![]() ![]() All parties need to know exactly what the ideal outcome is in order for the issue to be resolved.Ĭonflict and difficult conversations are ways that we grow as leaders, and it helps to strengthen our teams if we have a healthy approach to them. It’s also important to align expectations and have a clear idea of what success looks like when it comes to the resolution plan. This can include follow-up meetings or action items that need to be completed. It is important to get buy-in from all parties involved and have a clear plan for what happens next. It is not enough to just have a conversation and move on. Get buy-in and have a clear plan for the next steps. Leading with care and asking how you can offer support before jumping into resolution can help create a psychologically safe environment that builds trust and helps people address conflict head-on. Try your best to lean into empathy and be non-judgmental. And that change begins with one great manager at a time.įorbes Agency Council is an invitation-only community for executives in successful public relations, media strategy, creative and advertising agencies.Encouraging healthy discussions and feedback can help create a culture where team members feel comfortable expressing their opinions and concerns without harsh judgment. ![]() Companies burdened by a culture that fills calendars with unstructured meetings are prime for change. It is also essential to review your own calendar and rethink the meetings you are in. It’s essential to avoid the attitude that it’s all too big to change. The ultimate goal is to use people’s time well and show how meetings can be valuable and fun! You want to have them thinking, “I love being in meetings run by x” because they are “on point, wisely collaborative, useful, results-oriented and stimulating.” ![]() Your behavior and process can become contagious as people come and go from your meetings and bring your approach forward. This type of shift will get people excited. This team feels the momentum, and we’re moving forward by …Īs a leader in your company, you have the freedom to institute change in how and when you run meetings. ![]() If you want to review our work or findings, we have the following summary and we have archived our notes here … However, if the following things happen, we would have to jettison this process or regroup … We risk-tested this, and at this point, we don’t see any obstacles. So we had this meeting or workshop to … (drive an outcome or solve the problem)Īs a team, we did the following activities to examine the issue from a few angles …īecause of that, we made the following decisions …Īs a result, we now have the following potential … For example:īefore this meeting, there was a … (challenge, problem or opportunity) It’s essentially the anchor! This outline should be boldly visible in the room or on the screen-and it must be filled out by the end of the meeting with a blessing from all involved. I have found that it energizes the people involved and keeps them focused on the meeting’s goal and purpose. It’s essentially a narrative tool that allows you to work through the meeting and wrap up with outcomes and next steps. I love introducing the Magical Meeting Story Spine at the beginning of each meeting. If I decide a meeting is needed, I also consider how to get people excited about the meeting, the purpose and their role. With this in mind, I hold myself to the same standard. One of my requirements is that every meeting must have a purpose and agenda, or it doesn’t go on my calendar. Who must be in the meeting, and what is their role during and after? Will decisions be made that will alter the direction of a strategy or project?ĥ. Is there a presentation, a new service, prototype or product that will be workshopped following this meeting?Ĥ. A decisive meeting where decisions must be made and/or options must be considered.ģ.A generative meeting for generating ideas.An explorative meeting to consider options and review outcomes.An informative meeting to update people on a status (could this be a memo instead?).Have you defined “the why” behind a meeting? ![]()
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