Lucid Meetings Blog

Meeting overload, zoom fatigue, and too much time wasted in unproductive meetings: these problems grow during periods of rapid change. Bad meetings proliferate when we struggle to communicate well. And when things change rapidly, we need to share more information more often to keep on top of the situation. 

According to a 2013 study by PMI, $75 million for every $1 billion spent on projects is put at risk by ineffective communications. (source)

Remember 2013? Looking back, those seem like such simple times!  How much more money do you imagine we're losing now, after two years of constant uncertainty? If we struggled to share information effectively back then, it's no wonder that today's meeting madness has become so overwhelming.

Now imagine,  what else might we accomplish if we could redirect those wasted funds (and time and energy) towards achieving some worthwhile goals?

Good news! You can solve these problems for your teams by developing an effective communication architecture that includes a well-designed Meeting Operating System (MOS).

Hello friends! Please enjoy this guest post about communication styles in meetings from Ron Stefanski, website entrepreneur and marketing professor.

There are many different ways to communicate in the workplace—each with its own strengths and weaknesses. As a leader, and especially as a meeting leader, your odds of success vastly improve if you're at ease with the different communication styles you'll encounter.

Depending on the purpose and current focus of your meeting, you may need to listen, advise, motivate, coach, direct, or teach. Developing fluency with these different ways of communicating will help you work with your team more effectively.

John Antill works as a U.S. Army Expeditionary Civilian Workforce Knowledge Manager. In his pursuit of a Master's Degree at Kent State University, he decided to map the flow of information while working as the Knowledge Manager for Army Joint Force Headquarters Cyber using the military's Operational Management Rhythm approach. He focused specifically on the meetings, or meeting flow models, asking:

• Which meetings are we running now? What's their purpose? 
• How are these meetings intended to fit into the larger information flow?
• Is the necessary information reaching the right people at the right time?
• Where are the gaps? Where are the redundancies?
• How might we re-work our meetings to better achieve our objectives?

When he was done, the Army worked to implement his suggestions. Early results include:

• 105 staff hours per week saved by redesigning one meeting
  A 30-person weekly meeting that had run four hours each week was reduced to 30 minutes.
• 70% fewer meetings
  178 regularly scheduled meetings involving multiple groups reduced to 55
• Radically increased workforce adaptability
  The inter-department meeting schedule for a 4-Star Command, including meetings that coordinate the work of nearly 1.5 million people, was successfully shifted to adapt to the Covid-19 lockdown in a matter of weeks.

Right now, many teams are dealing with massive turnover. Reports on the "Turnover Tsunami" and "The Great Resignation" reveal staggering volatility across industries and countries. Have you driven past the restaurants in your area recently? If so, you've seen the desperate billboards advertising hiring bonuses, increased wages, and pleading with customers to forgive their limited services.

Why is this happening? Lots of reasons.

According to Gallup, it may have nothing to do with the organization, the manager, or the team; this is part of what happens when major events force people to re-evaluate their life choices. Normally, major events like graduations, marriages, births, and deaths are infrequent and sprinkled randomly across the workforce. During these last 18 months, every single person experienced a major life event all at once. Everyone is re-evaluating their life choices, and a lot of them are deciding it's time for a change.

In short, it may not be about you right now.

Of course, if your whole team just quit, it might be entirely about you. Your company might be a terrible place to work. You might be an awful manager. Gallup also says that the Great Resignation is made worse by a pervasive Great Discontent.

Whatever the reason, labor shortages are making it hard to get work done.

The cascading failures are unraveling the supply chain. Whole teams are walking away from complicated systems, leaving their replacements with no one to tell them how it all works. This makes the new jobs especially difficult because customers haven't relaxed their expectations. Kindness, unfortunately, is not as contagious as Covid-19.

While many are leaving their jobs, it's likely that boredom, loneliness, or finances will drive them into new jobs soon.

What does this mean for employers and people leaders?

You don't necessarily need an agenda to have a great meeting. 

I'm pretty sure you knew that already.

I'm guessing you've attended many useful and interesting meetings that lacked an agenda. I bet that when someone tells you "No agenda, no attenda!" you feel chastened, but also a bit annoyed by this demand for what feels like busy work.  Short, purposeful meetings simply don't need an agenda. 

Every meeting, though, should have a clear purpose. Why does this group need to spend this time together?

Leaders around the world have a lazy habit of adding meetings to the calendar without making it clear why that meeting needs to happen. As Doodle reported in a 2019 study of over 10 million meetings:

Last update: Aug 17, 2022

When we conceived of Lucid Meetings, we set out to create a meeting system that embedded the knowledge and processes we'd been exploring into a technology service that organizations could readily adopt; an expert system of sorts to help them avoid much of the pain we'd all experienced in our prior business improvement initiatives.

Our mission for the software platform then, and now, was pretty straightforward:

To build the world's most inclusive, connected, and informed online meeting platform, empowering people at all levels of an organization to readily lead exceptional work meetings.

In terms of the Meeting Performance Maturity Model, the Lucid Meetings technology platform fits into level 4 (systematized), where the organization is deploying standardized technology systems to support an effective communication architecture.

It's About Total Meeting  Success, Not Just Technology

The biggest evolution in our thinking over the past ten+ years has been to move beyond "technology as the solution" and embrace more fully the entire human meeting experience.

This is why you'll see us focus strongly on helping people learn the essential skills they need to successfully leverage the technology platform, and why you'll see free learning resources throughout our website and in the software itself.

For years, companies have been making the shift towards a more flexible work environment. The cloud and today’s ultra-fast internet connections allow people to stay informed and aligned no matter where they are.

However, though many organizations were beginning to shift towards remote working opportunities, it wasn’t until 2020 when we saw the trend explode.

The pandemic of 2020 meant many companies had to choose between shutting down the company or finding a way for staff to work from home.

According to Gartner, the events of the year shattered the paradigm of the standard workplace schedule forever.

The question for today’s companies isn’t whether remote working opportunities are necessary, but how can they ensure the continued productivity of their employees in a remote environment, particularly when it comes to arranging meetings between disconnected parties?

Most organizations host regular meetings involving everyone on their teams.
These meetings go by many names: all-hands, all-staff, all teams, town halls, business update meetings, Teatime, TGIF, and more. This form of meeting, where you gather everyone in your tribe at the same time, is thousands of years old and practiced by every kind of group.  Unfortunately, none of these names provide much guidance about how to make these meetings worthwhile.

Like every meeting, the key to a great all-hands meeting is to clearly define the purpose and intended outcomes in advance. Why do you host these meetings? What should be different afterward as a result?

"All Hands" just describes the attendee list.

I've been asked how to improve all-hands meetings by several clients over the years. In this article, I've pulled together all those separate bits of advice in one place.

Read on to learn:

• Six Common All-Hands Meeting Mistakes and What to Do Instead
• Four Ways to Run All-Hands Meetings That Work
• Why Connection to Mission is Your All-Hand's Most Important Job
• And More: Frequent Questions, Resources, and Examples

I've been thinking a lot about how some teams are designed to operate with uncertainty, but most are not.

The teams that operate in uncertain conditions never know what they'll face when they show up to work. Firefighters, athletes, investigators: they can't plan what will happen each day. Instead, they develop skills for performing in a variety of situations, tools for assessing the situation they find themselves in, and then respond with their best guess at what they believe will work in the moment.

If the first attempt doesn't work, then they update their thinking, make a new decision, and try something else.

Right now, there's a lot of uncertainty surrounding the return to the workplace. Should we try to get everyone back into the office? If so, when? Or how often?

The right choices aren't clear.

Of course, the experts say... so, so many things!

That all our employees will quit if we don't support remote work. Or hybrid work. That we have to be flexible, but that hybrid teams are the hardest to run and the most likely to increase inequality.

Whatever it is we choose, we'll probably get it wrong. We also absolutely must communicate these choices clearly with our teams, because all this uncertainty is burning people out.

Then we'll never hear the end of it. Our teams will probably tell us all the ways our decisions are wrong if we ask. Or if we don't, they'll just leave.

Aha.

Note: These criteria were originally shared as part of our guide to establishing an effective decision-making process. 

Have you ever responded to a Request For Proposal (RFP), with its pages and pages of Musts, Shoulds, and Nice to Have selection criteria?

Or, let's keep it simple. Have you ever worked with your team to decide where you should go for lunch?

If you've ever chosen between multiple viable options, you've used decision-making criteria to make that choice.

Or maybe not? Maybe you and your team acted out this scene?