When you tolerate subpar behavior from your family members, your colleagues or your significant other, that's what you'll get.
Meetings, in their truest form, are conversations - and conversations are a constant in our lives. Whether we're at work, with family,or socializing - they allow people to connect and understand each other better.
What if you could improve conversations with your kids - and even have them buy in to the idea?
I’ve heard this adage many times when complaining about my dog’s behavior, and occasionally regarding my children too. The person sharing that wisdom is telling me that my dog’s and my children’s poor behavior persists because I allow it to; because I’m creating the conditions where that kind of thing can occur not just once, but repeatedly.
Several registrants asked about how to deal with the person who won’t stop talking, making it hard for anyone else to get a word in. Several others asked about how to get people to show up on time, or even to show up at all.
I shared some specific techniques for helping with these situations in the webinar, but as more and more of these replies kept coming in, I couldn’t help but hear that adage echo in the back of my head.
You get what you tolerate.
While I believe that’s true to a degree, I never found it particularly useful!
Introducing Tammy Spann The Lucid Meetings team is delighted to welcome our newest template designer, Tammy Adams Spann. We first met Tammy at a workshop she and David Spann conducted ondecision making in meetings(a topic near and dear to our hearts) where they introduced Eric Coryell's Decision Matrix. We love the clarity the Decision Matrix brings to decision-making for leadership teams. We're thrilled Tammy agreed to share her process for helping teams get clear on how key decisions will be made by filling out your own Decision Matrix.
Read on to learn how Tammy learned this technique and get her guide to using it in your organization. — Team Lucid
Have you ever given your opinion and had it implemented as a decision? Worse yet, have you made a decision only to have it overridden by someone higher up the food chain?
Originally Published: July 16, 2016 when Zapier had 500+ Applications!
We began planning our public API implementation in late 2015. We had numerous requests for full Read/Write API access to the data model and were responding to stated customer needs.
By early 2016 we had the first version of the API tested and preview-ready. But an interesting thing happened -- we started hearing that people wanted a "simplicity layer" on top of the programmer-level API. What form would that take, exactly?
We started hearing that people wanted a "simplicity layer" on top of the programmer-level API
Well boy howdy, were we ever glad to find Zapier! Here's the thing, Zapier provides a "point solution"-oriented approach that addresses specific needs that real people in the real word have identified—needs that were outside our direct experience.
The core trigger-action model implemented by Zapier is super easy for non-technical users, and the promise of building a simplicity layer was compelling and real. With Zapier's codeless integrations ("Zaps"), extending Lucid Meetings with workflow automation became easy as pie.
When asked what they want most from the meetings they attend, people ask for clarity.
We asked this question at the start of our most recent meeting survey–
“What do you feel makes a meeting worth attending and a good use of your time?”
–and the replies included 136 detailed answers to this question. Of those, 62% included the descriptors “clear”, “specific”, “defined”, and “concrete”. “Relevant” was another popular adjective.
On the noun front, “agenda” was neck-and-neck with “outcomes”, as in “clear agenda” and “concrete outcomes”, suggesting that people not only want to know why they’re meeting, they also expect to get something out of the deal.
Leading to the question that drives nearly everything we do:
How can you achieve this clarity in your workplace meetings?
Introducing Pilar Orti The Lucid Meetings team is delighted to welcome our newest template designer, Pilar Orti. We’ve been following Pilar’s work for some time now. She is both a frequent collaborator of Lisette Sutherland’s and the director of Virtual not Distant. While preparing for an interview on Pilar’s podcast, we ran across her blog post about the Latte and Learn and invited her to share this process with the Lucid community. We’re thrilled that she agreed! — Team Lucid
What does it mean to create a learning culture within your organization? Depending on your group’s size and complexity, a learning focus can take many forms including everything from full-blown certification coursework to the casual exchange of notes in chat. Somewhere in the middle of this range, there is a type of learning that is more focused and intentional than simply sharing notes, but much lighter and easier to pull together than a formalized training session.
The Latte and Learn process falls into this middle range, dedicating just 30 minutes for a team to learn something new from one of their colleagues. Here’s how it works.
As your business grows, you have two routes you can take when it comes to staffing: you can hire employees or you can work with freelancers.
Many businesses are realizing the benefits of hiring remote employees and freelancers, rather than hiring in-house employees.
However, managing a team of freelancers can have its own challenges. Communication and clear direction are key to ensuring the team understand their roles, responsibilities, goals and how to escalate problems.
You also need to ensure your in-house team understand the project and how they will work with the freelancers you hire.
Regular, structured meetings and open lines of communication help ensure everything stays on track. Through each stage of the project lifecycle, diarize key meetings and ensure resulting actions and queries are followed up on.
Freelancers often work remotely in different countries with different time zones and cultures. Online meeting solutions as well as cloud based project management tools mean there’s no excuses for not communicating effectively wherever you are.
In the month since we published a taxonomy of the 16 Types of Business Meetings, we’ve heard from many people who say it’s given them a useful new perspective on how to approach their meetings. We’ve also been asked many times about the chart featured in that post, which has since been shared on social media over a thousand times.
(Admittedly, not as hot as a Beyoncé snapshot, but c’mon! This is a taxonomy of meeting types we’re talking about here.)
The original post is very long and details the process we used to define each type.
Missed the original? If you have an hour, go read it now! Otherwise, here are the high points:
A meeting is not a meeting. If you want to run better meetings, you need to know the best way to run the kind of meetings you need to run. Generic best practices won't cut it.
You can tell that one meeting is different from another based on these characteristics:
the intention, or purpose and desired outcomes,
the meeting format,
and the expected participation profile, or, who normally runs and who normally attends these kind of meetings.
We organized and sorted and grouped and examined every kind of meeting we could find, and narrowed them all down to 16 distinct types of meetings.
Throughout that process, we knew that there were important relationships between different kinds of meetings, and that exploring these relationships added yet another layer of usefulness to the taxonomy. When you understand not just the types, but also the relationships between meeting types, it gets much easier to answer the key question: Is this meeting the meeting we need?
As more and more teams are collaborating remotely, having effective meetings between various stakeholders is key to successful projects. Developers and designers are two core stakeholders in this process.
Collaboration between them and the issues surrounding how designers share designs with developers are much talked about and clearly a question that has not been answered in whole.
Today, developer and design teams are spread across time zones to build products for a global audience. In such scenarios, communication is the key.
The people, processes, and tools all contribute to the communication process. Having transparent workflows that make it simple for everyone across the team setup to work with one another creates better communication channels.
When it comes to meetings for developers and designers, issues of scope, feasibility, bugs, navigation, and aesthetics are some of the main talking points. Left unmoderated and unchecked, they can stagnate projects to no end.
For example, it’s not wrong to tell people they need an agenda with clear outcomes listed for every topic. It just doesn’t apply to a lot of situations. A detailed agenda for the one-on-one with my boss? For the sales demo? For our morning huddle? Yeah, I don’t think so. For the board meeting or the requirements analysis meeting? Absolutely.
Sometimes an organization has a pervasive problem with meetings. People complain that there are too many meetings, nothing gets done, it’s wasted time, it’s all power and politics instead of productivity—and they start to look for solutions. They find lots of generic advice, and they find lots of this kind of drivel: