by Peter A. Arthur-Smith, Leadership Solutions, Inc.®
“Good leaders never stop learning.” Gerard Seijts, Ivey Business Journal, July/August 2013.
Our conventional management (CM) culture is fraught by meetings. In many instances these meetings are convened as a means of maintaining control. Participants are expected to report-on accomplishments since the prior meeting and then take note of what needs to be implemented during their next activity period. Occasionally they are used as problem solving sessions, grievance sharing moments, or briefing huddles. They are regarded as a highly important supervisory tool to sustain command and control cultures.
Most executives and especially their workplace people complain about their excessive number of meetings. Perhaps they perceive their frequency as somewhat offensive because it conveys a lack of trust. Such feelings are compounded by their one-way rather than two-way format. In other words, participants are obliged to listen to what their “bosses” want to espouse rather than giving participants the chance to contribute in some way. As you will see, this is not a very effective way of running meetings.
More often than not, executives complain about the lack of ideas or contribution from participants when they do try to engage them, so why bother? In those instances, this writer’s inner thoughts relate to the probability that their people have got out of the habit of contributing – due to a persistent one-way format – or the best thinkers have already left, or the meeting convener just doesn’t know how to open-up the conversation…it could be all of such possibilities. No wonder so many people are disenchanted with today’s meeting format and often view them as a waste of their valuable time.
Enlightened leaders (ELs), on the other hand, view their forums as a vital tool for two-way communication. They understand that, before inviting people to listen to you, you have to listen to them first. Participants are likely brimming over with thoughts when they join your meeting and are naturally focused on those. So until you have given them an opportunity to express those thoughts, they will not open their minds to listen to yours. Having said that: it helps to provide a brief introduction to the nature of your forum. This gives them a chance to adapt their pre-meeting thoughts to your agenda at hand. ELs realize, if meetings become too one-way, participants tend to shut down.
There are three types of forums generally used by ELs: Discovery, Briefing and Inspirational sessions. They all have a similar format, even though their purpose is different: Introduction – Listen – Discover – Implement.
- Discovery – Is used for educational purposes, with an emphasis on education rather than training. Conventional training is generally a one-way session and relies on show and tell. It works at its best as a refresher or for subject matter review purposes.
Education done properly, on the other hand, utilizes more of a two-way, Socratic approach: where topic leaders give a short introduction to tune people in and then switch to well-informed questions to encourage participants to think and learn. People utilize their minds best when they are responding to searching questions rather than giving them the answers. Asking questions also opens their minds to absorbing information at a faster rate.
In this mode, wise topic leaders will also allow time for participants to do research, because they will then dig-deeper to discover answers or find solutions. After participants have shared their perspectives, topic leaders can either reinforce or adjust their findings.
Such discovery sessions are particularly valuable when educating leaders, who are generally strong-minded and require deeper insights to adjust their thinking. By therefore encouraging them to “discover,” they will more readily absorb any new messages on their own terms. Regular leader forums involving a good deal of two-way discussion are an important vehicle for enhancing EL mastery.
(NOTE: Discovery sessions are also a good way to reveal progress without making it feel like a report meeting.)
- Briefing – Is used for bringing leaders and/or ‘contributors’ onto the same page. Again, a short introduction to infuse participants with useful, kick-off insights is essential. Once you have participant attention, particularly through some metaphorical pictures or graphics, since people absorb such images more rapidly that way; then as a briefing EL you should switch to Socratic questions again to draw participants into the conversation.
Allow time for discussion and questions among participants; put them in pairs, threesomes or foursomes; for them to draw preliminary conclusions. They can then reconvene as a total grouping to compare notes with other pairs – or alternate combinations – and negotiate a final consensus. Ultimately, their various consensus outcomes will inspire appropriate group action initiatives covering WHAT-HOW-WHO-WHEN-WHERE (to go for additional insights or support). Their conclusions will be implemented within given timeframes.
(NOTE: You will have noted that, from an initial point of knowing very little, the Briefing Leader will have transferred a good deal of vital knowledge to participants through well-informed questions and discovery. When participants are convinced of the material’s validity, they will be that much more committed to the subject matter. Transferring information to a designated group through discovery is the essence of true leadership.)
- Inspirational – Is where you want an already well-informed group to overcome some major hurdles or obstacles in order to make a breakthrough. Their assignment will likely be seen as difficult, full of challenges, and reaching levels of performance not previously attained. Again, a similar format to the prior two communication sessions should be entertained, namely:
» Initial briefing to provide participants with context.
» Pose thoughtful Socratic questions for pairings, threesomes or foursomes to consider and discuss.
» Allow these groupings to compare notes and agree on an optimum approach to the issue or challenge.
» Then allow the group to create an action-initiative encompassing WHAT-HOW-WHO-WHEN-WHERE (to go for other insights or support).
This way you are likely to get your group charged-up for moving ahead. Don’t forget to celebrate after success.
So, in conclusion, leadership forums are designed to educate, inform and engage their participants. However, in contrast to conventional meetings, presentations, or problem solving sessions, they:
» Encourage two-way rather than one-way communication.
» Utilize initial briefings to allow people to commence on the same page as the topic leader.
» Then switch to Socratic questions to really engage people’s minds and participation in the topic at hand.
» Allow for group discussion, through pairing, threesomes or foursomes, to draw participants into the dialog.
» Permit the transference of information through questions and conversation.
» Groupings will then arrive at optimal action initiatives.
» Your cycle is complete when participants are ready to move forward, act upon their ideas, or step-up to a new level of performance.
» Always consider some sort of due recognition or celebration when they complete their assignments, to encourage their willingness to pursue other possibilities next time around,
Why don’t you proceed in like fashion at your next opportunity?
To learn more about two-way communication, talk with: