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The Opportunity
A single effective meeting will
substantially change the capacity of a
group to achieve its mission.
A meeting is effective when it achieves two
goals: it defines a clear strategy and brings
individuals to fully align behind it.
For individuals to completely engage, they
need to have internalized objectives both
intellectually, i.e. “I understand and agree
with what needs to be done” and
emotionally, i.e. answering their unspoken
question, “What’s in it for me?” in a
satisfactory manner.
This new common understanding catapults
the group to new levels of productivity
because the time previously absorbed by
confusion, distrust and fear of doing
something wrong has been refocused on
productive activities. In a matter of days,
the team reaches new levels of performance
with the resources it already has.
A single effective meeting will
substantially change the capacity of a
group to achieve its mission.
A meeting is effective when it achieves two
goals: it defines a clear strategy and brings
individuals to fully align behind it.
For individuals to completely engage, they
need to have internalized objectives both
intellectually, i.e. “I understand and agree
with what needs to be done” and
emotionally, i.e. answering their unspoken
question, “What’s in it for me?” in a
satisfactory manner.
This new common understanding catapults
the group to new levels of productivity
because the time previously absorbed by
confusion, distrust and fear of doing
something wrong has been refocused on
productive activities. In a matter of days,
the team reaches new levels of performance
with the resources it already has.
The Challenges to Effective Meetings
Most meetings do not live up to
expectations. Statements of good intentions
made at the end of the meeting are not
followed by action. Just a few months later,
little is left of the original plan.
It is unresolved conflicting perspectives
that prevent clear focused action after the
meeting.
Most individuals want the meeting to be
productive and have their unique ideas
about to solve the problems. This sets the
double trap that often makes critical
meetings ineffective:
1. There is a rush to problem-solving,
2. Everyone retains their point of view.
Left unchecked, these dynamics lead many
to hold back their opinions and go along with
decisions they do not fully endorse.
Lukewarm agreements create mediocre
results, causing discouragement as the
group fails to deliver on their plan.
Real progress only comes when common
ground is reached and individuals have the
commitment to take action toward shared
goals.
With the appropriate framework and
guidance individuals can work effectively as a
group to solve tough problems, discover new
resources, and manage together a process
for positive change.
Effective Facilitation
Most meetings do not live up to
expectations. Statements of good intentions
made at the end of the meeting are not
followed by action. Just a few months later,
little is left of the original plan.
It is unresolved conflicting perspectives
that prevent clear focused action after the
meeting.
Most individuals want the meeting to be
productive and have their unique ideas
about to solve the problems. This sets the
double trap that often makes critical
meetings ineffective:
1. There is a rush to problem-solving,
2. Everyone retains their point of view.
Left unchecked, these dynamics lead many
to hold back their opinions and go along with
decisions they do not fully endorse.
Lukewarm agreements create mediocre
results, causing discouragement as the
group fails to deliver on their plan.
Real progress only comes when common
ground is reached and individuals have the
commitment to take action toward shared
goals.
With the appropriate framework and
guidance individuals can work effectively as a
group to solve tough problems, discover new
resources, and manage together a process
for positive change.
Effective Facilitation
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| Effective Meetings/ Retreats |
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