What if you were the team that were known for having amazing meeting processes?

It’s amazing how many participants in workshops, as well as clients, share that they get double and even triple booked to meetings. Inviting someone to a meeting when they are already booked in another meeting is not just unprofessional but it’s disrespectful. Interestingly, with RESPECT (or something similar) being a common organisational value, it’s not demonstrated by this simple act.

Now not only is this time pressure present, but often their meetings are ineffective (particularly online ones), with the core elements of clear objectives, processes and actions missing.

I also often hear, “We need to have another meeting cause we didn’t get to an action in the previous one.”

Through Covid and with team members working from home, many extra meetings were implemented. With so many meetings still online and ineffective, organisations need to review, reset and refresh their meeting processes.

Now, some sobering statistics on meetings in 2024 (sourced from Flowtrace)….

• Only 12.6% of meeting invites that are sent out are ‘optional’.
• Employees spend on average 392 hours per year in meetings.
• In the United States, an estimated 11 million meetings are held every day, translating to over 1 billion per year.
• Interestingly, a majority (83.13%) of employees spend up to one-third of their workweek in meetings.
• The average organization spends roughly 15% of its time in meetings.
• 92% of the workers spent time multitasking during virtual meetings.
• 96% of professionals have missed meetings.
• 52% of employees start to lose attention in meetings between 0 and 30 minutes.

So what if you were the team that were known for having amazing meeting processes?

Be the change, get back to basics…

1. Include a clear agenda, outcomes, roles and responsibilities in the meeting invite.
2. Ensure at the start of the meeting everyone is aligned for the outcomes.
3. Find space in someone’s calendar when booking a meeting. If it’s super urgent/important, call/message them to explain and work out a way to meet.
4. Constructively challenge attendance if multiple people from the same team are attending. Can one person from that team attend and share notes?
5. What information can you circulate before the meeting to create a more valuable discussion in the meeting?
6. Whose strengths can you leverage to make the meeting more effective?
7. Don’t set the length of the meetings for 30 mins/60mins etc. Make them 25mins/50mins, giving people a break between meetings and you will still cover all you have to.
8. Ensure actions, next steps, communication is clear (and owned) at the end of the meeting.

As Simon Sinek says, “Teams build before the meeting starts.”
Allow time in the meeting for participants to connect before you jump right in to the agenda. This is even more important with online meetings.

As we approach the end of the year (wow it’s gone quick!), it’s a perfect time to reset your meeting processes, taking time to identify what’s working and what could be better.

I had a chat with a wonderful client recently who asked me, “What fills your cup?”

I let them know mountain bike riding, cooking, gardening, watching movies and spending time with the family having deep discussions and laughing.

He advised he is on a mission to find out what fills people’s cup and make it happen.

To that I said, “My thought is, it’s not your role to fill their cup. Yes, understand it, coach and remind them to fill their cup. Otherwise it’s your responsibility and not theirs.”

Just liking putting on your oxygen mask first, you need to look after yourself and support others to look after themselves.

Resilience comes from taking the moments and time to fill your cup. Otherwise, when it feels like you’re serving others or doing things from an empty cup, there’s no reserves and you can feel drained and depleted.

So find out from your team and the people around you what fills their cup, and then support, encourage and coach them in filling it up themselves.

Additionally, here’s some further tips to build your resilience…

1. Get a good night’s sleep
2. Start your day strong; get clear on what success looks like each day
3. Be grateful for the little things
4. Move your body everyday, doing exercise that brings you joy
5. Pause and breathe
6. Meditate and focus (be easy on yourself)
7. Stay hydrated (2L to 3L of water a day)
8. Embrace a growth mindset – reflect on what’s working and opportunities for further growth
9. Focus on aiming your Strengths
10. Have the challenging conversations.

The more conversations we have and actions we take around building resilience and taking radical responsibility of our wellbeing and what brings us joy, the more content, engaged and inspired we are all going to be.

In the dynamic landscape of leadership and team dynamics, influencing stands as a cornerstone skill. Yet, many find themselves grappling with its nuances, often hindered by fears of appearing insincere or overly sales-oriented. This reluctance to embrace influencing hampers the implementation of changes, adoption of new behaviours, and successful project delivery. However, the truth remains whether we realise it or not, each of us wields influence through our words and actions.

At the heart of effective influencing are two fundamental elements… the HEAD and the HEART.

The HEAD represents facts, data, figures, and analysis—essentially, the rational side of persuasion. On the other hand, the HEART encompasses emotions, motivations, passions, and stories. Where human connection and empathy thrive.

Like many other Australian families, we bought a mid-size SUV in the past couple of years. I watched countless videos of car reviews, comparing different vehicles & exploring their stats and specs. I consumed details on boot size, fuel economy, power, torque, ride height, fuel tank capacity. Even down the path of the approach angle for off-roading, even though the most the car will see is a gravel road! My wife got sick of me sharing videos with her and that I still hadn’t made a decision.

It wasn’t until we test drove several models and got to FEEL what they were like did we make a decision. It was the visceral experience—the sensation of being behind the wheel, the emotions evoked—that ultimately swayed our choice. In that moment, it became evident it wasn’t just about the stats, it was about the emotional resonance, the envisioning of future journeys, that sealed the deal.

Whether rallying a team around a transformative change or spearheading organisational initiatives, it’s imperative to strike a balance between the rational and the emotional. Yes, ROI projections and cost-benefit analyses hold significance, but it’s the human stories, the emotive connections, that truly captivate and motivate.

When endeavouring to inspire change or foster engagement, remember to appeal to both the HEAD and the HEART. Share the compelling narrative behind the numbers, articulate the “why” that ignites passion, and invite others to envision the impact of their actions. It’s this blend of logic and emotion that cultivates genuine buy-in and propels initiatives forward.

And let’s not overlook the significance of influencing within our personal spheres, particularly in parenting. Just as in leadership, striking a balance between rationale and emotion can yield profound results in guiding and nurturing our children.

Influencing isn’t merely about wielding power, it’s about meaningful connection, conversations and inspiring action. By embracing both the HEAD and the HEART, we can unlock the full potential of our persuasive abilities, driving positive change and fostering authentic engagement.

Gallup research tells us that managers account for 70% of variance in employee engagement.

On top of that, only 30% of employees in the US are engaged at work, and the worldwide statistic stands at only 13%.

So what does this mean?

Besides the old saying “People join a company, but they leave a boss.” It means that the majority of people turning up for work each day are not engaged in their jobs. They’re not connected to their team members, they don’t feel connected to the company, they don’t feel part of the organisation, and they don’t feel aligned with what’s going on.

Now with 70% of the variance of that engagement coming from the manager, then the manager – the leader – plays such an important role in generating that engagement.

And why should we care?

We care because people make up organisations, and people aren’t engaged. They’re stressed at work which impacts the stress of their life, which impacts their health and their relationships. Which then impacts the people around them, their families and communities. And on the flip side, it impacts organisations, their profitability, their performance (safety, quality, productivity, efficiency, innovation) and their ability to grow and meet customer demands.

So what can managers do about this?
They need to get back to the heart of caring about their people, having conversations, connecting with people, understanding their individual strengths and needs, understanding their motivators, and working with them.

They also need to remember that their job is to lead the people. Too often I see managers that spend most of their time on the technical aspects of the job and not on the leadership parts. Leading the team, giving them feedback, coaching them to develop and improve, providing clarity and expectations, plus holding them accountable for those expectations, celebrating achievements and helping them do better – this is what the majority of the role needs to be about.
If leaders, if managers, get back to focusing on the people they lead as the core part of their role we can shift this statistic of 70% – of the majority of people – who are not engaged in their roles, and we’ll then see a flow on effect to not just the performance of organisations but to communities and people in whole.

Effective leadership is not just about making big decisions or commanding authority; it’s about the subtle yet powerful combination of caring for your team while challenging them to reach new heights. In this article, we explore how these two seemingly contrasting elements form the foundation of inspiring leadership.

Leadership is the combination of all the small things. Inspiring leaders understand this truth. From the small actions they take each day to the way they engage in conversations, their authenticity, and the language they use, every aspect contributes to their effectiveness.

One of the best descriptions of this concept that I’ve encountered came from one of my previous leaders. His explanation, which has stuck with me and influenced many of the leadership programs I facilitate, centred around two key principles | CARE and CHALLENGE.

CARE
As a leader, caring for the safety and well-being of your team is paramount. It involves more than just asking about their day; it’s about demonstrating genuine concern for their physical, emotional, and mental health. Taking the time to check in regularly, ensuring they feel supported both professionally and personally, and providing positive reinforcement are essential aspects of caring leadership.

CHALLENGE
Equally important is the role of challenging your team members to grow and excel. This involves setting high expectations, holding them accountable for their actions, and providing constructive feedback to help them improve. Encouraging innovation, fostering a culture of continuous learning, and empowering individuals to find better, safer, and more efficient solutions are all part of the challenging leadership approach.

EXAMPLES
Consider a leader who takes the time to listen actively to their team members’ concerns during a challenging project, offering support and guidance to alleviate stress and boost morale. Or envision a leader who sets ambitious goals for their team, providing the necessary resources and encouragement to push beyond their comfort zones and achieve remarkable results.

PRACTICAL TIPS
Here are some practical strategies for integrating caring and challenging behaviours into your leadership approach…

• Schedule regular one-on-one meetings with team members to discuss their goals, challenges, and professional development opportunities.

• Provide timely and specific feedback, focusing on both areas of strength and areas for improvement.

• Encourage collaboration and idea-sharing among team members, fostering a sense of camaraderie and collective achievement.

• Lead by example, demonstrating empathy, integrity, and a commitment to continuous improvement in everything you do.

• Be fully present in conversations, ensuring you truly listen.
• Explain your intent when challenging performance or behaviour improvements.

In conclusion, effective leadership is a delicate balance of caring for your team members’ well-being and challenging them to reach their full potential. By embodying these principles in your everyday actions and interactions, you can cultivate a positive work environment where individuals feel valued, supported, and motivated to excel. Remember, it’s the small things that make the biggest difference in leadership.

“What does a lack of clarity create?”

I’ve asked leaders and teams this question hundreds of times over the past few years. The answers repeatably are along the lines of stress, confusion, anxiety, frustration, helplessness, disengagement, extra-work, rework, errors, miscommunication and lack of collaboration. These answers are consistent across all industries and levels within organisations. Because a lack of clarity is fundamentally an emotion problem.

Imagine walking in the bush on a hot day and you come across a beautiful clear river or pond. You can clearly see through the water, see the rocks, the stones, any logs that might be lying in there. I’m sure it has a calming effect, where you can see any risks or hazards. It probably looks very inviting and you might go for a quick swim!

Now, imagine on the same walk you come across a muddy pond. You have no idea how deep it is and what’s in it. It could contain sharp rocks, slippery logs or maybe eels! You don’t know what hazards are in it. Unless you have no other choice, you’ll avoid it at all costs or at the very least skirt around the edges and look for shortcuts.

This visible representation of clarity can be compared to the clarity (or lack of) within teams.

It is important to note that clarity in communication and leadership is not micro-managing, it is providing expectations. It is being clear on requirements, timing, needs, accountabilities and boundaries. It is setting for success. It is about being clear about the things you know and being clear on the things you can’t be clear about!

I wrote about this issue a couple of years ago, check it out here.

Providing clarity also aligns with the research of Gallup, where they identified the four needs of followers of “Trust, Stability, Compassion & Hope”.

And as Brene Brown says, “Clarity is kindness.”

Clarity is powerful in all areas of your life, as a partner or a parent too. How can you provide more clarity this week?

How often do we sit down to plan out our weeks and/or days, but then struggle with motivation and discipline to actually get things done?

I have facilitated workshops and coached thousands of people through the application of their CliftonStrengths, and one aspect I particularly enjoy is helping them dial up their Strengths for productivity.

It goes a little something like this…

When we sit down to plan our week or day in our diary or planner, next to each task jot down one or two of your Top 10 Strengths that you can lean into to get it done. Think of it as which Strength needs to be in the drivers seat to maximise what you need to do. Then whilst you are completing the task, channel that Strength and bring it to the forefront.

Some examples (and these are only a few!) of Strength application for productivity include…

Responsibility to stay accountable to a project timeline (or to keep others accountable!)

Maximizer when reviewing content creation/marketing activities.

Input, Context or Analytical when researching or working with spreadsheets, projections, budgets, etc.

And let’s not forget Activator and Focus, which when channelled can really dive in and get things done.

Now, if none of your top Strengths are particularly applicable to the task, start to look to your networks and see who may have a top Strength that would lend itself well to what you need to do. Seek their advice on how they would apply it, or even do a bit of a Strength-swap… “If you help me with your Maximiser on this task, can I use my Responsibility to help you keep accountable to something else?”

Additionally, being aware of your dominant strengths that may get in the way of completing the task, that need to be dialled back a little. For example… Is deliberative leading to over-thinking and inaction or conversely is Activator leading to jumping in and not weighing up the risks of the task?

Remember to do a weekly reflection on how you were able to apply your Strengths to your to-do list. This is also a great exercise to reinforce how you are utilising knowing your Strengths, and could unlock some insight into what other areas of your life that your Strengths can be dialled into.

I’ve had a number of conversations on the podcast about channelling certain Strengths for tasks, a few episodes that come to mind are Episode 90 with Dana Williams,  Episode 72 with Chris Miller and Episode 14 with Doug Bacon.

I’d love to know if you consciously apply your Strengths when doing certain tasks, and if your productivity and sense of flow has increased as a result.

In today’s rapidly evolving and highly competitive business landscape, the success of any team depends not only on their skills and expertise but also on their ability to collaborate effectively. A crucial element that underpins successful collaboration is psychological safety. Psychological safety refers to the shared belief within a team that it is safe to take interpersonal risks, such as speaking up, sharing ideas, and expressing concerns, without the fear of negative consequences.

In a recent podcast episode, Shirley Dalton introduced us to her 3 Ps Model: People, Process and Possibility, which enables teams to feel psychologically safe as it creates an environment that encourages open communication, innovation, and productivity. You can listen to Shirley’s episode here.

In this blog, we will explore the importance of psychological safety in teams and discuss strategies to foster it.

The Impact of Psychological Safety

Psychological safety is a catalyst for high-performing teams. When team members feel safe, they are more likely to engage in open discussions, brainstorming, and sharing diverse perspectives. This, in turn, leads to improved problem-solving, increased creativity, and higher-quality decision-making. Psychological safety also promotes a sense of belonging and trust among team members, boosting morale and overall job satisfaction.

Building Blocks of Psychological Safety

Trust
Trust serves as the foundation for psychological safety. It requires leaders and team members to demonstrate reliability, honesty, and integrity. By fostering trust, teams can establish a safe environment where individuals feel comfortable being vulnerable and taking risks.

Open Communication
Encouraging open and transparent communication channels is essential for psychological safety. Team members should feel empowered to express their opinions, ask questions, and give feedback without the fear of judgment or reprisal. Active listening and respectful dialogue should be promoted to ensure everyone’s voice is heard.

Embrace Failure and Learning
A psychologically safe team understands that mistakes and failures are part of the learning process. Encourage a growth mindset and create a culture where failures are seen as opportunities for improvement. Celebrate efforts, regardless of the outcome, and focus on learning from setbacks rather than assigning blame.

Inclusivity and Respect
Valuing diversity and creating an inclusive environment is crucial for psychological safety. Recognize and appreciate the unique perspectives, backgrounds, and experiences of team members. Foster an atmosphere of respect where all ideas are considered and differences are embraced.

Leadership’s Role

Leaders play a pivotal role in fostering psychological safety within teams. They can:

Lead by Example
Leaders should model the behaviours they want to see in their teams. By demonstrating vulnerability, admitting mistakes, and seeking feedback, leaders create a safe space for others to do the same.

Empower and Support
Leaders should empower team members by giving them autonomy and authority over their work. Provide resources and support to help individuals develop their skills and encourage collaboration among team members.

Encourage Psychological Safety Practices
Incorporate psychological safety into team rituals and processes. Encourage team members to share lessons learned, provide input on decision-making, and contribute to goal-setting. Recognize and reward individuals who actively promote psychological safety.

Overcoming Challenges

Building psychological safety may face challenges, such as cultural norms, hierarchical structures, and fear of retaliation. To overcome these challenges:

Educate and Raise Awareness
Educate team members about psychological safety and its benefits. Highlight case studies and research that demonstrate its positive impact. Encourage open discussions about fears and concerns related to speaking up.

Foster a Learning Culture
Emphasize continuous learning and improvement. Encourage team members to attend workshops or training sessions on effective communication, conflict resolution, and emotional intelligence. Create a culture where personal and professional growth is valued.

Provide Constructive Feedback
Establish feedback mechanisms that focus on growth and improvement rather than criticism. Encourage the use of constructive feedback models, such as the “sandwich” approach (positive feedback – constructive feedback – positive feedback), to promote psychological safety.

Psychological safety is a critical component of successful teams. By fostering an environment where team members feel safe to express their thoughts, share ideas, and take risks, organizstions can unlock the full potential of their teams. Creating psychological safety requires deliberate effort, but the rewards in terms of creativity, innovation, and productivity are well worth it. As leaders and team members, let us commit to building and nurturing psychological safety, paving the way for collaborative and high-performing teams.

In some recent coaching conversations with leaders, they have shared insights like, “I’ve never worked harder in all my life”, “In over 30 years, I’ve never worried so much about the safety and well-being of my people”, “Everyone is just so tired.”

Gallup reported that, “Employee wellbeing is foundational to performance, engagement and longevity at work. Yet, employee wellbeing has been dismal throughout the pandemic with 2022 being no exception. Three in 10 employees in the U.S. reported being burned out ‘very often’ or ‘always’ at work. Four in 10 employees revealed that their job had a negative impact on their mental health in the past six months. And individuals with poor or fair mental health missed nearly five times as many days off work as those with good mental health in 2022.”

People are exhausted from balancing work, parenting, being a carer, annual reviews, budgets, planning, projects, submissions and more.

“Gallup reported in 2022 32% actively engaged employees with 17% actively disengaged. The stagnation of employee engagement is one of the biggest threats to organizations and entire economies in 2023 and beyond”.

As leaders, we need to take the time to acknowledge where our team members are at (in more areas than just work!) and also provide clarity and insight towards what the most important work priorities are at that time.

Leaders need to explore and determine aligned clarity with their teams to ensure the key things are completed and their well-being is maintained, or better still, enhanced.

“A recent Gallup study shows that engagement is highest among fully remote workers — and lowest for fully on-site workers who can perform at least a portion of their job from home. Similarly, remote workers report lower levels of burnout, while fully on-site employees have the highest levels of burnout.”

This small action can have huge benefits for our team’s mental wellbeing and stress, especially when it comes to burnout.
Hybrid (remote) work opportunities should be considered where possible. It is reported that, “Remote work isn’t just better for business — it’s better for employees too. Remote employees often have higher engagement and wellbeing than fully on-site workers who can do at least portions of their job remotely.”

The benefits of this is that, “A hybrid office can empower employees to develop a better work-life balance, giving them control over their time management and wellbeing. Having the option to go into the office can help employees be more productive and feel more connected with their team and organization.”

Below are some questions to reflect on and explore with your team:

1. What is absolutely essential to be completed this month/quarter?
2. Whose strengths and skills can help us best right now?
3. How can work be shifted around the team or organisation?
4. Where do people need clarity on priorities & reassurance of them?
5. How do we celebrate the small wins and progress?
6. How will we look after ourselves and each other?

I invite you to regularly review priorities and also engage your team in ways to make the execution more efficient.

Quotes and statistics from:
https://www.gallup.com/workplace/468173/workplace-findings-leaders-need-navigate-year.aspx
https://www.gallup.com/workplace/316313/understanding-and-managing-remote-workers.aspx#ite-396839

After investing time, energy and cost in you and your team members through understanding their Strengths, you want to get the value from this investment.  

Developing a Strengths-based culture is creating a culture where team members feel safe to be themselves, use their strengths and leaders understand and encourage them to use them.

The combination of the little things (that don’t cost much or anything!) embeds strengths into the culture.

It all starts with leadership.

Leaders influence the culture more than any other factor and therefore play an important role in bringing Strengths to life through what they do and say. 

The aim is to create a culture where not only the leader is integrating Strengths into the discussions, but all of the team members do as well… however it starts with the leader.

Examples of this include… recognising someone’s Strengths in action, inviting perspective from a team member, coaching a team member to improve in an area through their Strengths or delegating work in consideration of people’s Strengths.

Some real examples of how to do this with CliftonStrengths® references in 1:1 conversations and meetings are:

Aim your Strengths – What Strength do I need to aim for this task / conversation?
“How can my RELATOR help in this project?”

Awareness – What are the potential blind spots of my Strengths?
“What do I need to watch out for with my ANALYTICAL in today’s 1:1?”

Context – How am I providing context on my intent?
“Before we move forward, I want to ensure we DELIBERATE on this some more and make the best decision.”  

Discover – What are the Strengths of my team? When are they at their best?
“How does John’s RESPONSIBILITY show up?”

Delegate – Whose Strengths are best suited for this task?
“Who’s ACHIEVER will ensure we get this done?“

Collaborate – Who can I collaborate with to overcome this challenge?
“Who can I partner my STRATEGIC with on this?“

Invite Perspective – What insight does someone else’s Strengths bring to this situation?
“What are we missing that Jane’s RESTORATIVE will identify?“

Seek Advice – Can you help me with this? How would you handle this situation through your Strengths?
“Tell me how your COMMAND would handle this situation?“

“What will happen when we think about what is right with people rather than fixating on what is wrong with them?”
– Don Clifton