Why Would Anyone Do That in My Meeting?

Written by Steve Kaye

Continued from page 1

Better: Always prepare an agenda. Always contact key participants beforerepparttar meeting to explain their role and to check if they are prepared forrepparttar 134837 meeting.

4) They disagree

Meetings are an excellent activity to resolve disagreements. However, if people disagree withrepparttar 134838 issue,repparttar 134839 process, orrepparttar 134840 results AND are unable to exert influence, they will rebel. This rebellion will appear as misbehavior inrepparttar 134841 meeting or (worse) sabotage afterrepparttar 134842 meeting.

Better: Use process tools inrepparttar 134843 meeting that involve all ofrepparttar 134844 participants. Always contact key participants before holding a meeting on a controversial issue. Use these conversations to listen to their views, explainrepparttar 134845 goals forrepparttar 134846 meeting, and promote your intent for a fair resolution. Make sure that you seek a "Both/And" result instead of an "Either/Or" result so that everyone gets what they need.

5) They misunderstand

Sometimes people misunderstand expectations. For example, an executive was surprised byrepparttar 134847 negative comments, ridicule, and hostility that occurred during his first staff meeting with a new group. After some investigation, he learned that his predecessor openly criticized and ridiculed people. Thus, this wasrepparttar 134848 behavior thatrepparttar 134849 staff had learned to emulate. The executive fixed this by a) stating new expectations, b) coaching key offenders, and c) setting an example of respectful conduct.

Better: Cultural management is a primary leadership responsibility. Demonstraterepparttar 134850 type of behavior that you want for productive meetings and provide private corrective feedback to those who misbehave.

An effective meeting is a team activity conducted by a fair process that involves everyone. People respect this approach and will make positive contributions because they know that such a meeting represents a good use of their time.

IAF Certified Professional Facilitator and author Steve Kaye helps groups of people hold effective meetings. His innovative workshops have informed and inspired people nationwide. His facilitation produces results that people will support. Sign up for his free newsletter at http://www.stevekaye.com. Call 714-528-1300 or visit his web site for over 100 pages of valuable ideas.

Are You Managing to Lead?

Written by Monty J. Sharp

Continued from page 1

While using “tried and true” methods isn’t always a bad thing, someone else’s methods may not be exactly right for every organization. Leaders aren’t afraid to try new, and even unorthodox, methods to achieve optimum results.

6. Managers focus on product. Leaders focus on process.

While still holding torepparttar principles of quality, productivity and efficiency,repparttar 119528 leader is able to recognizerepparttar 119529 effort as well asrepparttar 119530 “end-product”.

7. Managers need lots of positive feedback. Leaders have an innate sense of their own self-worth.

Everyone likes a “pat onrepparttar 119531 back” for a job well done. However, managers rely heavily on things like “performance reviews”, “appraisals” and “kudos” from their supervisors and their subordinates to demonstrate a job well done. They also tend to rely heavily on those tools as motivators for their subordinates.

8. Managers need subordinates. Leaders strive to develop other leaders.

Leaders are always inrepparttar 119532 process of developing other leaders. Managers tend to feel very threatened when they perceive someone may be “passing them up”.

9. Managers tell “what”. Leaders share “why”.

The manager is primarily concerned with simply givingrepparttar 119533 steps to achieverepparttar 119534 desired result. The leader also takesrepparttar 119535 time to explain why those steps are crucial torepparttar 119536 desired result. In doing so,repparttar 119537 leader is also imparting his “vision” to those that help make that vision a reality.

10. Managers are more concerned with doing things right. Leaders are more concerned with doingrepparttar 119538 right thing.

Managers tend to be very “order” and “structure” oriented. Leaders have a keen sense ofrepparttar 119539 “spirit ofrepparttar 119540 law” and aren’t afraid to “bend”repparttar 119541 rules if it will achieve a greater good for everyone.

Copyright © 2002, Monty J. Sharp

********** Vision to Venture, LLC is an executive coaching company dedicated to providing an interpersonal approach to high performance Executives, managers and work teams. Our highly effective and balanced approach to leadership development, teambuilding and action learning get both business related as well as human results. Visit us at http://www.workteamcoaching.com

Certified Comprehensive Coach, Monty J. Sharp is a team development expert who coaches his clients through change management, business development, visioning and leadership, sales and productivity. His clients include Fortune 500 companies, regional and local companies, executives and managers, professionals, and small business owners.

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