Patti Cotton

Executive Coach & Career Strategist

influence

How to Revitalize Your Team Meetings

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How to Revitalize Your Team Meetings
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Team meetings can be a source of frustration and an incredible waste of time. When I address execution with executives, needing more time is the biggest factor they cite.

Here’s what I hear:

“HUGE waste of time. We don’t get anything done!”

“We address things we could have taken care of by ourselves.”

“The same people always talk – and the same people always zone out. What am I here for?”

How do you make sure your meetings are productive and effective?

Here’s a quick checklist to set a firm foundation:

1. Determine the purpose for your meeting.

Are you meeting to keep your team informed of the trends in your industry? To problem-solve? To build rapport with one another? Be sure that you have this firmly in mind as you build your agenda. Take care that you do not turn team meetings into work sessions when this could be handled more efficiently outside the meeting.

2. Have an agenda with defined objectives.

Please select topics for your meeting that affect the entire team. Other issues should be held back for a time when you can meet with only those who are involved. Then, for each item listed on the agenda, list what you need from the group. Are you sharing information, seeking input for a decision, or needing to make a decision during the meeting? It’s challenging for team members to concentrate on the item at hand if they don’t know what you need from them as you address it.

3. Action items and accountability.

As you address the agenda items, make sure you bring each to a successful conclusion by listing any actions needing to be taken, the person/people taking those actions, and a deadline by which they will complete the action identified. Then, decide whether they need to report back to the group in a next team meeting, or if it is more effective simply to report back to you or the others involved in the issue.

4. Cut down on the attendee list.

Who really needs to attend? And if someone is invited because they are giving a spotlight presentation only, schedule this at the beginning or end of the meeting and let them know when to be present. Don’t have them wade through your entire meeting when it isn’t necessary. Take a quick sweep of your meeting agendas and check your attendee list. This needs to be done periodically so as to make sure that those who are invited really need to be there.

5. Prepare your attendees.

Send out your agenda at least 24 hours in advance and let them know to expect this as a rule of thumb. When you send this out, identify for them what you will be needing from them in the meeting. For example, do you want them to problem-solve a certain issue confronting the organization? Include some background beforehand.

6. Start on time.

This seems elementary, but I’m going to flag this as one of two biggest time-wasters with the world of meetings (the other one is found next, in #7). Waiting for one or two people sends the message that your time and the time of others is not valuable. It also reflects on you as being less than effective. Do you have someone who is chronically late? Address this with them privately. If they are allowed to arrive late on a regular basis, this also sends the message that your meeting is not of top priority.

7. Stick to the agenda.

Allowing team to stray from the agenda reduces effectiveness. If someone brings up an issue or problem that needs solving, but is not part of the agenda, place this in “the parking lot.” Have someone keep track of any parking lot issues by making a note of them. Then, if urgent and relevant to the team, address these at the end of your meeting if there is time or announce the plan to address these before you adjourn.

8. External check-in.

Ask your team to assess the meetings on a scale of 1-10. What will make them better? More relevant? More effective? If you are receiving feedback that your team meetings are a waste of time, you may discover that you seek to meet simply out of habit or out of a false sense of accomplishment from having met. Be honest with yourself – and go back to defining the purpose of your meeting.

Finally, as a team-building exercise, you may want to gather up the team and ask them what they would like to get out of these meetings. Such a session will no doubt surface ideas that will be helpful to you going forward.

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© Patti Cotton and patticotton.com. All rights reserved. Unauthorized use and/or duplication of this material without express written permission from the author is strictly prohibited. Excerpts and links may be used, provided that attribution is made to Patti Cotton and patticotton.com, with links thereto.

Are You Hostage to a Gossiping Leader?

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Are You Hostage to a Gossiping Leader?
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I can think of few situations worse than to feel as though you are held hostage by a leader who gossips and continues to draw you into the circle.

The power differential between the two of you can make it so that you fear telling them you are uncomfortable talking about others. You may worry about backlash, both short-term and long term.

And with good reason.

At the same time, you feel slimy by sitting and listening. One thing you can count on – if this leader is bad mouthing others to you, he is also bad mouthing you to others.

You can feel trapped and helpless.

But there’s a way to redirect this kind of conversation without making the other person feel affronted.

You can step out of this dynamic in most cases with the following steps:

1. Acknowledge their frustration.

Focus on your leader’s emotion or frustration about the other person’s behavior and attune to this.

Example: Your leader says, “Sally is so irresponsible. I can never count on her to give me an accurate report. Makes us all look bad.”

Here is where you avoid colluding.

Focus on the frustration the leader is feeling and the behavior or results he would want to see instead.

Example: “You sound really frustrated. I guess I’d be frustrated, too, if I felt like I wasn’t getting accurate numbers.”

2. Redirect their attitude to one of problem-solving.

Example: “How you have handled these situations in the past? Is there someone in learning and development who could help train them on this?”

3. Exit the conversation with a closure statement.

In conflict resolution, we would stay, “step out of the triangle” (conflict) so that you are no longer a part of it.

Here’s an example of a closure-to-exit statement:

“It sounds like you’ve figured out how to get the results you want. That’s great!”

Or, “It sounds like there might be room to explore how to train people in situations like that.”

By taking this three-step approach, you have effectively stepped out of a toxic situation.

If your leader cannot take a hint after you repeat this process a couple of times, then it’s time to reevaluate if this is someone for whom you can work. Your life and career are too short to give in to toxicity.

HOW MUCH

DO OTHERS REALLY TRUST YOU?

​Learn the two vital parts to trust and how they can help you become a more highly effective leader.

GET THE INFOGRAPHIC

© Patti Cotton and patticotton.com. All rights reserved. Unauthorized use and/or duplication of this material without express written permission from the author is strictly prohibited. Excerpts and links may be used, provided that attribution is made to Patti Cotton and patticotton.com, with links thereto.

When You Get Thrown Under the Bus at Work

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When You Get Thrown Under the Bus at Work
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If you’ve worked long enough, then you probably know what it’s like to be thrown under the bus. This idiomatic phrase means to have your reputation deliberately sacrificed by another for that person’s personal gain or advancement.

What do you do when you are caught in the middle of this situation? And how do you recuperate from such a betrayal?

Cameron was a rising star whose contributions were always appreciated on any team. Newly promoted to Executive Vice President, he was assigned to expand the company’s reach into all 50 states.

One particular project involved another executive, Sandra, who had been a contender for Cameron’s position. She was cordial as they worked together on this, but when the time came to report formally to the board on how the initiative was shaping up, she blamed her lack of progress on Cameron.

“I’m afraid I haven’t been able to move forward as I would have liked,” said Sandra. “It’s been a little difficult to get the information I need to do my part since Cameron has been consumed with all of his other projects. You’ve been hard to chase down, my friend,” she gave Cameron a rather condescending smile. “We’ll just have to try harder.”

Cameron told me later that the top of his head become so hot when this happened that it felt like it was going to explode. He looked at Sandra in disbelief. He had been accessible at every turn, and had told Sandra how to reach him if she couldn’t find him. And this? This was clearly a move to discredit him as leader in his new position.

What would you do if a colleague threw you under the bus?

Here’s what Cameron did – and what I want to share with you, so that if you find yourself in a similar situation, you can recoup quickly and rise victorious.

1. Pre-empt any barreling bus by making sure you already have a solid reputation.

The best way to avoid people doubting your ability to do the work is to establish a strong track record through your integrity (your approach) and your ability to execute and deliver (your competence). When you have this background experience, people will remember when an isolated incident questions your leadership.

Cameron enjoyed a stellar reputation with others and so those in the room witnessing Sandra’s blame quickly questioned her motives – not Cameron’s abilities.

2. Take a short walk before you decide how to handle this.

Before you decide how you want to address being run over, take a short walk. Get outside, breathe, move around. It’s important to take a pause as you process what just happened and what you want to do to remedy it. On mental, emotional, and physical levels, this gives you the spaciousness of time to cool down and think through a best response.

Cameron got out the door as soon as the presentation was over and took a good 10-minute walk before he calmed down enough to process. Once he got his emotions under control, he was able to think through next best steps for salvaging his reputation with the board.

3. Confront for the record.

Meet with the person who just threw you under the bus.

Cameron was direct and thoughtful. “Sandra,” he began. “I was surprised in there to hear that you didn’t get the time you needed with me in order to meet the deadline. I must apologize if I appeared inaccessible. Can you share more?”

Sandra, of course, was hedging, hemming, and hawing. She knew she was caught, but thought she could wiggle out. “Well, Cameron,” she answered, “whenever I would walk past your door to check in, you seemed very busy…on a conference call, in the middle of a meeting…it was just very awkward.”

Cameron didn’t back down, but created a net for the future. “Sandra, in future, if I seem caught up and don’t notice you, it will be helpful if you shoot me an e-mail or call to schedule time. This project is high priority – and I will always make time for you as a valued team member to support you in your part.”

Sandra was caught and she knew it. The excuse was lame – but she was proud. She agreed that next time, she would make an appointment. “And one more thing, Sandra – if you aren’t not getting the answers or resources you need from me, I hope you will tell me so that I can rectify that. Will that work for you?” Sandra was officially put on notice – no more blame game.

4. Restore your reputation through a third-party champion.

At times like these, you know that anything you say publicly will simply sound like defensive excuses. In this case, you need a champion to boost your good name. Pick a trusted colleague who has influence or “power clout” with those who witnessed the crash and share what has happened. Allow them, over the next few days, to do some subtle, positive PR on your behalf when you aren’t in the room.

Having someone else speak highly of you and your abilities in this way is powerful. You take the high road; your colleague reinforces how great you are doing and why you are definitely the right person in the right seat – and you can relax.

If you have ever been thrown under the bus, then you know how devastating it is.

Be sure you are a person who never resorts to that – and commit to being a champion for others.

© Patti Cotton and patticotton.com. All rights reserved. Unauthorized use and/or duplication of this material without express written permission from the author is strictly prohibited. Excerpts and links may be used, provided that attribution is made to Patti Cotton and patticotton.com, with links thereto.

Three Steps to Getting Your Team on Board

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Three Steps to Getting Your Team on Board
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Have you come away from a team meeting confident that everyone is on board and ready to go? This is exactly what you needed in order to move the initiative forward.

But later, when you call people to action, you get pushback. They argue about time or resources. Somebody points to the executive down the hall.

“What about Jim?” they chide. “He ought to step up – he doesn’t have half the workload we do!”

How do you avoid arriving at this place? What can you do to make sure everyone is aligned and engaged?

Here are three steps to take so you can get your team on board from the get-go:

  1. Create psychological safety.

Your people need to know that, within the team, it is safe to take a risky stance. Such safety supports productive disagreement. Psychological safety requires that your team develop high trust with one another. How much does your team trust one another? For more on this, get the downloadable infographic below.

HOW MUCH

DO OTHERS REALLY TRUST YOU?

​Learn the two vital parts to trust and how they can help you become a more highly effective leader.

GET THE INFOGRAPHIC

  1. Surface assumptions.

Every human being comes equipped with assumptions. These are a result of our life experiences.

Is it summertime? The sky should be blue.

Is it dinner time? People should be getting hungry.

Some assumptions are not dangerous, and they help to guide us with everyday decisions. On the other hand, some assumptions can interfere with reaching consensus and alignment on important issues.

How can you ferret these out before they get in the way?

When your team meets, present the problem or initiative. Then, before they can ask questions or present any opinions, ask them what assumptions they will use in order to work together on this.

Are they assuming this will require…

  • Redirecting the workforce?
  • Additional budget considerations?
  • That their role will be modified in some way?

What other assumptions will they have?

Bring these to the surface and ask your team members to put these aside as you work. They may not be factors, and you will be able to address concerns more quickly as you move through the discussion.

  1. Expose misalignments.

Team members may feel agreeable during the discussion. However, some may not have thought things through in such a way that it reveals hidden roadblocks.

Get creative to stir things up. Consider taking discussions about new initiatives off-site. Present your idea as a hypothetical one and have them develop it as a team exercise.

Now, have them identify problems and work together to solve these.

After you have laid this foundation of collaboration, ask them to make it real, and talk about what it will take for the team to implement this. Again, have them problem-solve together.

Your team can begin to flex and increase its ability to perform at levels most will never experience.

I look forward to hearing how this works for you.

For more on psychological safety, see Amy Edmondson’s article, “Psychological Safety and Learning Behavior in Work Teams”, Administrative Science Quarterly; Jun 1999; 44, 2.

New Year, Same You, Celebrate!

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New Year, Same You, Celebrate!
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It’s that time of year, again, and the pressure is on to turn over a new leaf or achieve more. If you are like many of us, the process of identifying what we need to do more of, and visioning about what could be can be frustrating.

Indeed, the statistics on succeeding with New Year’s resolutions is grim. It is said that 80% fail by February. The reasons could fill a book (and they have!). But I’d like to propose a new approach for your new year that is more powerful.

Consider focusing on what is working for you and take that to a deeper level.

You see, we’ve fallen prey to thinking we must target imperfection and head for perfection. And perfection is something that is not humanly attainable. Even so, the world keeps telling us to get more, do more, and be more than we are – a dastardly setup. As we buy into this, it can create and feed the mindset of a hamster on a wheel – keep going, spin faster and faster. And we all know where that ends (if you don’t, the wheel only spins until the exhausted hamster stops).

What would it be like, instead, to capitalize on what is working for you and simply do more of that? To create a mindset of gratitude for the abilities you possess, and to use these to impact the world around you to a greater level?

Here’s a five-step process that can help you to be more of your best self, make bigger impact, and simplify your life at the same time:

1. Take an inventory to identify the top three gifts or abilities you bring to life’s table.

  • Are you someone who is able to influence others easily?
  • Do you have a special gift for making sure that things run smoothly? Note these.

2. Measure the impact you have been able to make by using these top three gifts.

  • In other words, because you have used these gifts, what outcomes have you been able to see for yourself?
  • For others?
  • How have these made a difference?

3. Do a mental scan.

  • Discover the opportunity you have to be even more effective through flexing these gifts.
  • Mentally scan the areas in life and work where you could use more of your top gifts to make greater impact. Let’s call these areas your “growth areas.”

4. Triage to streamline.

  • You may see a growth area where you can flex more influence, but in doing so, you won’t have as much time to spend doing other things.
  • Don’t make the mistake of stopping the exercise – this is part of the process. Instead, simply make a list of these other things.

5. Prioritize

  • Now, take the list of things you have identified that might interfere with flexing your gifts to a greater extent.
  • Are they things someone else can take over for you?
  • Or are they initiatives that are “nice” but not necessary – or which can be pushed back to a later time?
  • Be intentional in your prioritizing so that you create a picture for yourself that is congruent and effective.

You hold the key to the new year. You alone can choose how you want to spend your time, your focus, and whether you want to make significant impact.

I encourage you to step off the hamster wheel the world has created, and to claim a platform where you can truly make more of a difference.