Not Just Another Meeting , livre ebook

Association for Talent Development - Eli Sharp , Rodney Napier

Découvre YouScribe en t'inscrivant gratuitement

Je m'inscris

Obtenez un accès à la bibliothèque pour le consulter en ligne
En savoir plus

110 pages

English

Vous pourrez modifier la taille du texte de cet ouvrage

Obtenez un accès à la bibliothèque pour le consulter en ligne
En savoir plus

A propos
Informations
Extrait

Description

Create a fresh, intentional approach to meetings

When meetings draw employees away from day-to-day tasks but fail to reach their intended outcome, it has huge costs to the organization. All too often, this happens because meetings lack purpose—people gather together to discuss a problem but don’t know how to approach it strategically.

Consider that the typical leader spends at least 10 hours a week in meetings with an average of five people. Now, assume each of those individuals is priced out at $100 an hour. That’s $5,000 a week in meeting costs. Multiply that $5,000 by 50 weeks, then by the 10 top executives. The cost? $2.5 million. Of course, leaders dread the thought of one more ineffective meeting, as do most other workers.

With preparation and intention, you can turn these wasted opportunities into sessions that fully engage participants and teams. In Not Just Another Meeting: Creative Strategies for Facilitation, you will learn how to be intentional about diagnosing what your team requires from a meeting. By expanding your repertoire of what to do and how to do it, you can respond to any situation with calm, certainty, and creativity.

Experienced facilitators and consultants Rodney Napier and Eli Sharp describe 13 classic designs, such as the Future Search, Collapsing Consensus, and Genie in the Bottle. Applying to wide-ranging workplace issues, these designs provide the tools to enable any gathering to solve problems, build trust, and deal with conflict. Accompanying them are animated videos, available online, that allow you to observe exactly how to facilitate each design.

This book shines a new light on situations you’ve taken for granted for years. Break out of your old meeting habits—and actually excite the participants of meetings you lead.

Sujets

Efficacité professionnelle

Efficacité

Employabilité, métiers et formations

Training

Economics

Business

Gestion d'équipe

Informations

Publié par	Association for Talent Development
Date de parution	13 novembre 2018
Nombre de lectures	0
EAN13	9781562866914
Langue	English

Informations légales : prix de location à la page 0,1648€. Cette information est donnée uniquement à titre indicatif conformément à la législation en vigueur.

Extrait

© 2019 ASTD DBA the Association for Talent Development (ATD) All rights reserved. Printed in the United States of America.
22 21 20 19 1 2 3 4 5
No part of this publication may be reproduced, distributed, or transmitted in any form or by any means, including photocopying, recording, information storage and retrieval systems, or other electronic or mechanical methods, without the prior written permission of the publisher, except in the case of brief quotations embodied in critical reviews and certain other noncommercial uses permitted by copyright law. For permission requests, please go to www.copyright.com , or contact Copyright Clearance Center (CCC), 222 Rosewood Drive, Danvers, MA 01923 (telephone: 978.750.8400; fax: 978.646.8600).
ATD Press is an internationally renowned source of insightful and practical information on talent development, training, and professional development.
ATD Press
1640 King Street
Alexandria, VA 22314 USA
Ordering information: Books published by ATD Press can be purchased by visiting ATD’s website at www.td.org/books or by calling 800.628.2783 or 703.683.8100.
Library of Congress Control Number: 2018954244
ISBN-10: 1-56286-688-5
ISBN-13: 978-1-56286-688-4
e-ISBN: 978-1-56286-691-4
ATD Press Editorial Staff
Director: Kristine Luecker
Manager: Melissa Jones
Community of Practice Manager, Learning & Development: Amanda Smith
Developmental Editor: Jack Harlow
Senior Associate Editor: Caroline Coppel
Text Design: Shirley Raybuck
Cover Design: Alban Fischer, Alban Fischer Design
Printed by Versa Press, East Peoria, IL
CONTENTS
Introduction
Acknowledgments
Part I. Design and Preparation
1. The Art of Design
2. Intentional Facilitation in Action
3. Creativity, Structure, and Design
4. Facilitation for Organizations and Teams
Part II. Execution
5. Solving Problems and Setting Priorities
6. Building Trust and Engagement
7. Dealing With Conflict
8. Overcoming the Challenges of Virtual Facilitation
Part III. Next Steps
9. Taking Your First Leap
10. Facilitation: Enable, Assist, Expediate, Accelerate
About the Authors
Index
INTRODUCTION
After decades as consultants, teachers, and facilitators, we continue to see the need to provide leaders with tools, skills, and strategies for building more effective teams and organizations. Twenty years ago, Rod wrote the first of four books dedicated to translating strategic “designs” into a language accessible to leaders, managers, and particularly facilitators. These simple yet in-depth solution models were designed to help solve a problem, resolve a conflict, make a decision, or address anything else that might block the team, meeting, or organization from reaching a goal.
It should have been a no-brainer: proven ways to improve either team or meeting effectiveness, almost as easy as painting by numbers. However, it took years to discover a certain fallacy in this thinking: Leaders and facilitators would not even attempt our easy step-by-step approach if they had not had the opportunity to experience it firsthand. They had to see the strategic designs being implemented successfully before they would risk trying virtually any of them. The potential for failure or loss of face in front of their direct reports or, heaven forbid, their boss or client would never occur. Rather than chance success, they chose to continue with mediocrity. The keys to victory lay on the table, yet the risk-adverse leader or facilitator would not pick them up.
Suddenly we were faced with huge evidence of the need for a new and innovative way to teach facilitators—and through them, leaders—how to improve their team and meeting effectiveness. So during the latter part of this book, after some brief foundational work, we will bring the experience—the demonstration of our ideas—to you. Learning some accessible new skills should prove to be both interesting and enjoyable as you expand your facilitator repertoire. It will be like shining a new light on situations you’ve taken for granted for many years; suddenly, you’ll have new choices to excite you and your stakeholders. Our job is to make the facilitation process both interesting and fun—yes, fun.
The Extraordinary Dollar Cost of Mediocrity
Over the years, we have conducted several analyses of meeting costs for large businesses that have implications for anyone who has ever attended a less-than-satisfactory meeting. Each time, our rather conservative estimates proved to be mind boggling.
For example, the average executive spends at least 10 hours a week in meetings with an average of five people at each meeting. Each of those individuals would be priced out at no less than $100 an hour, which adds up to $5,000 a week in meeting costs. For larger companies, multiply that $5,000 times 50 weeks, then times the 50 top executives, and the cost is more than $12 million. Yet, of all these executives, only 10 percent said they’d received training in anything more than how to build a meeting agenda. One organization we studied had 300 facilitators at an executive level, and many of the meetings had well over 10 people involved. The associated cost ballooned to more than $100 million a year, with few of the meetings being evaluated, and rarely were the facilitators provided any feedback.
Even more challenging is the admission by a majority of these facilitators that they spend no more than 15 minutes preparing, such as by creating an agenda, for the average one- or two-hour meeting. The reason? They have a limited repertoire of strategies for such meetings other than PowerPoint presentations, or habitually defined approaches that make every meeting seem just like the last one: predictably boring. If you’re smiling or grimacing, join the thousands who would agree.
The need, we discovered, is a foundational one—the strategic development of trust and creativity across teams and organizations, through not only design but also the trusted facilitators upon whom organizational leaders depend. Without this strategic development, there are few high-performing teams or truly successful meetings. “Same old, same old” rules, and productivity and innovation suffer with little being done to alter the equation.
For 30 years, we have presented our consulting clients with strategies to facilitate differently, and now we are bringing these tools and skills to you with a new approach that enables you to witness our strategies as if you are in the room. Anyone who reads these pages and studies the accompanying animations will expand their repertoire of facilitation solutions. They’ll gain a new understanding of how to work effectively with highly diverse groups of individuals, begin to think diagnostically, and enhance their creativity as facilitators in support of moving teams, meetings, conferences, and gatherings of all kinds to new levels of effectiveness. And the benefits will continue to increase as they become more comfortable with these ways of thinking and acting.
Different Uses of Facilitation
During the past decade, the number of different roles and functions in organizations of all kinds has diminished dramatically, partly because of the economic collapse. The result is an emphasis on the bottom line, staff reductions, and the persistent theme of doing more with less. All three factors have conspired to raise levels of fear and urgency in a crisis-reactive work climate. “Just do it, damn it!” is increasingly the leadership mantra.
Command and control management has returned with a vengeance. More and more leaders have adopted a militaristic, “take the hill” approach. The last thing they want is to be questioned. Community-enhancing behaviors like engagement, collaboration, and open communication, while often discussed, have been shelved because they require precious time both to build the necessary skills and to execute. And there is the lingering fear that working in groups itself requires more time. It is confusing when people still use the words—the cooperative jargon—while doing the opposite. Simply getting people into a room with a demanding topic that shouts out for collaboration and deep discussion will not have a good result, no matter what the boss says. More often than not, the goal of the participants is to finish as soon as possible with a minimum of boredom or pain. A bit cynical, but often true.
Further, leaders are often lulled into believing that facilitation is a simplistic process of formulaic strategies. There are innumerable books pushing their wares on harassed managers, leaders, and their erstwhile facilitators. The “quick and dirty” prescriptive advice promises easy success if basic rules are followed. The 60-Second Leader, or 6 Tips to Success, or Eight Lessons From Genghis Kahn prey on the confusion in leadership today, while also placing greater emphasis on the marketing potential of a concept over its actual content.
Our view is that leadership and facilitation have never demanded so much or been under such challenging conditions. At the same time, never has there been such an array of tools and skills available to improve leadership effectiveness. And facilitators are in the crosshairs of that reality. It is for them to make a silk purse out of a sow’s ear. Their leaders tell them what to do and what they expect, but they haven’t a clue how to deal with the contradictions and demands thrown at them.
For example, we observed a two-hour meeting with nine executives who were to identify obstacles to their organization’s operational efficiency. The meeting facilitator had each of the leaders write down their three greatest priorities and then opened the floor for discussion, dutifully going around the circle of leaders so each would feel involved. Of course, all hell broke loose as the executives argued for the issues that would cause the least disruption to their part of the organization. At the end