How Bosses Can Stop the ‘Meeting After the Meeting’
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How Bosses Can Stop the ‘Meeting After the Meeting’
Many people are afraid to express dissenting views in formal meetings, so they do it later when the boss isn’t around. Here’s how leaders can change that.
Susan Lucia Annunzio is a leadership coach, author and president and CEO of the Center for High Performance. She also is an associate adjunct professor of management at the University of Chicago Booth School of Business.
This will no doubt sound familiar to most people. You’re in a meeting with the boss, discussing a difficult topic. Everybody offers their thoughts. Or so it seems. It’s only later when you and a few colleagues talk do you say what you really feel.
The meeting after the meeting—it’s too often only then when people say what they actually believe, not what they think the boss wants to hear. They say what they should have said in the formal meeting, whether it’s to disagree with a proposal, state a novel approach or confront an ethical dilemma.
When making difficult decisions, companies need full participation of the senior leadership team. People must be able to express their views, even if those views are unpopular. But too often critical decisions are made without a robust discussion because employees don’t feel empowered to be honest. This is a recipe for low morale and poor performance. And it almost guarantees the company won’t make the best decisions.
A top executive at a cloud-networking provider says he has observed two different types of meetings after the meeting. The first is when participants text or chat with one another while the meeting is still going on, noting that the person speaking has said something inaccurate, or that they disagree with the direction the team is taking.
The second type takes place in person or on a separate video call. Typically, a group has agreed on a decision, but after the meeting participants privately call it into question or play down its importance with their own teams, dooming it to failure.
So how can bosses minimize the meeting after the meeting, and bring those opinions into the first discussion?
Here are some suggestions:
1. Regularly walk the halls and talk to people, especially trusted confidantes, to become more informed about what team members are really thinking. When you know what some of the controversial issues are, you can ask questions at the formal meeting to draw people out. The cloud-networking executive, for example, says that he gives people cover to speak up by asking questions such as “What is the downside of this initiative?” Or, “How well do you think this proposal aligns with our strategy?”
2. Model the openness and honesty you desire by addressing controversial subjects yourself at formal meetings. For example, a CEO leading a cultural transformation learned that people thought he was leaving the company and feared their hard work on the effort would be in vain. The CEO raised the concern himself at an executive team meeting, and committed to finishing what he started.
3. Publicly thank those who raise unpopular ideas in meetings and don’t dismiss their thinking out of hand, even if you very much disagree with it. Try to understand what’s smart about the idea by asking questions such as: “How will this solve the problem? How will it benefit the company?” Encouraging this kind of discussion often leads to better ideas. When a leader at a healthcare services provider was charged with streamlining offerings at more than 300 medical clinics, some team members strongly advocated for eliminating mental-health services. Others, including the leader, adamantly disagreed. But instead of rejecting the idea outright, the leader agreed to take a closer look at the mental-health offering. In the end, the team decided to keep the offering but uncovered ways to reduce some of the expenses associated with it.
4. Ask team members to avoid participating in meetings after the meeting, and mentor them on how to present dissenting viewpoints at formal meetings in a way that ensures they will be heard. One effective approach for dissenters is to state agreement with the overall goal; point out the unintended consequences of the proposed action (or inaction); and then offer a different solution.
5. Before adopting a project, idea or initiative at a formal meeting, invite all team members to either state their agreement with it or to express right then and there any concerns or objections they may have. Once everyone states agreement, be sure the decision is included in the minutes or a follow-up email.
By following the above steps, leaders can create an environment in which team members won’t feel the urge to hold a meeting after the meeting. Better decisions and higher performance will follow.
Accelerate performance with Fast-Track Leadership Coaching
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Accelerate performance with Fast-Track Leadership Coaching
Whether you are a CEO, C-suite executive or a rising leader, sometimes complex relationship dynamics with your team, the board, customers or the workforce get in the way of achieving your performance goals. Coaching has been proven effective in helping executives find new ways to handle these dynamics. You need someone you can trust to tell you the truth about your behavior. It’s difficult to get that type of honesty from board members or employees.
According to the International Coaching Federation, coaching increases individual performance by 70%; team performance by 50%; and organizational performance by 48%. In addition, it benefits you personally.
“One of the most cited outcomes of executive coaching is how well it promotes engagement and boosts job satisfaction,” according to a recent article published by the College of Executive Coaching.
As the president and CEO of the Center for High Performance and in my role as Assistant Adjunct Professor of Management at the University of Chicago Booth School of Business, I have helped top executives manage conflict, retain employees, meet operational goals and more. CfHP also has strategic alliances with seasoned coaches who can work with others on your team.
Fast-Track Leadership Coaching is based on CfHP’s rigorous, quantifiable global research on the factors that accelerate profitable growth.
Typical topics include:
- Becoming a more effective senior leader
- Tough conversations with fellow leaders, superiors or employees
- Navigating team dynamics and the political landscape
- Strategies for handling transformation/change efforts
- Communication issues
- Tips for making complex decisions
- Self-care during times of stress
- Managing the remote or hybrid workforce
During a three-hour interview (in-person or on Zoom), your coach will learn your story and set goals for the program. Following that, you will get a two-hour coaching session on Zoom each month for six months. In addition, you are eligible for two free “Cry for Help” calls to address emergency situations. For an additional fee, we can provide custom, 360-degree feedback.
For information about pricing, scheduling or other questions about Fast-Track Leadership Coaching, or if you want to know more about our year-long intensive coaching program, please email me. Stay tuned for another new offering in our next newsletter.
10 tips for Value-Driven Leaders
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10 tips for Value-Driven Leaders
What if we lived our company’s values not through words but through our actions? What if we were able to keep an open mind when presented with ideas that seem impossible? What if we took time from our busy schedules to make someone’s day simply by saying “thank you?”
Executives whose personal values shape their leadership ask themselves these kinds of questions. In my career, I’ve found that leading with such values helps to create and maintain high-performing teams and organizations.
Here’s my list of what I think a value-driven leader should do:
- Set a high ethical bar for yourself and others.
- Start by assuming that people’s intentions are good and their thinking is smart.
- Tell people what you want them to accomplish; let them figure out how to do it.
- Create an environment in which people feel like they can take risks.
- Always have the “meeting-after-the-meeting” at the meeting.
- Remember that the “smartest guy in the room” is the entire leadership team.
- Listen to contrarian voices, even if they make you feel uncomfortable.
- Publicly thank those who bring up difficult, unpopular or taboo subjects.
- Work with the leadership team to create a written charter that lays out desired values and behaviors, as well as financial expectations.
- Reward teams that both get results and live the values.
Agree? Disagree? Is there something you would add? If so, please leave a comment.
Exciting news! I am now offering 1:1 fast-track coaching
| By lucia | 0 Comments
Exciting news! I am now offering 1:1 fast-track coaching
Whether you are a CEO, C-suite executive or a rising leader, sometimes complex relationship dynamics with your team, the board, customers or the workforce get in the way of achieving your performance goals. Coaching has been proven effective in helping executives find new ways to handle these dynamics. You need someone you can trust to tell you the truth about your behavior. It’s difficult to get that type of honesty from board members or employees.
According to the International Coaching Federation, coaching increases individual performance by 70%; team performance by 50%; and organizational performance by 48%. In addition, it benefits you personally.
“One of the most cited outcomes of executive coaching is how well it promotes engagement and boosts job satisfaction,” according to a recent article published by the College of Executive Coaching.
As the president and CEO of the Center for High Performance and in my role as Assistant Adjunct Professor of Management at the University of Chicago Booth School of Business, I have helped top executives manage conflict, retain employees, meet operational goals and more. CfHP also has strategic alliances with seasoned coaches who can work with others on your team.
Fast-Track Leadership Coaching is based on CfHP’s rigorous, quantifiable global research on the factors that accelerate profitable growth.
Typical topics include:
- Becoming a more effective senior leader
- Tough conversations with fellow leaders, superiors or employees
- Navigating team dynamics and the political landscape
- Strategies for handling transformation/change efforts
- Communication issues
- Tips for making complex decisions
- Self-care during times of stress
- Managing the remote or hybrid workforce
During a three-hour interview (in-person or on Zoom), your coach will learn your story and set goals for the program. Following that, you will get a two-hour coaching session on Zoom each month for six months. In addition, you are eligible for two free “Cry for Help” calls to address emergency situations. For an additional fee, we can provide custom, 360-degree feedback.
For information about pricing, scheduling or other questions about Fast-Track Leadership Coaching, or if you want to know more about our year-long intensive coaching program, please contact lucia@centerforhighperformance.com. Stay tuned for another new offering in our next newsletter.
On kindness and compassion
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On kindness and compassion
Believe in yourself, inspire others
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Believe in yourself, inspire others
For her podcast “Bad-Ass Women in Business,” Amanda Healy Collins interviews Lucia Annunzio, leadership coach, author, and President and CEO of the Center for High Performance. Lucia shares insights from a long and storied career, especially around the themes of believing in yourself and having confidence that you can inspire others, as well as taking the help you are offered.
How to maintain a high-performance culture from a distance
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How to maintain a high-performance culture from a distance
In the final one of five segments, Dr. Vikas Shah, thought, business and academic leader, interviewed me for Thought Economics. We discussed the question, “How to maintain a high-performance culture from a distance?”
Do we need different leadership today?
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Do we need different leadership today?
In this fourth of five segments, Dr. Vikas Shah, thought, business and academic leader, interviewed me for Thought Economics. We discussed the question, “Do we need different leadership today?”
Five simple tips for building a culture of high performance
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Five simple tips for building a culture of high performance
What an honor to be featured in The University of Chicago Booth publication “Booth Stories,” and to share my tips for creating a positive high-performance culture! It means a great deal to me personally and professionally that two of my former students, Gretchen Holloway, senior vice president and CFO of ITC Holdings, and Tim Moormeier, president of U.S. Engineering, shared what they learned from my High Performance Leadership class at Booth.
After more than 20 years of researching, consulting, coaching and teaching high performance, I am struck by how the challenges people experience at work today are no different than they were in the past. And that the leadership dilemmas also remain constant. Basic human need is basic human need all over the world!
I challenge today’s leaders to stop repeating the behaviors of your bosses and start creating cultures where people thrive and profits increase. The key to high performance — and higher profits — is to let people bring their brains to work, and for you to bring your heart.
Please take a look at this article, which includes five simple tips. I hope they will not only reinforce what you already are doing right, but also remind you of what more you can do moving forward. Please let me know if CfHP can help you on this demanding journey.
What are the traits that leaders need to have?
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What are the traits that leaders need to have?
In this third of five segments, Dr. Vikas Shah, thought, business and academic leader, interviewed me for Thought Economics. We discussed the question, “What are the traits that leaders need to have?”