The Meeting for Decision

“In any moment of decision the best thing you can do is the right thing, the next best thing is the wrong thing, and the worst thing you can do is nothing.” – Teddy Roosevelt

In The Reasons Why People Meet, I introduced seven different types of meeting. In this post, we examine decision meetings.

The main purpose of a decision meeting is to choose a course of action.

Sounds simple, right? Then why do so many decision meetings fail?

pexels-hands-way-guide-tourist

I knew we should’ve taken that left turn at Albuquerque.

 

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Posted in Leadership, Management

Book Report: Why Should I Choose You?

why-should-i-choose-you“This book is about discovering your unique identity as an organization and being able to express that in a simple and compelling way. It is about revealing what it is about you that makes you uniquely remarkable at your very core. It is about making sure that every element of your organization – everything you do – is aligned with what makes it uniquely remarkable. It is about learning how to stay focused on the one magical, unchanging quality that makes you distinct. And it is about being able to tell others who you are and what you do in a simple and inspiring way.” (Why Should I Choose You?)

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Posted in Books, Marketing

The Meeting for Discussion

“A real discussion clearly requires a good blend of different perspectives. You want to pick people who can look at a topic in a way that will challenge the blind spots, prejudices, and supposings.” – David Pearl

In The Reasons Why People Meet, I introduced seven different types of meeting. In this post, we take a deeper dive into discussion meetings.

A discussion meeting lets you hear everyone’s voice, everyone’s opinion, and to maintain social cohesion, all in the pursuit of updating the organization’s understanding of some subject.

But getting a discussion meeting just right can be tricky, and takes some awareness and planning.

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Posted in Leadership, Management

The Meeting for Information

“Now that we have the means to be instantly updated we can and should be very choosy about when we hold information meetings and why.” – David Pearl

In The Reasons Why People Meet, I introduced seven different types of meeting. In this post, we take a deeper dive into information meetings.

An effective information meeting creates shared understanding between the participants and within the organization. Nowadays, with all our rich communication channels, it’s relatively easy to spread information – so we should find ourselves in fewer and fewer information meetings.

If your experience differs, then your organization is probably doing meetings wrong.

pexels-secret

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Posted in Leadership, Management

The Reasons Why People Meet

“The word ‘meeting’ covers a huge range of different interactions. If you want successful meetings you have to be more specific.” – David Pearl

Alright, I’ve spent a couple of posts complaining about meetings. With those little rants out of the way, let’s turn our attention to solving the problem. A good place to start is to understand the seven essential reasons why people meet.

casual-discussion

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Posted in Leadership, Management

Know Your Enemy: How to Spot a Nearly Meeting

meeting-crop

Nearly meeting is a colossal waste of time and resources, and – most destructively – it turns us off the real potential of really meeting.

To avoid nearly meeting and make an escape or a change when you find yourself in one, you first have to learn how to spot them.

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Posted in Everything

The Real Tragedy of Nearly Meeting

In Will There Be Donuts?, David Pearl explains the concept of nearly meeting (p22):

Nearly meeting is any meeting where the participants fail to get real value out of their coming together. They are the ones which offer a poor return on the time and effort invested – for the individuals taking part and the organizations they work for.

Nearly meetings are the ones where problems are half solved, the issues are partially understood, the right things are almost said. They come that close to being useful. If you ever stagger out of a meeting wondering where the day went and what you did with it, you’ve probably been nearly meeting. You’ll have semi-resolved problems, almost discussed what truly needs to be discussed and practically decided what to do about it.

Does any of that sound familiar?

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Posted in Management

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