Tag Archives: meetings

Visual Meetings – How To Bring Meetings To Life

Several years ago I was at a conference on systems thinking (essentially, understanding how things connect) and during the plenary sessions I noticed that tucked away to one side was a woman busily working on capturing the meeting proceedings in images. I was mesmerized. As the session progressed I kept looking from her to the presenters and I was charmed by the images that emerged. Her blend of colourful figures and words captured beautifully the vibrancy of the conversation in the room. The “Ah ha” moments were carefully displayed with a burst of yellow and orange marker that had a more lasting impression on me than any of the words I’d carefully jotted down in my notebook.

As the conference progressed I’d catch glimpses of the artist as she made her way through all of the plenary sessions and occasionally, the smaller concurrent sessions. I approached her at one point and asked her how I could get copies of her illustrations. She asked me for my card and I happily handed it over. Although months passed I did not hear from her and I kicked myself for not asking her for her card. Then one day a package arrived. It was from the conference organizers and they were inviting me to attend the next year’s conference. Amongst the conference details was a poster of all of the images from the last conference captured by the graphic artist. I was hooked. Although I had fond memories of the event, they had mostly faded, her images brought them all roaring back to life.

Cover of "Visual Meetings: How Graphics, ... — Cover via Amazon

After that experience, I wondered how I could capture some of that vibrancy in my regular day to day meetings. As it happens, I got my answer several years later while attending the same conference. The presenter was a fellow named David Sibbet. David talked about the power of images, he brought us back to those days long ago when we huddled around fires in caves and drew on walls, but he also brought us back to our childhood. Those wonderful colourful books that kept us engaged and made us want to read. Even today some of my favourite life lessons come in the form of blog posts from Susan Cooper, who uses her colourful illustrations to tell important life stories.

We have a very natural affinity for visuals. People love to see their ideas captured in an interesting and interactive way. This is why writing things out on boards is a standing practice of meeting facilitators. Big thoughts are also more likely to be developed because visualization allows you to see natural and unnatural links between ideas. Patterns become more visible and this gives the group an opportunity to get those big picture ideas that help create group momentum. Our memories benefits from using visuals too. By putting things up on a shared board the group can keep track and recall ideas more easily.

So why do we eliminate visuals from our regular meetings? Well the most common response is, “I can’t draw”. David would argue other wise and as I know from attending many art classes over the years, everyone can draw; we just need to be taught how. That’s precisely what David Sibbett does in his two books, Visual Teams and Visual Meetings.

Don’t believe me? Let’s see what you can learn in just a few minutes.

Start with a simple circle. Thinking of mixing something in a bowl—maybe egg whites. Before putting the pencil to paper, try out the motion. Use your arm in the process; it will make a better circle. Got it? Great, you now have a circle.

Add a few brackets and you have a bouncy ball.
Throw some lines beside the circle and it’s moving fast.
Add two dots and a smile and you have a head.
Point an arrow at your circle and you’ve made your point.
Place larger circles around it and you have a bull’s-eye or a central idea.

Getting visual doesn’t require rocket science or a degree in art. We are all natural drawers…stick figures can express ideas too. Introducing colour markers on a white board or giant note pad will easily do the trick of making meetings more engaging. Sticky notes are also a useful tool and can bring colour and shape to visual story telling. When doing a process mapping exercise one organization I worked with used sticky notes to represent each step in a process. As participants added sticky notes, the visual image grew. The ensuing image of multiple sticky notes spread across a wall was a more powerful illustration of the need to cut steps than any conversation.

I have had great success with strategic planning by putting markers and sticky notes into the hands of colleagues. The challenge is not about the ability to draw, it’s the willingness to try. Go ahead, let your inner artist out, you’ll be surprised by what shows up.

Have you ever had to draw to make a point? Have you ever used the back of a napkin to illustrate what you meant? Do you do better when visuals are used?

Related Articles:

http://commstorm.com/time-keeps-on-tricking/

Communications, Government Relations, public relations

Know When To Fold Them

Debra Yearwood 10 Comments

So it’s one thing to reflect on communications from the comfort of your office, but what happens when you do all of the right things and then because of the personality quirks of the person you’re meeting with, things get weird anyway?

A colleague of mine once took a client to meet with a member of parliament (MP) in the ante-room of the House of Commons. The MP was on her cell phone when they arrived for their meeting and waved to them to join her. As they approached she paused in her phone call to tell the client to start speaking. As soon as he did, she resumed her call. The client quite naturally paused again and the member of parliament stopped her telephone call long enough to tell him to continue. When he did, she did too. Eventually, my colleague signalled to the client to stop and they said goodbye to the MP without delivering their message.

You might think that it doesn’t take a rocket scientist to know that this is rude behaviour, but sometimes powerful people get so used to being catered to by their staff that they can lose sight of what is appropriate. They are by no stretch the norm, but they are also not as rare as we might like. In situations where your audience is being confrontational or just plain rude, it is best to cut your losses.

Quick Tips:

Try to refocus the meeting on the agenda topics.
Terminate unpleasant or unproductive meetings at the first feasible opportunity.
Do not take the opportunity to yell or make a scene, it may feel good momentarily, but it will most likely hurt you and in the long run gain you nothing.
If you are really annoyed about how you have been treated then share your story if possible. If you can’t, chalk it up to experience. We can learn from good meetings and bad ones.

Communications, Government Relations

What was the message?

Debra Yearwood 6 Comments

Imagine planning a message for two months and then forgetting to deliver it. Sound impossible?The following story really happened.

The real estate group had been planning their presentation to the Minister of Industry for about two months. They had prepared slides and organized who would speak first and who would address the series of itemized issues. The Minister was next to impossible to book and so this meeting was considered quite a coup within the organization. The presentation went like clockwork. The Minister and his staff had sat with rapt attention through the slides. The assistant had made occasional notes and the Minister had asked questions. It was, therefore, something of a shock to the group when the Minister at the close of the meeting turned to his assistant while the group was packing up and quietly said, “Why did they want to meet?”

It was no less surprising when the assistant shrugged her shoulders and said, “I don’t know; I assumed they wanted to address the pending legislation but they never mentioned it.”

Since the real estate group was under the impression that everything they said was related to the legislation, though they never actually made the link, they were somewhat dismayed.

Tips

Assume nothing before a meeting. Always clearly state why you are meeting and what you would like from the meeting.
Decide on a facilitator, someone who will lead the meeting and keep things on track.
Be clear on what you specifically would like the person you are meeting with to do next.
Make sure that you are always linking your information back to your objectives.
Avoid jargon, it is difficult to follow and may disengage or confuse listeners.
Ask if there are any questions before you conclude the meeting.
Follow up in writing restating your request and the highlights of your message.

Although the story relates to a failed government relations venture the same lessons can be learned by anyone trying to communicate. Essentially don’t get so preoccupied with how your message is going to be delivered that you don’t spend enough time ensuring that your audience actually gets the message. Imagine taking out a full page ad in a paper your audience doesn’t read or posting an important family message on Facebook and assuming all your relatives will read it.

Communications, Internal Communications, Management

Surprises at Work

Debra Yearwood Leave a comment

I once had a boss who loved to sabotage meetings. It wasn’t a question of him not liking his staff or even disliking meetings. It was more that he didn’t want people to enter into discussions with their minds already made up. His theory was that if we all started from the same point, with the same information, we would produce honest and open responses. So, he habitually called meetings without explanation or gave only the vaguest indication of what he had on his mind.

While this concept might have worked in theory, it was a bit of a bust in practice. I remember feeling completely lost in meetings, staring across the boardroom table at my colleagues who were equally lost while our boss discussed his newest idea. Now, I’m all for hearing new ideas, but he wanted a decision about what we thought of his idea right then and there. What we discussed was his idea, his research on the idea, his perspective, his contemplation and of course, his bias. It didn’t go well. Not because he wasn’t smart, but because there was no opportunity for the rest of us to research, test or think about the idea as he had.

No matter what genius you call your own, if you really want your ideas to be given a fair hearing, you have to assume people need time to consider and test that idea. No matter your ailment, you probably wouldn’t take medication based on even the best scientist’s suggestion without first knowing some independent testing had been done. So why would you accept an untested idea any quicker?

So what did we do as a group when my boss presented his surprise idea? We reacted on instinct, impulse and prior bias. Instead of having an open debate, we ended up arguing over our own biases, perspectives and ideas. The facts had little to do with the discussion. Rather than build on an idea collectively based on our individual expertise, we became little more than the sum of our independent parts. For those of you who have been taken by surprise at work by unexpected propositions, meetings or changes, you won’t be surprised to know that our meetings frequently ended in tears, anger or frustration – not exactly an ideal or productive working experience. Certainly not the honest and open response my boss had hoped for.

Lessons Learned:

No one likes surprises at work.
Whether you’re preparing for internal or external meetings, providing a fair warning in the form of a briefing note or clear agenda is central to success.
Give participants the opportunity to bring their best thoughts and research to the table and your meeting will prove more fruitful, effective and productive.
Taking people by surprise with ideas means that, rather than putting ideas to the test before implementation, at best all you’ll get is the sum of your own parts and some disgruntled colleagues.
Even if you’re the best brain on the planet, synergy will always improve on good ideas, not to mention the acceptance of them.
Despite the popularity of brainstorming sessions, they have many built in flaws that reduce their effectiveness.

Internal Communications, Management, public relations

Rather Have a Conversation or a Meeting?

Debra Yearwood 47 Comments

Ever had a project introduced in a meeting and thought, “What are these guys smoking? That will never work.” Did you stay silent and subsequently watch the same project move forward with disastrous results? Did you ever have a great idea but thought no one would listen so stayed quiet? Did you later learn that your idea was tried somewhere else to great success? What about attending a meeting where nothing useful happens or following a process where nothing of value is accomplished? These kinds of scenarios are played out all the time in organizations and sadly, we’ve come to take them for granted. We often accept them as part of the cost of doing business, but what if we changed the dynamic, what if we stopped having meetings and started having real conversations? It’s not as difficult as it sounds and it doesn’t require special training. Getting into that right groove is a question of trial and error and will reflect the will and makeup of the group but there are some basic interpersonal communication skills that can help.

Know Your Audience: As a speaker take the time to consider the audience, their state of mind and experience. Have you prepared them for the presentation? Ask yourself if what you are presenting is truly engaging. Would it capture your attention? Look at their body language, are you reaching them? If it’s two in the afternoon, do they need to stand and stretch for a minute?

Actively Listen: As an audience member you have a role to play and sitting passively isn’t it. Think about the last really fantastic conversation you had. An exchange of ideas where you felt heard and where you could really connect with what was being said. What did it feel like? What was happening was that you were actively listening. You were hearing what the person meant without contemplating blame, accusation or what you were going to say next. You listened without prejudice and the same was being done for you. Try it the next time you’re in a meeting. Do not distract yourself with e-mail or other things that will take away from your ability to listen. Do not multitask.

Say It If You Mean It: Speak with honesty and from your personal perspective. Speak because you have something of value to contribute. Do not speak defensively or to blame, speak about how something makes you feel. In business settings, we are often told to suspend emotion and speak “professionally”. While screaming fits and temper tantrums are not helpful, you can only have an emotionless workplace if it’s devoid of humans.

Don’t let dogma distract you: We all have ideas or beliefs we hold to be true, things we are “certain” of. Those ideas shape and inform how we see, hear and understand people and ideas. These paradigms help us to navigate the world around us so they are very important, but they can also act like blinders, blocking our ability to see facts. It’s important to step back periodically and try to see the world through different eyes. This doesn’t mean live in perpetual self-doubt, but stay open to new concepts. The same principle holds true when talking to colleagues. Suspend your beliefs, listen with an open mind to what they are saying, you might be surprised by what you learn. Notably, you may gain a better understanding of yourself and why you have the beliefs you do.

Accept Conflict: If you work with people who care about what they do then inevitably there will be moments of conflict. This does not have to be a bad thing. In fact, the absence of dissenting voices can be disastrous for an organization. It could mean that you’re all stuck in the same paradigm. This means you all see the same way and are also all blind to the same things. Anticipate that you will not always have the same perceptions as those around you and embrace the differences. Take the time to listen to alternative ideas. Give yourself a chance to learn something new or see something old in a new way.

Slow Down and Smell the Coffee: Sometimes after someone delivers a presentation or proposes an idea we ask, any questions? Generally, we give listeners an entire ten seconds to form their thoughts. Imagine, talking to a group for anywhere from ten to thirty minutes about an idea or project and then giving them ten seconds to digest, integrate and develop questions. Is it any wonder so many meetings and teleconference calls are packed with awkward silence? The real question is, is that silence really awkward? Consider slowing the conversation and giving people the opportunity to ask and engage during presentations. Consider having a conversation rather than a presentation. Pause and ask people what they think. Ask specific people to feedback what they heard. Let people get back to you later. Allow ideas to percolate.

What was the last great conversation you had at home or at work? What made it great for you?

Suggested Readings

Three Deep Breaths, Finding Power and Purpose in a Stressed-Out World, author, Thomas Crum
The Art of Possibility authors Rosamund Stone Zander and Benjamin Zander
Oracle of the Obvious, Secrets of Common Sense Leadership, authors Dena Hurst and Ray Jorgensen (the e-book is much cheaper than the paperback, consider loaning this one from the library if you can’t access e-books)

Updated in July 2017

Communications

Trips, Sniffs and Nerves – Managing You, So You Can Manage Your Message

Debra Yearwood Leave a comment

Nerves are the most common obstacles to the successful delivery of messages. Managing them can often make a difference in how your message is received. The trick is to acknowledge your nerves. If you are feeling a little nervous before a meeting, you may want to take something to settle your stomach. Sometimes eating a few soda crackers does the trick, while other people find using chamomile or mint tea may work best. Have a breath mint in case your nerves set off a case of bad breath. Don’t have that extra cup of coffee or caffeinated soda, it will only add to your overall jumpiness. Whatever you do, don’t pop a piece of chewing gum in your mouth, not only can it make any nausea you are feeling worst, you may also find yourself chomping away unattractively. If you can’t seem to shake your nerves, tell the people that you are meeting with or presenting to that you are a bit nervous. They are human and can relate to nerves and what’s more, they will generally work to put you at your ease.

If that won’t work, try some of these calming tips:

Do some deep breathing exercises, shoulder roles and neck stretches.
If your face tends to go red when you are nervous, consider wearing a red or bright shirt to offset your face.
Keep your food intake to simple non-fatty foods.
Never drink alcohol before a meeting.
Avoid taking medication that will make you drowsy.
Visualize yourself speaking, imagine yourself confident and assured.
Realize that people want you to succeed; they want a good meeting as well.
Forget about yourself, the audience is not meeting with you to see YOU, they want to hear your message so focus on your message not you.
Try to think ahead of all the possible questions you may be asked.
Be yourself, be genuine and natural.
Bring cheat notes for yourself in case your mind goes blank.

Keep in mind that all of the adrenaline moving through your system can be used to your advantage. With the extra energy, you are producing you can add passion and excitement to your discussion. If you have done your homework then you are operating at an advantage. You know your audience because you have researched them, you know your presentation content because you have practised it. You have briefed the participants about what you will be discussing so there are no surprises because surprises at work are a bad idea. In short, you are prepared for the meeting/presentation.

So now that you’re calm enough to string together a sentence, keep in mind a few things. Little things can easily distract you and others, so don’t do anything that will take away from your message. Wear clothes that are neat and tidy but most of all comfortable. Don’t get caught having to adjust a too tight tie throughout a meeting. Continuously adjusting your tie can turn into a nervous habit that is distracting and has the additional side effect of making you look like a liar…or a bad Rodney Dangerfield impersonator.

If you have a series of meetings on the same day, wear sensible shoes. Stumbling into the arms of an unsuspecting colleague because the heels on your shoes are too high or your shoes are too tight and your toes have gone numb won’t help you to focus on your issues. Falling flat on your face isn’t exactly going to put you in the right frame of mind either.

Make sure your clothes don’t detract from your message. It would be unfortunate if, after taking the time to craft a smart message, the only thing your audience can remember is a low cut blouse or a shirt so loud it should have come with ear plugs.

Bring tissues. There is nothing more distracting than a runny nose. Not only will you start to sound like a bloodhound on the trail of a fox, but your sniffling will distract you and everyone else in the meeting. On a similar line, avoid strong perfume or a heavy aftershave. No matter how appealing the scent, in a small enclosed space it can be too much of a good thing. There are also people with sensitivities or allergies to scent and a brief whiff of a strong cologne can give them a vicious headache or other unpleasant side effects.

A friend of mine was recently telling me about a colleague who had a violent reaction to the smell of chocolate. Her reaction was so strong that one day when someone accidentally brought it into her space, she took one whiff and was out of commission for three days. Talk about leaving a lasting impression.

My best tip? Try to remember that you are in charge of your message and if you deliver it with confidence, then that’s how it will be received.

Do you have any memorable first impressions or meetings that have gone wrong or right stories to share? I’d love to hear them.

Handling Hecklers (commstorm.com)

CommStorm