Many successful management meetings have begun with self-awareness. Thankfully, this concept is regaining its importance in the 21st century. It is a crucial skill to have. Self-aware people are more confident, more successful, and more effective as leaders.
A lot of meeting organizers are finding that participants regain focus and are less distracted when they are encouraged to “check in” before a meeting. This involves each attendee sharing what mindset or attitude they are bringing to the meeting. When every manager is able to cope with personal distractions, it’s easier to concentrate on achieving results. The simple process of checking-in yields clarity and increases self-awareness, reminding managers of their commitment to cooperate.
Common Mistakes at Meetings
Rarely do management meetings begin with this sort of process. Instead, most senior staff members tend to apply conventional economic logic, viewing their counterparts and employees as agents of their own interest and molding their organizational culture and practices accordingly. More often than not, this approach fails to yield the desired results.
Aligning your organization with higher values that intersect with economic interests starts with a new approach to meetings. These events should focus on getting managers to try new things, take risks, and make unexpected contributions.
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The Dangers of Conventional Economic Logic
Many executives share the belief that people innately seek to minimize effort, and while that’s often true, it can become a self-fulfilling prophecy, where managers create the very issues they fear. Their coworkers and subordinates respond mainly to the imposed control mechanisms and the incentives offered. As a result, they resist feedback, experience conflict, miss opportunities, and underperform.
Believing their expectations have materialized, managers try to exert even greater control. Overarching goals and values become empty words. Results are underwhelming, yet again. At meetings, everyone is silent or talking over each other. Everyone is focused on their individual tasks and responsibilities, missing the big picture. Ultimately, the bottom line suffers.
At meetings, senior managers should invite junior ones to get involved in the development and performance of a process of change. Meetings with this purpose should take place regularly. People should share ideas and come back to future meetings with new ideas or feedback. Ideally, attendees should be willing to speak honestly and challenge assumptions.
Creating Engagement Before and During the Meeting
Apart from beginning with a mindset check-in, you can ask participants to suggest, define, and agree on desirable results. These could involve know-how transfer, networking, meeting facilitation, or practical skills training. When planning a meeting, efforts must be made to develop and assess a value proposition to compare with the values agreed. If values are unclear, they can’t be measured.
Communicate Goals in Advance
By communicating to people what’s important in advance, you’re making delivery more likely on their part. Skill training and knowledge are probably simplest to assess in terms of measuring beyond economic gain. You could engage prospective participants before a meeting by conducting a survey to learn the targets and measurements of your key stakeholders. Use polling and case studies to assess planned changes of knowledge gain and behavior during the meeting. A survey held after the meeting can show if change has been achieved.
Seeing the Value of a Management Meeting
The value of a management meeting can be seen in the context of having a positive impact on the company environment. Today, successful meetings focus on the well-being of participants and how their experience can contribute to making a difference. Meetings and conferences with social good agendas work very well because they can inspire attendees to make a positive impact on the world as a whole and in their own lives.
Discovering the Greater Purpose
We are increasingly observing a trend of management meetings becoming more purposeful. Of course, there is still a lot left to achieve to make sure such an event really does become more effective and goal-oriented. Managers often use words like ‘purposeful’ and ‘insightful’ to describe the experiences their companies create without really drawing attention or even shedding light on initiatives that involve the environment, social aspects, and people’s well-being. The process of making management meetings purposeful mainly involves organizations moving in the direction of reinventing conventional planning and execution approaches.
Sylvia Peters is a Collaborator for Find A Facilitator and a mother of two.
She’s also an expert to bringing the most credible, experienced and personable facilitation to every meeting she attended. In her free time you will find her meditating and making her favorite salad.