How decisions are made on your team makes a big difference in how they are “owned” and even how they are “worn” between meetings. A “Fly by the Seat of Your Pants” style loses its impact quickly as people most likely choose how they will engage the meeting based on what they want to do versus what is most critical to delivering on the mission. In fact, if action items are assigned meeting attendees may “forget” what is on their list shortly after the meeting ends. Why? Because they know they will likely not be held accountable. An Autocratic Meeting style has a list of priorities predominantly designed by the top leader (possibly an executive group). Assignments are made and deadlines are assigned. A Consensus style allows for topics to be surfaced and prioritized through discussion and maybe even a vote. Take a look at article 1 in this series because this meeting can be run by certain thinking and behavioral preferences if your team is not diverse in its core approach to finding solutions. In other words, strong personality can drive this meeting over VitalTalks (critical discussion) on critical issues.
Lastly, there is a Consultative style. This style leans more on fundamentals of coaching and leveraging diverse thinking and behavioral inclinations. Here is how it works: Topics are surfaced and prioritized by vote. The person(s) responsible for each item is determined (typically by the senior leader in agreement with the one who will be held accountable), these leaders gather critical information from others for the completion of the project, they lead the effort to provide solutions. Decisions are, therefore, more mature when made, responsibilities for actions are determined, timelines are established and agreed upon, actions are taken and future intermediate meetings review progress. This approach to meetings though more involved than the autocratic approach (or perhaps a little slower on the front end) leads to higher quality decisions in complex fast paced environments.
Note that in this approach individuals who will be held accountable for reaching the goals are assigned before gathering points of view, information and details.
Thanks to Richard Hawkes of Growth River and his article, "How Do you Know That Was A Great Meeting?"
Coming: Why lead through Consultative Style?
Lastly, there is a Consultative style. This style leans more on fundamentals of coaching and leveraging diverse thinking and behavioral inclinations. Here is how it works: Topics are surfaced and prioritized by vote. The person(s) responsible for each item is determined (typically by the senior leader in agreement with the one who will be held accountable), these leaders gather critical information from others for the completion of the project, they lead the effort to provide solutions. Decisions are, therefore, more mature when made, responsibilities for actions are determined, timelines are established and agreed upon, actions are taken and future intermediate meetings review progress. This approach to meetings though more involved than the autocratic approach (or perhaps a little slower on the front end) leads to higher quality decisions in complex fast paced environments.
Note that in this approach individuals who will be held accountable for reaching the goals are assigned before gathering points of view, information and details.
Thanks to Richard Hawkes of Growth River and his article, "How Do you Know That Was A Great Meeting?"
Coming: Why lead through Consultative Style?
"Did We Just Have A Good Meeting" Series
"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
"Did We Just Have A Good Meeting? I'm Not Sure." (3b):VitalTalks, Vital Behavior & Persuasion
"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
"Did We Just Have A Good Meeting? I'm Not Sure." (3b):VitalTalks, Vital Behavior & Persuasion
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