1 Easy Step to Shorter Meetings

Shorter MeetingsProblem: Habitual Thinking About Time
Think about a meeting you typically schedule for your team. How long do you schedule for the meeting? For sake of discussion, let’s assume it is an hour-long meeting. Is an hour really needed, or is scheduling an hour just a habit in thinking about time in 30-60 minute increments?

We have become accustomed to increments of time that are rounded off…and most often, rounded up to greater increments of time. For example, consider human behavior with New Year’s resolutions.

What is normally considered a goal, becomes a resolution because it was set on or around January 1. Then most people stick with it for as long as they can…typically a couple weeks…then say to themselves, “I will try harder next year.”

While we are accustomed to think habitually in terms of year-long resolutions, when what is really needed are week-long or even day-long resolutions. Why wait a whole year to make adjustments to what didn’t work after a few weeks.

Shorten your time increments. Similarly, when we schedule meetings, we tend to look in 60 minute blocks of time, when what really may be needed is 45 minutes or perhaps even 20.

Solution: Plan for Less

To Meeting Organizers – Reduce meeting time by 25% or more.Before scheduling your next meeting, first be a responsible organizer and do the following:

  • Ensure there are clear decision points
  • Communicate to all necessary attendees in advance of meeting
  • Determine how much time you think will be needed for the meeting
  • Then recognize you are thinking about time in traditional ways and reduce the time by at least 25%

This is counter-intuitive, but you will be amazed at how properly prepared attendees that know the meeting time is short, will focus in on the essential decision points. Longer meeting times suggest to the participants, that there is plenty of time, so settle in and pace yourself.

To meeting participants – Plan to leave early.
For your next scheduled meeting, let the meeting organizer know that you will have to step out [25% of the meeting] early (i.e., leave 45 minutes into an hour-long meeting).

  • Ask the meeting organizer to cover the key points while you are there
  • Identify a colleague to get a recap for the last 15 minutes missed
  • Congratulate yourself for taking intentional steps to reinvest valuable time
  • Recognize this is a short-term solution, so address it at the root by sharing these tips with others

I understand this is not possible for all meetings, particularly meetings that your supervisor called. In those instances, what you can do is share the concept you read here. Let them know these methods have increased staff productivity levels in excess of 25%. What supervisor would not be a fan of that?

“Less talking, more doing!”

This really works and puts valuable time back in your day, especially when you attend or hold multiple meetings each day. The result? Spend less time talking about what you will do and more time actually doing it.

Please share your successes in employing this technique. Also, if you have a favorite way to reduce meeting times…or meetings altogether, we’d love to hear about them.

Jeff Michaels | Repeatable SuccessJeff Michaels is a Sales & Marketing Executive that has worked with executives, leaders, & teams for 25 years to create repeatable success regardless of industry, economy or circumstance.

Diagnosing Misdiagnosis in Business

Diagnosis and MisdiagnosisIn the medical field, a doctor’s misdiagnosis can prove fatal. Have you ever considered the consequences of misdiagnosing a sales, marketing or business issue?  In the metaphorical sense, a wrong diagnosis can prove fatal to your career or business as well.

According to the National Patient Safety Foundation (NPSF), misdiagnosis occurs in the medical profession up to 42% of the time.

When you consider that doctors, being highly educated and well-trained in their field, still misdiagnose symptoms for 2 out of every 5 patients, how much more susceptible might the everyday sales or business professional be in proffering a wrong diagnosis? Yet for many business professionals, they cavalierly forge ahead with untested hypotheses of their business issue, and a firm course set for remediation.

“For most diagnoses all that is needed is an ounce of knowledge, an ounce of
intelligence, and a pound of thoroughness”

HOW DOES THIS HAPPEN?
Try to recall a recent business result that fell short of expectations, and subsequently required diagnosing the problem. What was the process you used to identify the problem, and identify a remediation plan?

For many people, they follow an inherently flawed two-step plan:

  1. They compare their result to their expectation, then
  2. They work backwards from the result, looking for a plausible explanation for why they fell short

While this is a common approach, the problem is that beginning with the comparison as your starting point for diagnosis is far too late. All you can do at this point is learn for next time…if fortunate enough to have a next time. The second problem is that working backwards from the result only serves to explain symptoms, but not address the root cause. If we want to avoid bad results or avoid repeating bad results, we need to get at the root.

HOW DO YOU GET AT THE ROOT?
I used to live in a neighborhood where there were a lot of very large, mature trees with roots that would buckle the sidewalks. Imagine a city planner tasked with inspecting the damage and evaluating a remedy for the current problem, to serve as a model for future neighborhoods.

Imagine how preposterous it would be if the City Planner recommended a ‘root-redirection’ program when sidewalks started to buckle? In other words, if the proposal was to address the point of the visible problem by digging up the damaged sidewalk, and working to redirect the roots downward, we would laugh at the foolishness of such a plan.

Common sense suggests either planting trees farther away from sidewalks or changing the type of tree altogether. Stated differently, we would need to change what we do on the front end to get better results, not work from the point of the buckled sidewalks backwards.

Yet, this serves as a picture of how missed expectations are often addressed. A person does a comparison, sees the variance and looks for an explanation to the problem. When taking this approach [from the end rather than the beginning], the tendency is to stop searching once you believe you have reached a conclusion.

“A conclusion is the place where you got tired thinking.”

Those were the words of the German-American physician, Dr. Martin Fischer (1879-1962).

PRESCRIPTION FOR PREVENTION
Dr. Denis Burkitt said, “Diseases can rarely be eliminated through early diagnosis or good treatment, but prevention can eliminate disease.” Most would agree, prevention is much better than prescription.

In order to prevent a career full of missed results, followed by faulty diagnostics leading to more missed results, we need to look at a new process that will enable one to succeed intentionally, predictably and repeatedly. Doing so will prevent a career full of regret.

The best way to do so is to have a repeatable structure or process for achieving results, so that you can quickly identify and detect problems early.

Following are a list of steps to get you well on your way:

  1. Long-term goals should be front and center as your starting point
  2. Connect all shorter term goals into your long-term goals
  3. Identify specific activities/tactics necessary to achieve your goals on weekly basis
  4. Plan specific times each day/week to achieve the tactics leading to your goals
  5. Evaluate each day/week how you performed according to what you planned to do
  6. Adapt your approach as necessary based on your evaluation and insights

Do not let the process scare you as this not only is guaranteed to improve your results, but literally only takes 20 minutes/day and increases the success rate significantly. I do steps 1-4 in The First 15 Minutes of each day, and steps 5-6 in the last 5 minutes of each day before I leave. I jot quick notes of my observations for what did and didn’t go as planned and as a result, have a written record of how to repeat success.

What steps do you take to create intentional, repeatable and predictable success?

Jeff Michaels | Repeatable SuccessJeff Michaels is a Sales & Marketing Executive that has worked with executives, leaders, & teams for 25 years to create repeatable success regardless of industry, economy or circumstance.