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Meeting of the Living Dead
Meeting of the Living Dead
Meeting of the Living Dead
Meeting of the Living Dead
Meeting of the Living Dead
Meeting of the Living Dead
Meeting of the Living Dead
Meeting of the Living Dead
Meeting of the Living Dead
Meeting of the Living Dead
Meeting of the Living Dead
Meeting of the Living Dead
Meeting of the Living Dead
Meeting of the Living Dead
Meeting of the Living Dead
Meeting of the Living Dead
Meeting of the Living Dead
Meeting of the Living Dead
Meeting of the Living Dead
Meeting of the Living Dead
Meeting of the Living Dead
Meeting of the Living Dead
Meeting of the Living Dead
Meeting of the Living Dead
Meeting of the Living Dead
Meeting of the Living Dead
Meeting of the Living Dead
Meeting of the Living Dead
Meeting of the Living Dead
Meeting of the Living Dead
Meeting of the Living Dead
Meeting of the Living Dead
Meeting of the Living Dead
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Meeting of the Living Dead

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How to use team meetings to improve performance and switch people on. …

How to use team meetings to improve performance and switch people on.

www.teammeetings.org

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  • I really liked this presentation up until slide #22. Then it felt like an information dump with way too much info on the slides. You had me up unti then though.
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  • 1. Meeting OF the living dead How to use team meetings to improve performance and switch people on. © 2009 by Jason Moore. Copyright holder is licensing this under the Creative Commons License, Attribution 3.0
  • 2. In the last 50 years ordinary men and women have cured countless diseases, saved millions of lives, returned safely from the moon, and removed the pips from fruit.
  • 3. So why cant we conduct an effective meeting?
  • 4. Maybe, scientists will announce a missing gene... the meeting gene? ...that has blinded us to the horrors done unto others in meeting rooms around the globe.
  • 5. maybe not
  • 6. Perhaps some bright spark will find a defective neural pathway that pumps adrenaline when we gather to listen to the minutes from incredibly important meetings we were not worthy enough to attend.
  • 7. unlikely
  • 8. !"##$!"##$!"##$!"##$!"##$!"##$!"##$!"##$ !"##$!"##$!"##$!"##$!"##$!"##$!"##$!"##$ !"##$!"##$!"##$!"##$!"##$!"##$!"##$!"##$ !"##$!"##$!"##$!"##$!"##$!"##$!"##% !"##$!"##$!"##$!"##$!"##$!"##$!"##$!"##$ !"##$!"##$!"##$!"##$!"##$!"##$!"##$!"##$ !"##$!"##$!"##$!"##$!"##$!"##$!"##$!"##$ !"##$!"##$!"##$!"##$!"##$!"##$!"##$!"##$ !"##$!"##$!"##$!"##$!"##$!"##$!"##%%% %%%#&'$()#($#!*+($,*-./0$1($2*/$()10$3*&()%%% Do you think long monologues about ‘what needs to change around here’ will eventually have a delayed, explosive impact?
  • 9. what are you thinking?
  • 10. That the living dead expressions of team members signify an incredibly powerful psychological ‘learning state’?
  • 11. !"##$!"##$!"##$!"##$!"##$!"##$!"##$!"##$ !"##$!"##$!"##$!"##$!"##$!"##$!"##$!"##$ !"##$!"##$!"##$!"##$!"##$!"##$!"##$!"##$ !"##$!"##$!"##$!"##$!"##$!"##$!"##$!"##$ !"##$!"##$!"##$!"##$!"##$!"##$!"##$!"##$ !"##$!"##$!"##$!"##$!"##$!"##$!"##$!"##$ !"##$!"##$!"##$!"##$!"##$!"##$!"##$!"##$ !"##$!"##$!"##$!"##$!"##$!"##$!"##% !"##$!"##$!"##$!"##$!"##$!"##$!"##$!"##$ !"##$!"##$!"##$!"##$!"##$!"##$!"##$!"##$ !"##$!"##$!"##$!"##$!"##$!"##$!"##$!"##$ !"##$!"##$!"##$!"##$!"##$!"##$!"##$!"##$ !"##$!"##$!"##$!"##$!"##$!"##$!"##% !"##$!"##$!"##$!"##$!"##$!"##$!"##$!"##$ !"##$!"##$!"##$!"##$!"##$!"##$!"##$!"##$ !"##$!"##$!"##$!"##$!"##$!"##$!"##$!"##$ !"##$!"##$!"##$!"##$!"##$!"##$!"##% !"##$!"##$!"##$!"##$!"##$!"##$!"##$!"##$ !"##$!"##$!"##$!"##$!"##$!"##$!"##$!"##$ !"##$!"##$!"##$!"##$!"##$!"##$!"##$!"##$ !"##$!"##$!"##$!"##$!"##$!"##$!"##$!"##$ !"##$!"##$!"##$!"##$!"##$!"##$!"##$!"##$ !"##$!"##$!"##$!"##$!"##$!"##$!"##$!"##$ !"##$!"##$!"##$!"##$!"##$!"##$!"##$!"##$ !"##$!"##$!"##$!"##$!"##$!"##$!"##% !"##$!"##$!"##$!"##$!"##$!"##$!"##$!"##$ !"##$!"##$!"##$!"##$!"##$!"##$!"##$!"##$ !"##$!"##$!"##$!"##$!"##$!"##$!"##$!"##$ !"##$!"##$!"##$!"##$!"##$!"##$!"##$!"##$ !"##$!"##$!"##$!"##$!"##$!"##$!"##%%% %%%#&'$()#($#!*+($,*-./0$1($2*/$()10$3*&()%%% More likely, the sound of our own voice is just so much more interesting ...
  • 12. ...than the collective hum of a highly motivated and engaged team, working collaboratively to solve problems and share ideas.
  • 13. Lets stop watching people professionally die a little every time we herd them together for another episode of... ‘Managers Make us Miserable’
  • 14. It’s not rocket science!
  • 15. based on lots of research
  • 16. !"##$!"##$!"##$!"##$!"##$!"##$!"##$!"##$ effective managers !"##$!"##$!"##$!"##$!"##$!"##$!"##$!"##$ are very common. 1000’s of them. !"##$!"##$!"##$!"##$!"##$!"##$!"##$!"##$ BTW... the least !"##$!"##$!"##$!"##$!"##$!"##$!"##% !"##$!"##$!"##$!"##$!"##$!"##$!"##$!"##$ !"##$!"##$!"##$!"##$!"##$!"##$!"##$!"##$ members can’t wait for those meetings to end. We observed Which is probably a good thing, because team fewer team meetings than the most effective. !"##$!"##$!"##$!"##$!"##$!"##$!"##$!"##$ We found the least effective managers have !"##$!"##$!"##$!"##$!"##$!"##$!"##$!"##$ !"##$!"##$!"##$!"##$!"##$!"##$!"##%%% %%%#&'$()#($#!*+($,*-./0$1($2*/$()10$3*&()%%%
  • 17. !"##$!"##$!"##$!"##$!"##$!"##$!"##$!"##$ !"##$!"##$!"##$!"##$!"##$!"##$!"##$!"##$ !"##$!"##$!"##$!"##$!"##$!"##$!"##$!"##$ !"##$!"##$!"##$!"##$!"##$!"##$!"##$!"##$ !"##$!"##$!"##$!"##$!"##$!"##$!"##$!"##$ !"##$!"##$!"##$!"##$!"##$!"##$!"##$!"##$ !"##$!"##$!"##$!"##$!"##$!"##$!"##$!"##$ !"##$!"##$!"##$!"##$!"##$!"##$!"##% !"##$!"##$!"##$!"##$!"##$!"##$!"##$!"##$ !"##$!"##$!"##$!"##$!"##$!"##$!"##$!"##$ !"##$!"##$!"##$!"##$!"##$!"##$!"##$!"##$ !"##$!"##$!"##$!"##$!"##$!"##$!"##$!"##$ !"##$!"##$!"##$!"##$!"##$!"##$!"##% !"##$!"##$!"##$!"##$!"##$!"##$!"##$!"##$ !"##$!"##$!"##$!"##$!"##$!"##$!"##$!"##$ !"##$!"##$!"##$!"##$!"##$!"##$!"##$!"##$ !"##$!"##$!"##$!"##$!"##$!"##$!"##% !"##$!"##$!"##$!"##$!"##$!"##$!"##$!"##$ !"##$!"##$!"##$!"##$!"##$!"##$!"##$!"##$ !"##$!"##$!"##$!"##$!"##$!"##$!"##$!"##$ !"##$!"##$!"##$!"##$!"##$!"##$!"##$!"##$ !"##$!"##$!"##$!"##$!"##$!"##$!"##$!"##$ !"##$!"##$!"##$!"##$!"##$!"##$!"##$!"##$ !"##$!"##$!"##$!"##$!"##$!"##$!"##$!"##$ !"##$!"##$!"##$!"##$!"##$!"##$!"##% !"##$!"##$!"##$!"##$!"##$!"##$!"##$!"##$ !"##$!"##$!"##$!"##$!"##$!"##$!"##$!"##$ !"##$!"##$!"##$!"##$!"##$!"##$!"##$!"##$ !"##$!"##$!"##$!"##$!"##$!"##$!"##$!"##$ !"##$!"##$!"##$!"##$!"##$!"##$!"##%%% %%%#&'$()#($#!*+($,*-./0$1($2*/$()10$3*&()%%% One-way communication, information overload, compliance-focused get-togethers aren’t as much fun as you think!
  • 18. on the other hand
  • 19. The most effective managers, who’s team members look forward to team meetings and report serious organisational benefits...
  • 20. focus on 4 priorities 4. Monitoring continuity 1. Producing a Result Celebrating, Actions that acknowledging directly link to contributions and the organisations keeping everyone objectives accountable. 3. Facilitating Growth 2. Innovating Work Continuously improving productivity through Developing team process innovation members collaboratively
  • 21. focus on Producing a Result A team meeting that starts with team and organisational goals shows this is a business meeting, no matter how much fun you make it. Managers that have high performing teams tend to spend the first 25% of the meeting on goals. 1. Producing a Result. Focus on Actions that directly link to the organisations objectives
  • 22. Reflect on achievements, discuss what the team wants to accomplish tomorrow and plan how to get there. Clarify the team and organisations goals. Ask team members to share their goals. It is important to help team members see Give each team member a minute or two the link between what they do and the to briefly share their performance goals, core goals of the company. how they are travelling and what they will do to meet them.  Relate short-term team goals to the organisations vision so people can see Ask all team members to make how they make a difference. suggestions based on their experience, particularly if there is a shortfall in Record team commitments and evaluate individual or team goals. the success of actions under-taken after the last meeting before moving on. 1. Producing a Result. Focus on Actions that directly link to the organisations objectives
  • 23. focus on Innovating Work Move from ‘what’ needs to be achieved to ‘how’ to improve the way you accomplish goals.  High performing managers spend about 25% of the meeting on improving productivity, by making processes and tools easier and better. 2. Innovating work. Focus on continuously improving productivity through process innovation
  • 24. Collaborate on improved processes and tools. Make what team members do every day easier. Get everyone participating. Ask team members to focus on improvement. Share and discuss current & future changes. Large scale changes might be out of your Few things say “you’re not important” more sphere of influence but improving smaller, loudly than withholding important tactical processes and tools can have a big information Team Members need. Sending it impact. via eMail is no better. Ask the team to pick a simple process or Between team meetings make a note of all tool and brainstorm ideas that will improve current or future changes that impact team it. Implement the change quickly and let members... keep everyone in the loop team members know. (verbally, not via eMail) and ask for constructive suggestions in or after the meeting. 2. Innovating work. Focus on continuously improving productivity through process innovation
  • 25. focus on Facilitating Growth High performance managers also focus on ‘how’ to accomplish goals through professional development. They spend at least a quarter of the meeting on learning from each other. 3. Facilitating Growth. Focus on developing team members collaboratively
  • 26. Provide a forum for learning from each other and the teams collective mistakes. Ask team members to share expertise. Conduct role plays & debrief as a group. Give each team member a minute or two Ask: what happened, what worked well to share what they have learned and what could be done differently. between team meetings. Learn from individual and team mistakes. If a team member has a BIG LEARNING give them more time to share and One of the best times to learn is when discuss. things don’t go to plan. Brainstorm ideas to ensure the team doesn’t make the same Ask team members to share learnings mistakes again. and observations from coaching sessions... 3. Facilitating Growth. Focus on developing team members collaboratively
  • 27. focus on Monitoring continuity Spend the remaining time celebrating team members accomplishing. Encourage team members to take responsibility for this section of the meeting. They can show their appreciation of each other just as easily as the manager. 4. Monitoring Continuity. Focus on Celebrating, acknowledging contributions and keeping everyone accountable.
  • 28. Celebrate wins, reward outstanding contributions and keep everyone on the same page. Celebrate accomplishments and small wins. Confirm values and high standards. Let team members know their effort is If you have a list of team values or appreciated. Even a small memento or a commitments (and you should) discuss thank you can have a big impact. them as you bring the meeting to a close. Keep rewards small, tailored & relevant. Ask team members to share how they Avoid comparing team members, it annoys have lived the values between team people more than it helps them. Involve meetings. everyone in the celebration and ask team members to commend others when appropriate. At the end of the meeting team members should leave motivated and clear about the teams high standards. 4. Monitoring Continuity. Focus on Celebrating, acknowledging contributions and keeping everyone accountable.
  • 29. Always start a team meeting on-time (even if others are late) and allocate at least an hour. If you have a team of ten, that’s 10 person hours you are responsible for... spend at least an hour preparing for the meeting.
  • 30. Let team members know what you expect from them (for example: arrive on time, participate, ask questions, one conversation, et al). Be flexible with timings but always finish on time.
  • 31. Open the meeting, then let team members do the talking... it’s their meeting. Your role is to keep things on track, ask thought provoking questions, facilitate activities and mediate personality clashes.
  • 32. © 2009 by Jason Moore. Copyright holder is licensing this under the Creative Commons License, Attribution 3.0
  • 33. Jason Moore will help you make work better A world in which people can produce a meaningful result, innovate, grow, live up to a high standard and enjoy what they do everyday. Jason delivers practical, cutting-edge insight in a presentation style that has been described as ‘expertise with humour’. Producing a Result Actionable ideas are at the heart of every Jason Moore engagement. Over 20 years of research, consulting, leading and keen observation of the best and worst of today’s leaders has gone into creating one of the strongest, most practical approaches to developing leadership. Jason and his company are dedicated to making work better and developing leaders who will have the greatest possible impact. Innovating Work By observing thousands of teams and noticing where they spend their time and effort, Jason found a simple but enduring truth: High performing and low performing managers focus their time and effort on completely different things. Top performers consistently focus on 4 simple leadership priorities: Producing a Result, Innovating Work, Facilitating Growth and Monitoring Continuity. Facilitating Growth With humour and candour, Jason will share with you simple, practical and common- sense secrets that only the top 10% of managers use. Contact Jason at jason@beingculture.com... Jason is a member of the Monitoring Continuity Australia Institute of Professional Facilitators For Details on how Jason Moore can uniquely tailor an engagement to your specific needs, contact him at jason@beingculture.com

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