A manager is able to get her staff to say “yes” to most anything but does not give them room to refuse a request or to reshape the request in a way that allows for appropriate prioritization. Critical direction occurred at the manager’s level (to the staff) but did not occur at all levels. The staff leaves feeling disrespected, frequently discouraged and feeling over worked. This may get a task checked off a list but it is not effective.
Highly effective meetings and VitalTalks are filled with critical interaction. These discussions cause issues to be raised, roles to be reaffirmed and clarified, responsibilities to be designed & assigned, solutions to be engaged and decisions to be made. Plus, when everyone is involved, when everyone is a stakeholder in the creation of the plan or resolution of the problem, then trust is deepened. Here…the members of a team may realize “I didn’t get all I wanted” but they also leave knowing the decisions were genuine and collaboratively considered.
"Did We Just Have A Good Meeting? I'm Not Sure." (1): Leveraging Diverse Thinking & Behavioral Attributes
"Did We Just Have A Good Meeting? I'm Not Sure." (2): VitalTalks, Clarity & Ineffective Meetings
"Did We Just Have A Good Meeting? I'm Not Sure." (3a): VitalTalks, Vital Behavior & Persuasion
Organizational Structure Change Is Required To Reach The Next Level
"Highly Productive, Stress Reducing" Approach to Organizational Development
Adopting and Adapting to the Virtual Workforce by Mark Miller, Emergenetics (Part 1)
Adopting & Adapting to the Virtual Workforce (Part 2) by Mark Miller, Emergenetics
7 Steps to Make Your Meetings Count
Achievement Through Performance Advancements
A Collaborative Workforce Starts with Collaborative Leadership