving the organization’s culture and environment can be helpful when a leader feels overwhelmed. You have to do what it takes to become a better leader. I got a second master’s degree to help me in leadership. You may not need to go to that extreme, but you should be intentional about gaining the training and experience you need to be a lead at a higher level.

Feeling hot in the leadership kitchen? You may need to get out…but there may be other options.

Got any other kitchen leadership analogies you’d care to share?

Share your story of when the kitchen was too hot for you in leadership. What did you do?

The Question Behind the Question

You’re familiar with the common scenario where someone approaches you for advise for a “friend”. Everyone knows that “friend” is the person asking the question.

That scenario happens in leadership also.

Good leaders attempt to get to the question behind the question.

The question behind the question may be the most important question.

When someone is asking the leader a question, the leader needs to consider if the question is the real question or a disguised question to get to an unspoken question.

Confused?

Sometimes, whether because of fear, insecurity or intimidation, people are hesitant to share what’s really on their mind. They ask questions or make statements that are really innuendos of a bigger issue.

Good leaders look beyond what’s being verbalized. They attempt to discern the motive and intent of the question or statement. They ask follow up questions to make sure they understand the concern or input being given.

The health of the organization may depend on knowing what’s really being communicated…or not being communicated.

Next time someone asks you a question…or makes a statement…consider whether there is a question beyond the question.

You may now want to read “10 Symptoms of the Unaware Leader“.

10 Symptoms of the Unaware Leader

A couple years ago there was a consistent problem in one of our areas of ministry. It was something which I would have quickly addressed, but no one brought it to my attention. Thankfully, I’ve learned the hard way that what I don’t know can often hurt my leadership or the church the most, so I’m good at asking questions and being observant. Through my normal pattern of discovery I encountered the problem, brought the right people together, we addressed the problem and moved forward.

End of story.

It reminds me though that the leader is often the last to know when something is wrong. I tell this to our team consistently. You only know what you know and many times, because of the scope of responsibility of the leader, he or she isn’t privy to all the intricacies of the organization. Some people, simply because they would rather talk behind someone’s back than do the difficult thing of facing confrontation, tell others the problems they see before they share them with the leader. Without some systems of discovering problems the leader may be clueless there is even a problem.

Not knowing is never a good excuse to be unaware.

It’s not a contradiction in terms. I’m not trying to play with words. I’m trying to make an important leadership principle. As a leader, you may not know all the facts, but you should figure out how to be aware enough as a leader to discover the facts which you need to know.

Not certain if you are an aware leader?

Here are 10 symptoms of the unaware leader:

  • Not knowing the real health of a team or organization.
  • Clueless to what people are really saying.
  • Unsure of measurable items because they are never measured or monitored.
  • Not asking questions for fear of an unwanted answer.
  • Not dreaming into the future; becoming content with status quo.
  • Preferring not to know there was a problem than that there is one.
  • Ignoring all criticism; dismissing it as negativity.
  • Not learning anything new, relying on same old ways to consistently work.
  • Making every decision without input from others.
  • Assuming everyone supports and loves your leadership.

There are some things the leader will never know. That’s okay. Walking by faith is a good thing. I highly encourage it. There are issues within the life of an organization, however, that while the leader may not know readily, or even want to know, he or she should explore continually.

Want to test your awareness?

Try this simple experiment. Send an email to a fairly sizable group of people you trust…key leaders…staff members…friends…. Make sure there are some people on the list who you know will be honest with you. In fact, tell them you want them to be. Tell them that you are trying to be more aware as a leader and need their help. Ask them: What am I missing? What do you see that I don’t see? What should I be doing that I’m not doing? What are people saying that I’m not hearing? Who on my team is keeping from me how they really feel?

Now, to really make this experiment successful, let them answer anonymously. You trust them, right? Set up a Survey Monkey account and let them respond without having to add their name.

See what responses you receive.

Not ready to do that? You could simply address the symptoms above and see how that improves your awareness as a leader. Whichever you choose…here’s to knowing what you do not currently know! :)

What other symptoms are there of an unaware leader?

Five Decision-Making Lessons for Leaders

This is a guest post by Tor Constantino. He is a former journalist, has an MBA, and works in public relations where he has directly reporter to several CEOs in his career. He lives near Washington, D.C. with his wife and two daughters. You can read his blog and follow him on Twitter.

Not all decisions are created equally – some are much tougher for a leader to make than others. Consider the recent decisions surrounding National Football League quarterback, Peyton Manning.

A Gordian Knot of Decisions

The future NFL hall-of-famer recently left the Indianapolis Colts to become the starting quarterback for the Denver Broncos.

Prior to that decision, Manning had only played professionally for Indianapolis. The team drafted him out of college more than 13 years ago. During that tenure, Manning won a Super Bowl, was selected for multiple Pro Bowls, was named league MVP and never missed a game.

However, he missed the entire 2011 NFL season due to a series of spinal surgeries and physical rehabilitation to alleviate neck pain and weakness in his throwing arm that had developed over time. When Manning and the Colts ownership decided to part ways, there were no less than 12 different NFL teams that were lined up waiting to woo the QB to their respective franchises.

How Did He Decide?

While each team had its pros and cons, each was unequivocally willing to open their respective checkbook to corral the superstar player. According to media reports, within a week the final three teams Manning was considering were: the Tennessee Titans, San Francisco 49ers and the Broncos.

Less than 14 days after his release from the Colts, Manning signed a life-altering deal with Denver for $96 million over five years. While some questioned the move, many applauded the decision.

While nobody knows all drivers of Manning’s decision…

There are some general lessons to be learned when big decisions must be made.

1. Relationships Trump Talent

Initially,sports experts believed that Manning would select the resurgent 49ers organization since the team is loaded with a slue of talented players, a top-rated defense and an aggressive, young coach. However, insiders reported that Manning developed a strong relationship with Broncos General Manager, John Elway who led the Broncos to multiple Super Bowls as a QB in the twilight of his career – very similar to Manning’s situation. It seems that the trust and common bond that was fostered between these two men, trumped a decision based purely on a team’s raw talent.

2. Trusted Advisors are Essential

Anyone who’s followed his career knows that Manning has a tight circle of counselors. Those have included his agent Tom Condon, former Indianapolis Colts coach Tony Dungy and General Manager Bill Polian as well as Manning’s dad, QB legend Archie Manning and others. Once he was released by the Colts that circle tightened to only include his most experienced and trusted advisors who helped him consider and evaluate all the decision variables to ensure nothing was fumbled.

3. Not Every Decision is a Long-Term Decision

Most management books stress the need to make decisions with the long view in mind. However, in the Manning example, he took a decidedly short-term perspective. A few weeks after signing with the Broncos, Peyton turned 36 years old – for an NFL quarterback that’s nearly retirement age. Manning clearly wants to add to his legacy and win as many championships while he physically can. The Titans had even offered him an ownership stake in the team once he left the game, but Manning believed he had a better chance of winning in the short-term with Denver – which seems to matter to him more.

4. Removing Barriers Helps Solidify Decisions

One of the most interesting, yet under-reported, aspects of Manning’s contract negotiations was that he was willing to release the team that signed him from financial obligations if he was unable to perform as a result of any complication related to the neck surgeries or previous nerve damage he suffered. Shrewdly, once Manning knew the team he wanted he removed the most serious objection – his health – before it became an issue, which saved time and helped solidify his decision.

5. Decide Based on Your Strengths

Manning is unique amongst NFL quarterbacks in that he is often compared to an on-field offensively-minded coach or veteran offensive coordinator as well as player. As such, he has complete command of the offense both on and off the field. Interestingly, the two head coaches for the Titans and 49ers were both offensive players in the NFL, while Broncos head coach Jon Fox has a decidedly defensive-focused approach to the game. Manning knew his personal strengths and understood that Denver afforded him the greatest opportunity to lead and play the game his way, while helping the entire organization.

While few of us will have to decide between NFL teams to play for or the value of intangibles beyond a multi-million dollar payday, we can clearly see the benefits of a thoughtful decision process that, if applied, can help anyone make the right call in the game of life.

Question: What tactics help you make decisions?

Healthy Teams in 10 Easy Phrases

Want to be a part of a healthy team?

Do you like simple?

Maybe we’ve made this more complicated than it has to be.

Here are 10 easy phrases for healthy teams:

Relationships matter more than structure or systems

Everyone wants to be respected and valued

Good communication is paramount

Conflict can’t be avoided

Rally around and love a common interest

Attitude is usually more important than aptitude

Pull together when times are tough

When one wins we all win…let’s celebrate

Enjoying the process is part of the plan

There are no minor roles

Which of these does your team most need to improve upon?

Who knows? If you did it right, you may be able to stop at number one!

Got one to add?

Church Staff – a Totem Pole or Bicycle Wheel?

Today is Administrative Professionals Day. In that honor, I’m sharing a guest post by Linda Gillis. Linda is a retired Church Secretary, Speaker, and Author of the Incidents and Inspiration from the Church Office meditation series for church support staff. You can find her ministry online at souly4you.com

Church Staff – a Totem Pole or Bicycle Wheel?

In doing research for my new book, Preachin’ to the Pastor … and anyone else who will listen, I am interviewing church support staff around the United States. My first interview began with Pam (name changed to protect her position), a seasoned secretary in a mid-size congregation in an upper-middle class community. She serves alone in the office as the office manager/secretary and support to two pastors, a music director, financial secretary, and a part-time janitor. We chatted over lunch and shared similar incidents from working in a church office.

After lunch, I began the interview by asking Pam, “How would you define your ministry at this church?” She hesitated before saying, “I’m the low man on the totem pole. Even the janitor gets more respect than I do.” As she continued to speak, tears formed in her eyes. “I’m the last one to learn what’s going on around here and the first one to hear all the gripes…. I work hard and go home feeling crushed. I’d quit, but I need this job. Deep inside, I really do want to work here.”

In my mind, I pictured Pam at the base of a totem pole with the janitor straddling on her shoulders and the other staff members wobbling above him. At the top of the pole, the two pastors are perched side by side with outstretched arms, forming the shape of a cross. I thought for a moment before saying, “Pam, in some ways, as the office support person, you are the low “man” on the totem pole, but you shouldn’t feel the weight of everyone above you.”

In most cases, the threshold of the office is where ministry begins in the church—when the telephone rings or someone walks into the office. The support staff is trained and available to assist pastors, musicians, youth directors, boards, and members of the church to more effectively enable the ministry of serving God. They are not hired just to produce mounds of paper, put out fires, or to pay the bills! However, an office staff is only as strong as those who serve above them on the “totem pole.” When chaos begins at the top (or anywhere on the pole), the ripple effect causes the ground beneath the office to quake, resulting in low staff morale and stress-related burnout.

Instead of visualizing a church staff as a totem pole, I prefer to think of it as a bicycle wheel. The hub (the church office) is the strength of the wheel, but a hub is of no use without the rest of the wheel. It takes many “spokes” (the pastors, lay ministers, musicians, janitors, etc.) attached to the rim and tire (the council, committees, members of the congregation) to accomplish the mission of the church. When the bearings in the hub rotate freely about the axle, the wheel turns smoothly. However, if one or more spokes attached to the hub shell breaks (or a bearing wears out), the wheel begins to wobble and become unsteady—making for an uncomfortable ride.

Be it a totem pole or a bicycle wheel, every one serving in a church deserves respect and encouragement for his or her ministry. No one should feel the weight of the rest of the staff or be out of balance with one another.

Share their burdens, and so complete Christ’s law.
 If you think you are too good for that, you are badly deceived. Galations 6:2,3 (The Message)

Pastor, give a shout out to those who help you do what you do!

7 Dangers of the Proud Leader

Recently I preached on the danger of pride. (You can watch that message HERE.)

If you follow this blog, you know I tend to think a great deal about leadership. I have a heart for developing good leadership in the church and in ministry. As I wrestled through this particular message preparation, I kept thinking about places I see pride creep into leadership; even my own leadership. If we are not careful, our attempt at good leadership will be derailed by the pride of our hearts.

Remember, “Pride goes before destruction”. (Proverbs 16:18)

Have you ever known (or been) a proud leader?

Here are 7 dangers of the proud leader:

Refuses to listen to advice from others – Proud leaders “know it all”. Of course, that’s not reality, but it’s often their perception of reality. Certainly their pride causes them to want you to believe that is reality. Their attempt to perpetuate the perception of superiority causes them to ignore the wisdom of others.

Makes excuses for mistakes – Proud leaders refuse to admit their errors. They scoff at any insinuation a mistake was theirs and refuse ownership of the team’s failures. It’s always someone else’s fault when goals aren’t reached, mistakes are made or momentum stalls. They don’t learn from times of failure; they try to hide them.

Protects position at any cost – Proud leaders try to keep others from gaining power or influence. They limit people’s exposure and stifle leadership development. They tend to curtail information and keep power within an arms length of their control.

Takes complete credit for a team’s success – There is only one clear winner on a proud leader’s team…the proud leader. Proud leaders take the microphone first. They have their name on every award. They keep the prime, attention-gaining assignments for themselves. They make sure they are in the “right place at the right time”, so no one steals their potential for applause.

Fails to see personal shortcomings – The proud leader becomes immune to his or her own deficiencies. Pride keeps him or her from getting honest about their weaknesses with anyone, including themselves. Proud leaders are careful to present themselves as flawless, whether in personal appearance or job performance. They may go to extreme measures to cover up any hint of an insufficiency.

Solicits grandstanding on their behalf – You’ll know about a proud leader’s accomplishment. They’ll be the first to start the cheers on their behalf. Proud leaders say things which promote the receiving of positive encouragement or feedback. They’ve been known to stage things so it doesn’t look like they initiated the recognition.

Removes God out of the supreme position – The ultimate danger of a leader struggling with pride is to remove God from the seat of control. Proud leaders refuse to submit to the will of God, preferring to chart their own path.

What other dangers have you seen in proud leaders?

Be honest, do you see yourself struggling in any of these areas? Is pride an issue for you?

Remember, “Pride goes before destruction”.

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?