Leadership
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Leadership

 

Managing Over

This week I’m sharing content from an another article I was featured in. Thanks again to Kathyrn Vasel, of CNN Business for the great article on How to shut down an over-talker at your next meeting.

 

(CNN)Meetings can be a bore, but they can really drag on when someone is talking too much or going off topic.

If one person dominates the conversation, it can deter others from speaking up and mean missing out on new ideas and getting a variety of opinions.
“I’ve never led a team where there isn’t some degree of someone who is an over-talker,” said Ellen Faye, a productivity and leadership coach.
Leaders need to learn how to manage a meeting. They need to take charge when someone goes off the rails, but they also need to tread carefully when it comes to reining the person in.
“You want meetings to be useful, and if you have someone who goes on and on — that meeting has become non-productive,” said Faye.

Set a firm agenda

It’s easier to keep people on track with a comprehensive agenda that includes topics and time frames. It provides a blueprint to what will (and won’t) be discussed, which can help people stay on topic.
Set the tone of the meeting from the start: Telling attendees that you plan to keep things moving and on topic can make people more aware of their speaking time and make it less awkward if you have to step in.

Create time limits

Setting parameters can also help curb over-talkers.
You can request that people keep their comments to around one minute or two, or that they share their top thought and then move on to the next person, Faye recommended.Another option is to outline that you want to hear from each participant at least once, but no more than three times.
“That way, everyone is compelled to speak up and participate, but the over-talkers will be more limited,” said Faye.

Steer them back on track

We can all get into the weeds sometimes and risk getting bogged down with details that aren’t relevant.

If that’s happening, Faye suggested saying something like: Those are great details to work on. Let’s keep a note of that for later.
“It takes a leader with confidence to know when enough is enough,” she said.

Create a ‘parking lot’

Making sure participants feel heard is important, but sometimes their ideas just aren’t relevant to the topic at hand.

Those ideas can be sent to a “parking lot,” which is a list you create, either on paper or for everyone to see.

This validates an idea, but keeps the conversation on topic. Just make sure to circle back to the parking lot at the end of the meeting.

“The actions in the parking lot need to be forwarded in some way,” advised Hallie Crawford, a certified career coach. That could mean moving an ideato the next meeting’s agenda, assigning someone to look into it, or dealing with it via email.

Politely interrupt

If there’s a serial over-talker or someone has been going off on a tangent for several minutes, it could be time to interrupt — just be polite about it.
If someone is being verbose and not getting to their point, Crawford suggested saying something like: “Joe, if I can interrupt, I think that is a great thought. Do you have any recommendations of how we can implement that plan or strategy?”
She also said phrases like: “Sorry to interrupt, but in the interest of time” or “bringing us back to the agenda” can also get people back on track without coming off as harsh.

This week’s topic comes from a client’s inquiry.  She is seeking a better way to balance freelance work, her full-time job, and everything else going on in her life.

The word that comes to mind is RUTHLESS.  She will have to be ruthless in her planning, her priorities, AND her follow through.

A solid plan is paramount:

  • Treat this like you have two different jobs – treat the freelance job like you had a boss and you had to show up. If you’re serious about the other responsibility you can’t not do it just because you don’t feel like it. This holds true for freelance/gig/second jobs, volunteer commitments, family tasks, and other responsibilities.
  • Quantify time allocated to each commitment – If you want to work in your freelance job 20 hours a week and your regular job 40 hours a week, get real about what a 60-hour work week will be like. What do you have to say “no” to to say “yes” to this?
  • Plan it out on your calendar – now let’s bring this to life by clarifying what your week is going to look like. Plug into a calendar grid what you’ll do when. Create a spreadsheet beginning with what time you’ll wake up and what time you’ll go to sleep.  (I call this Ideal Week planning – ideally, if all things go well – my week will look like this…)
  • Pledge to yourself that your 2nd responsibility is as important as your day job – not necessarily in hours, but in commitment. Monitor your actions.  Log your time. If it’s not working ask why not.
    • Are you too tired?
      • Are you working with your body clock?
      • Can you swap office and freelance time?
    • What can change?
      • Are you going to bed at the right time?
      • What other work can you delegate/pass on? – hire someone to clean your house, have your groceries delivered, take your laundry to a wash and fold service.
    • Are you motivated enough?
      • How much do you really want to be doing all you are doing?
  • Assess success weekly – is there a friend or coach you can check in with to discuss how it’s going? Or is it enough for you to be accountable to yourself?
      • Did you reach your goals?
        • If so – what worked?
        • If not – what didn’t work?

At the end of the day there are only so many hours. If you are going to say “YES” to multiple responsibilities, what do you have to say “NO” to?

What is the connection between productivity and leadership?

Perhaps the question is how can these two concepts be pulled apart?

  • A great leader creates the environment for their team to be successful; thus productive.
  • A productive leader gets things done – and that’s not going to happen without strong leadership.

Leaders who produce:

  1. Know what’s important and ensures their team focuses on that work
  2. Have systems in place so team-members know what’s expected
  3. Create space for growth, creativity, and innovation
  4. Develop cultures in which team-member contributions matter
  5. Build connections so that team-members feel they belong

 

Want to learn more? This week I share my appearance on Smead’s Keeping You Organized podcast:

 

The Connection Between Productivity and Leadership  – https://www.youtube.com/watch?v=ET-rmKOFh1U

 

 

 

This week I’m once again sharing content from an article I was featured in. Thanks to Kathyrn Vasel, of CNN Business for the great article on How to Make Meetings More Effective.

You’re running your meetings wrong. Here’s how to make them more effective.

Meetings often get a bad rap. We have too many, they’re too long and they prevent us from being as productive as we could be.

“People don’t hate meetings, they hate meetings that waste their time,” said Ellen Faye, a productivity and leadership coach.

But sometimes meetings are necessary, and can be useful tools for getting things done, brainstorming new ideas and tackling problems at work.  You just have to do them right.

Keep the invite list exclusive
Only invite people to whom the subject matter of the meeting is relevant. “People don’t often really think about who really needs to be at the meeting,” said Neal Hartman, a senior lecturer in managerial communication at the MIT Sloan School of Management. “Lots of people get invited and if the topic isn’t relevant to them, they feel like they have nothing to contribute and they are sitting there thinking of all the other things they could be doing.” Limiting the size of the meeting can also spur better conversation, said Paul Axtell, author of “Meetings Matter: 8 Powerful Strategies for Remarkable Conversations.” “The quality of conversation is dependent on quality of the relationships that walk into the room. Fewer people are more likely to connect.”

Have a clear agenda
Make sure all attendees have a good sense of the subject and goals of the meeting before they walk into the room. When you send the calendar invite with the time and location of the meeting, it helps to also include an agenda with the intended topics of discussion. “It’s particularly useful to put a suggested timeline for each agenda item.” said Hartman.  Give people adequate time to review and digest any complex data or documents before the meeting to avoid putting anyone on the spot and to keep the meeting moving. “If you are expecting your meeting to be effective and productive and you want to be able to make a decision, you need a certain degree of information and data,” said Faye. And if you expect some participants to run part of the meeting, give them advanced notice and a time limit.

Get broad participation
Now that you’ve invited only the necessary players to your meeting, make sure you get input from everyone. “If you have done a good job selecting the participants … it’s useful to hear from everybody to get a nice range of insights and perspectives,” said Hartman. The meeting leader should make sure everyone feels comfortable contributing and rein in any conversation hogs who tend to dominate meetings. There are different ways to encourage everyone to speak up. Some implement a rule that everyone needs to speak once, but no more than three times. Others will simply make sure to call on everyone in the room at some point. “The people who are quiet have good information and if we skip them and don’t hear them we aren’t making the best decision for the team and aren’t getting the best outcome,” said Faye.

Limit your own talk time
While meeting hosts play an important role in the effectiveness of the meeting, they also have to be careful with how much they are talking. One of the biggest problems that leads to unnecessarily long meetings is the leader talking too much and not asking questions or listening, according to Bob Sutton, an organizational psychologist and Stanford professor. “You have leaders who talk to allegedly show off their knowledge, when asking questions helps make everyone feel engaged and recognized,” he said.

Have a call to action
Too often if you ask participants of the same meeting what was accomplished or discussed, you’ll get different answers. To avoid that, the meeting leader should take a few minutes to review what was decided on, any deadlines and the next steps to move forward. “If you don’t leave with specific commitments and timelines, then for the most part you didn’t accomplish anything,” said Axtell.” Most often the missing piece is not nailing down who is doing what and then not following up.”

Limit tech
Technology has made our lives much easier, but it can also be a major distraction in meetings. “If you are texting or emailing during a meeting, you aren’t engaged,” said Faye. “There is no way your brain can be doing that and listening and following the conversation.” Meeting leaders should set expectations and ground rules on what technology will be tolerated and they should practice what they preach. Some companies have even banned technology in meetings or make people turn in their devices at the start of the meeting.

Avoid lip-service meetings
Managers can run the most well-run meetings, but if there is no execution afterward, it can cause friction with employees. “Some leaders seem to believe that if they have meetings and are just listening to people and don’t follow up on the opinions or advice, that will make employees feel better,” said Sutton. That’s not the case. “People get really frustrated,” he said.

If it’s daily, keep it short and try standing
If a daily meeting is deemed necessary, keep it moving and keep it short — no more than 20 minutes. “If it’s a daily meeting where you are reviewing actions … I would do a standup meeting where everyone is eye level and everyone moves on,” said Faye.

Track how much time you spend in meetings 
Some job roles require multiple meetings a day, but Faye recommends aiming to have only two hours of meetings a day with four at the most.
“This gives you enough time to follow up, react and do other work,” she said.

Much is being written about productivity these days, though it doesn’t seem to be really helping too many people.  Perhaps it’s because of the “one size fits all” approach I discussed in last weeks blog. My perspective, and why I’m choosing to include LEADERSHIP in my blog theme, is because your productivity is influenced by the productivity of others in your sphere. We don’t operate in a vacuum. The effectiveness of the people we work with impacts our personal effectiveness.

I know, you may not think of yourself as a leader, but I do.  I define a leader as someone who influences outcome through collaboration and communication.

And, I just love this quote from Jed Bartlett of West Wing fame: A leader without followers is just someone out taking a walk…

Do you influence outcomes?  Do you lead people?

  • As a entrepreneur you lead your vendors; be it your web designer, bookkeeper, virtual assistant, graphic designer, professional organizer, or coach.
  • As a member of a team you lead the people on the team. While you may not always have formal authority over them, quite often informal leaders have great impact on outcome.
  • As a subordinate you lead your boss. If you have ever influenced the outcome of a discussion with your boss, than you are a leader.
  • As a volunteer you lead to achieve the mission of the organization for which you volunteer. No matter what your position, your work influences and impacts the team and the outcome.
  • As a family member you lead your family. Think about deciding where to go to dinner. In my family this takes the ultimate of leadership skill!

For you to be effective, not waste time, and get work done, you depend on those around you. You can either isolate or collaborate. When you collaborate, your productivity is impacted by the cultural health of the team.

And if you’re the leader, your success is absolutely dependent on the productivity of the team.

Productivity isn’t just personal, is it?

Welcome to the Productive Leader Blog 2.03 things productive leaders do

I’ve taken my own advice.  I set aside blogging and writing on personal productivity, and productively engaged in my volunteer leadership responsibilities. But I’m back.

Last week at the NAPO2019 National Conference, I was honored with the 2019 Founders’ Award – our industry’s top recognition for advancing our profession.  What a thrill. Gratifying and fulfilling, the Award acknowledged my 7-year service  on the NAPO Board(National Association of Productivity and Organizing Professionals) Board, including 2 years as their President.

And now it time to get back to the business of my business, and I’m excited to share my thoughts and ideas, with a clear focus, on supporting productive leaders.

Here’s what I know about being a productive leader – it is someone who:

  • Creates an engaging, positive, and psychologically safe environment so those they interact with can do their best work, …
  • and implements and supports practical systems so those they interact with can work most effectively, …
  • and exemplifies excellence by having and executing reasonable personal productivity habits.

Providing you with short, useful, and meaningful takeaways on leadership, team productivity, and personal productivity are my goals for the Productive Leader Blog.

So, stay tuned or unsubscribe as you see fit. As always, I welcome your questions, comments and thoughts.

Here’s to a thoughtful, fulfilling, and inspiring future.