One of the reasons meetings become such wastes of time and money is that leaders, managers, and meeting facilitators repeatedly fail to frame the context. Another is that leaders and managers dominate the conversation and fail to assume a sincere listening posture.
How does one lead without micromanaging, most especially when there is such high risk of liability/failure/ethical compromise? What distinction can be drawn, really, between that of Management and Leadership, when it comes to function?
A recent privilege to work with an organization trying to move their strategic efforts forward resulted in the following note when we sent them the tightly distilled, one-page version of their plan (excerpted and adapted to the purposes of this blog post):
Here is a recent exchange with my class I'm currently teaching for CLA's Online Academy regarding executive leadership (FYI - the next round of classes are about to start!). It is brief but I thought it worthy of a larger audience.
I have a tendency to skim over information that seem like territory I've covered before. Just because I've covered it doesn't mean others have, however. I have to keep getting thunked on the side of my head with painful reminders that just because I know something doesn't mean others do. This is particularly true with presiding over and participating in meetings. If I want to stop wasting time in meetings that don't go anywhere, just avoiding them won't be enough. I have to help others--especially colleagues--learn to be more effective.
Topics: process consulting, Organizational Development. effective nonprofit ma, leadership development, Mark L. Vincent, Design Group International, unproductive meetings, leadership coaching, Leading meetings
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