I bet there’s one thing that’s true for you. I bet you truly hate meetings. You’ve spent too much time where nothing gets done and the same things are rehashed over and over and over.

You might go into a meeting looking for a focus where there’s clarity around a particular issue. You want the solution to be simple and you want it to get real results.

Transcript

I bet there’s one thing that’s true for you. I bet you truly hate meetings. Now, you spend too much where nothing gets done and the same things are rehashed over and over and over.

Now, you might go into a meeting looking for a focus where there’s clarity around a particular issue. You want the solution to be simple and you want it to get real results. I can almost bet you think meetings are a complete waste of time. You have little to no interest in sitting through yet another meeting. You might even be asking yourself, why meeting just go round and round and round in circles and never seem to go anywhere?

You know, I’ve been there and I’ve sat through way too many meetings that are way too boring. Over the years, I’ve found some secrets that make meetings better. It’s all around how planning is done for them. You know,

I’m a big fan of Gino Wickman in Traction. He has a great formula for what he calls a level 10 meeting. We’ve covered that in other videos over the years, and I encourage you to take a look at that. In fact, buy the book Traction, read it, and see what you think about the level 10 meeting, but today, we’re gonna be talking about another meeting format which I discovered by accident.

You know, I’m a huge fan of Donald Miller’s StoryBrand framework, and as it turns out, this framework is not only great for creating really, really good content, it’s also great for planning a meeting.

So let’s go through that framework.

  1. Number one, first, we need to know what it is that we want to accomplish. You know, what is it that we want at the end of the meeting? What is the outcome that we’re looking for? Now, this is assuming that we’re running the meeting, but if we’re not running the meeting, you can always start the meeting off with a question. In fact, I love to sit at the back of the room and I say, you know, before we get started, let me ask a question. What are we trying to accomplish here today? And when you do that, you start focusing in the meeting on the outcome and not the process.
  2. Number two, we need to know what the roadblocks are. That would be the external problems. We want to know what the internal problems, what we’re saying to ourselves, and finally, what is the philosophical issue that we have around what we’re trying to solve? So here’s an example, and this is around meetings. Our external problem, meetings are a waste of time, and I might be saying to myself, I hate having to sit through another meeting because meetings are a waste of time and then my philosophical problem would be, why is it all the meetings we have seem to go nowhere? It’s just not right.
  3. So when you take those three things, you say, okay, here are the problems we’re trying to avoid, we don’t want to be going down that road. Where do we want to be going? Well, we want to find some empathy for the issue that you’re trying to solve. You know, when you act like you’ve never had the problem before or there’s nothing that really needs to be there, having the empathy for the problem puts everybody at ease a little bit in the meeting. This shows that you understand being vulnerable helps.
  4. Number four, make sure a plan is developed and it’s summarized in three or maybe four steps. If you need to have eight, nine, 10 steps to a problem, you need to break that problem into pieces because if there’s more than three or four pieces, it’s just not gonna get done on a timely basis. Now, I don’t know about you, but when I’m looking at a list of 20 things I have to do, I sort of get frozen. I don’t know what to do first, but if I have two or three or four things on a list, it’s easy for me to go, do this, do this, do this, get it done, be done with it, and really done with it. I call that done, done.
  5. Number five, make sure you understand what success looks like and what failure is that you’re trying to avoid. Again, too often we tend to go down a road and it takes us toward failure because we haven’t defined what success is. You need to define success. I call this the outcome.
  6. Number six, have action steps established and keep it simple. If you make it complicated, it won’t get done. My mantra is when we’re doing this sort of stuff, we’re planning meetings and running meetings, is simple, simpler, and simplest. Keep it simple, it’ll get done. Keep it with few actions, it’ll get done. If you make it complicated, people are gonna get confused, get lost, you’re gonna get behind, and overbudget.
  7. Now, number seven, monitor the decisions made and make sure the assignments are carried out. Now, this is the inspect portion of how to become a great delegator. If you’re not gonna follow through from the decisions that are made at the meeting and see if there are roadblocks along the way, I can promise you that when you get back and you check three, four, five weeks later, you’re gonna find people are stuck because they don’t know what to do next. So we need to help them do the monitoring and make sure we get them to stay.
  8. And number eight, and this is a big one too many people forget, remember to celebrate your successes. When it becomes good, your plan works out well, celebrate the success, and if you have mistakes, which you will, make sure you learn from your mistakes along the way.

So if you do these eight things, you’ll find that your meetings will move from being a waste of time to meetings that are productive and produce results. So for you to start, here are three things I want you to do.

  1. One, start with what you want to accomplish in the meeting. Tell all what the outcome should be at the start of the meeting.
  2. Two, think about the problems that might present themselves before the meeting starts. If you run this through, then when the problems appear, you’re gonna have thought about them and say, gee, now what can we do to overcome them?
  3. And number three, before leaving the meeting, make sure you have direct action plans and people assigned to do the necessary tasks. Don’t forget to have timeframes for when the actions will be complete.

So if you do these three things, you’ll stop having terrible meetings where nothing gets done and the same things are rehashed over and over and over. You’ll go to meetings where you’ll have clarity about the actions you want to take and have meetings that actually produce results.

So why don’t you scroll down and let me know what you’re thinking about having meetings that aren’t a waste of time, and while you’re at it, DOWNLOAD our Free Infographic on the Alignment Conversation. You’ll find another framework for having great conversations with potential customers about what they want to accomplish. Then you’ll be able to figure out if you’re the right company for the job. It’s the method we use to find if our potential clients are a good fit for us.

Hey, this is Josh Patrick, you’re at the Sustainable Business. Thanks a lot for stopping bye. I hope to see you back here really soon.

Topics: Video, Sustainable Business, time wasting, having an effective meeting, meeting framework, running a meeting, business meetings

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