Fix the Window

Years ago, I worked at an organization that did a company-wide survey on various issues such as compensation, benefits, ability to advance, collaboration, leadership, communication, and others. The item that was surprisingly high on the list was management’s inability to deal with non-performance.

Money is always high on the list, pay people properly. The ability to advance and grow is up there as well, offer an environment where people can thrive and improve. But what may have appeared to be a minor issue when they crafted the survey became a big topic of discussion.

Accepted Behavior

When we dug deeper, it was clear that employees wanted to be treated fairly which is no surprise but things that were tougher to measure like favoritism and compassion came to the forefront.

One stakeholder said she had grown tired of seeing others in her department being allowed to show up late for meetings, unprepared, miss deadlines, and nothing was done about it. Another mentioned he had cared less and less about his department because his boss was doing the same. In “The Tipping Point”, Malcolm Gladwell calls this the broken window hypothesis.

Gap Analysis

This is where something small turns into something that can paralyze your organization which is leadership’s inability to deal with people showing up late for meetings, not getting their work done, or playing favorites. Those little things can add up to a feeling or an attitude you can't quite describe and it can hurt a company at the core.

There are data that shows close to a trillion dollars in lost revenue just in North America each year is attributed to disengaged employees. The challenge is committing to engagement.

The cost of great people isn't only measured by competitive compensation, pension contribution, and three weeks' vacation.
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Repairing the Windows

Years ago, I worked with an organization that did a company-wide survey on various issues such as compensation, benefits, ability to advance, collaboration, leadership, communication, and others. The item that was surprisingly high on the list was management’s inability to deal with non-performance.

Money is always high on the list, pay people properly. The ability to advance and grow is up there as well, offer an environment where people can thrive and improve. But what may have appeared to be a minor issue when they crafted the survey became a big topic of discussion.

Accepted Behavior

When we dug deeper, it was clear that employees wanted to be treated fairly which is no surprise but things that were tougher to measure like favoritism and compassion came to the forefront.

One stakeholder said she had grown tired of seeing others in her department being allowed to show up late for meetings, unprepared, miss deadlines, and nothing was done about it. Another mentioned he had cared less and less about his department because his boss was doing the same. In “The Tipping Point”, Malcolm Gladwell calls this the broken window hypothesis.

Gap Analysis

This is where something small turns into something that can paralyze your organization which is leadership’s inability to deal with people showing up late for meetings, not getting their work done, or playing favorites. Those little things can add up to a feeling or an attitude you can't quite describe and it can hurt a company at the core.

There are data that shows close to a trillion dollars in lost revenue just in North America each year is attributed to disengaged employees. The challenge is committing to engagement.

The cost of great people isn't only measured by competitive compensation and a good benefits package.
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Why Meetings?

Let’s book a meeting. Let’s talk about it on the conference call. Let’s reconvene at next week’s meeting. Let’s discuss the next time we have a team call. Here’s a thought, let’s figure out why we have so many meetings and calls in the first place.

I have a colleague who attends an all-day full team status meeting once a week. Once a week?! Full day!?! I am a huge supporter of collaboration and teamwork. It’s critical that your company is strong inside before it can be strong outside, but an entire day in a meeting? I challenge there could be a better way.

Do you know why you are attending your meetings today?

Has the reason for each been clearly articulated? Is there an obvious summary of desired outcomes? Will a decision be made on who does what by when? Will the call start and end on time? Do you know why you’re in the meeting at all?

I work with a guy who never has a phone call last more than 10 minutes. We get a ton accomplished in that time and move on. If we realize we've missed something or an item needs more clarification, we get back on the phone. Each of us has our agenda ready, action items listed, and we get to work.

Try this for a week

Cut the time allotted for each meeting and conference call by 50%. Then in a few weeks, cut them in half again. So the one-hour session you have this afternoon would become 15 minutes. You may claim that’s impossible. Have you tried it?

More meetings do not mean more efficiency or alignment. In a matter of a few short weeks, you will realize you are giving everyone more time to think and create rather than prepare and attend meetings and calls. You will see more collaboration, more impromptu discussions, and more ideas being shared.

Or you could stop reading and get to you next meeting.
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Kneale Mann | Leadership and management consultant helping leaders, teams, and companies get clear on their goals and results.

gometro

Pick up the Phone

We live in a fast-paced world. We've heard that enough. We're busy. Blah Blah Blah.

We're wearing busy like a badge of honor. We're in meetings and doing stuff and running around like idiots trying to do more faster often. It's time to get off the wheel and breathe. It's time for us to connect with each other again.

They say that infants who get a lot of love and affection, grow up to be happier people. We need connection, we need to belong, but a roomful of people staring at their mobile device screens is not collaboration. Nothing, in my opinion, beats face-to-face, in person conversations, but that's not always possible. But we can do better than simply sending another email to each other.

While you’re wondering how to better communicate with those around you and be a better leader, here are a few things to consider;

If you've exchanged three emails with someone, pick up the phone and make the call. When you meet someone online and want to know more about them pick up the phone and call them. As a follow-up, instead of sending an email, pick up the phone.

If the discussion gets heated, pick up the phone and avoid any more misunderstanding. After weeks of not calling mom, pick up the phone, she’ll be glad to hear from you. If you need some help, pick up the phone, they want to help. When discussing something personal with a team member, family member, or friend, pick up the phone. If we can’t discuss it in person, let’s not hide behind passive technology, and pick up the phone.

As leaders, our teams need to know we are connected to their goals, their challenges, and most importantly, to what's important to them. Sending a team email or giving direction through electronic means, is not leadership. Remember that device in your hand also has a phone.

You'll be amazed when you use that app more often.
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Kneale Mann | Leadership and management consultant helping leaders, teams, and companies get clear on their goals and results.

publicceo

The Cost of Great People

Years ago, I worked with an organization that did a company-wide survey on various issues such as compensation, benefits, ability to advance, collaboration, leadership, communication, and others. The item that was surprisingly high on the list was management’s inability to deal with non-performance.

Money is always high on the list, pay people properly. The ability to advance and grow is up there as well, offer an environment where people can thrive and improve. But what may have appeared to be a minor issue when they crafted the survey became a big topic of discussion.

Accepted Behavior

When we dug deeper, it was clear that employees wanted to be treated fairly which is no surprise but things that were tougher to measure like favoritism and compassion came to the forefront.

One stakeholder said she had grown tired of seeing others in her department being allowed to show up late for meetings, unprepared, miss deadlines, and nothing was done about it. Another mentioned he had cared less and less about his department because his boss was doing the same. In “The Tipping Point”, Malcolm Gladwell calls this the broken window hypothesis.

Gap Analysis

This is where something small turns into something that can paralyze your organization which is leadership’s inability to deal with people showing up late for meetings, not getting their work done, or playing favorites. Those little things can add up to a feeling or an attitude you can't quite describe and it can hurt a company at the core.

There are data that shows close to a trillion dollars in lost revenue just in North America is attributed to disengaged employees and it all comes from the relationships we have and build within our organizations.

The cost of great people isn't measured simply by competitive compensation and a good benefits package.
__________________________________________________________________
Kneale Mann | Leadership and Culture Strategist, Writer, Speaker, Executive Coach helping leaders create dynamic culture and improved results.

natcom

The Art of a Great Meeting

It’s easy to do. There’s a lot on the go and what better way to ensure alignment than to have a meeting and discuss expectations and deliverables. But how often have you attended a meeting that resolved nothing? It happens too often and we can fix it. If "the boss" likes meetings, show her a way to have less of them, make each one effective, and create a much more focused team.

Here are six simple rules we've all broken more times than we can count that will instantly improve your virtual or in person meetings. These will improve culture, efficiencies, collaboration and results.

If everyone involved adheres to the rules, alignment will happen quickly.

1. Meetings begin and end on time
2. The person instigating the meeting sends a brief and concise outline
3. Only those essential are involved and prepare ahead of time
4. Each meeting begins with a clear outline of expectations
5. No meeting lasts more than an hour
6. Meetings conclude with clear indication of who does what by when

Bonus for adventurous leaders
7. Remove all chairs from the room

Follow these simple steps and count how many hours you reclaim each week while more critical work gets done.

Kneale Mann | Leadership and Culture Strategist, Writer, Speaker, Executive Coach helping leaders create dynamic culture and improved results.

kenzi

How Are Your Meetings?

It’s easy to do. There’s a lot on the go and what better way to ensure alignment than to have a meeting and discuss expectations and deliverables. But how often have you attended a meeting that resolved nothing? It happens too often and we can fix it. If "the boss" likes meetings, show her a way to have less of them, make each one effective, and create a much more focused team.

Here are six simple rules we've all broken more times than we can count that will instantly improve your virtual or in person meetings. If everyone involved adheres to the rules, alignment will happen quickly.

1. Meetings begin and end on time
2. The person instigating the meeting sends a brief and concise outline
3. Only those essential are involved and prepare ahead of time
4. Each meeting begins with a clear outline of expectations
5. No meeting lasts more than an hour
6. Meetings conclude with clear indication of who does what by when

Good luck and if you need a hand, I’m happy to help.

Kneale Mann

flickr