Lucid Meetings Blog

Looking at the ROI (Return on Investment) of meetings provides insight into which parts of the business need to take meeting performance more seriously, and which parts are already working well.

In a recent webinar (click here to see the recording), I shared the four main areas of organizational performance that are most impacted by meetings.

Some of these, like sales and new business development, directly impact our ability to generate new top-line revenue. The ROI of training sales people to run excellent meetings is no-brainer obvious; trained sales people sell more stuff and make more money.

Note: This post is an excerpt from Chapter 8 in Where the Action Is: the Meetings That Make or Break Your Organization, available now on Amazon.com. 

Participation propels perceived meeting quality. We call it participation when we are attending a meeting—as in, "I had a chance to participate." Meeting leaders often use the term engagement to describe the same thing.

The Spectrum of Meeting Engagement

Engagement is about getting the individual into the meeting, about breaking through the noise and fog of whatever may be going on for each person so they can focus their will on the collective goals. Meeting engagement is observable behavior; you can see whether or not someone engages in a meeting. This engagement falls across a spectrum of behavior that looks something like this.

At the bottom end of the spectrum, you have the Disruptive behavior— things like:

• Arriving late or not at all, or leaving early
• Side conversations
• Interrupting
• Complaining
• Excessive negativity and personal attacks

The Lucid Meetings team is thrilled to introduce Tree Bressen. Tree has been blessed with a calling to help groups function well. As a consultant and facilitator, her work focuses on alignment of human action towards purpose. Tree is also the founder of the nonprofit collective producer of Group Works: A Pattern Language for Bringing Life to Meetings and Other Gatherings. We use these cards in our own workshops, and have found them to be wonderfully valuable for encouraging dialogue with a group.
—Team Lucid

Most of the time, work hums along and people work out tensions as they arise. Sometimes, it’s not like that—sometimes things get really stuck. When relationships are broken (low trust, poor communication, inability to work together well), nothing else functions, and the whole work process slows to nearly nothing. For the people involved, unresolved conflicts cause a lot of suffering; fortunately that also means once the stuckness is cleared, those same humans experience vast relief. Often this also brings relief to others around them, who were being impacted too.

When people are at an impasse and need help working things out, sometimes a facilitator is asked to assist. The facilitator’s role is to help them find a path to a positive future, a path they have not reached on their own. When i^* am asked to facilitate this type of situation, i’ve learned to conduct pre-meeting interviews in preparation for the conflict resolution session with the same diligence and care i bring to the later meeting. Here is an example of how such interviews can be conducted, and what practices build trust with each individual before tackling the difficult conversation in the group.

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 on decision 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?

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.

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:

1. 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.
2. 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.
3. 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?

Those who've followed this blog over time know there's a lot of meaty content about meetings here. When it comes to high performance business meetings, we've covered a lot of ground and provided resources now used by thousands of people to help them run better meetings.

It's a lot of useful material, and it's all over the map.

This past year, several people have asked us to wrap all this up in an easy-to-use book format. Something they can browse through and reference more easily. Something that provides a more useful start, middle, and end than our website.

So that's what we're going to do!

Update September 2018
This blog post introduced the Meeting Performance Maturity Model (MPMM) for the first time. The latest published version of the MPMM can be found here.

Learning to run a meeting well is a worthy accomplishment. In successful meetings, teams unite and work takes flight.

When all goes well, that is. Run poorly, meetings are a blight on productivity.

Leading one good meeting matters, but as we all know, meetings are not solitary beasts. Only bad meetings live alone; failed sales calls and botched negotiations are not joined by a second meeting.

The rest of our meetings travel in packs, each connected to and reliant on the success of the meetings that surround them.

Some organizations understand this. They know that the way meetings work has an outsized impact on how the organization works.

Some organizations put this understanding to work, and actively shape the meetings that shape their culture. They know that how they meet largely defines who they are.

We can chart how well an organization manages meetings with a standard performance maturity model.

Every organization exists to create value. Companies work to create value for customers and stakeholders. Education exists to create value for students and the community. Non-profits create value for members and society at large. Government should create value for the governed.

The creation of value is the point, but we all know that it isn't always where we spend the bulk of our time or energy. Time, complexity, changing regulations and customer requirements all conspire to gum up our processes with activities and delays that do nothing to add value to customers. The problem isn't that people show up to work every day wanting to spend their time on meaningless chores. Yet despite best intentions:

A bad system will beat a good person every time.

W. Edwards Deming

Running a Value Stream Mapping Workshop can help teams find and eliminate those wasteful activities that provide no value to customers nor meaning for employees.

Lean thinking has a 25-year history in manufacturing, where you can find lots of examples for how to create and use value stream maps. These VSMs illustrate raw parts arriving from suppliers, parts fabrication, movement, scheduling and factory assembly lines, packaging, shipping, and distribution channels.