Company Meetings- Fear Them No More
Friday, December 17th, 2010
Mention the word “meeting” at a workplace and you will most likely be greeted by looks of dread accompanied with groans and moans. Unfortunately, many company meetings are ineffective and unproductive. Too long, disorganized, non-participatory, and a lack of action items are just some of the common symptoms that plague today’s boardrooms.
How can your company ensure that its meetings are always effective?
Here are some tips…
1. Do You Need to Meet? – When an issue, question or idea arises in a company, most managers’ immediate response is to call a meeting. However, many times a memo, mass email or report is more than sufficient. Take time to step back and determine if a meeting is truly needed.
2. What are the Objectives of this Meeting? – Once you have determined that a meeting is the best way to address your situation, then you need to set objectives beforehand. You must have a clear understanding as to what you would like the group to accomplish by the end of the meeting. Will you have a system flow designed? A new set of rules and regulations? A solution to a problem encountered on the production floor? A decision to hire more labour? Setting objectives is crucial in determining whether your meeting will be a success or not.
3. Who Should Attend? – Understanding the objectives of the meeting will help you determine who the right people to attend are. Get input from others as to who should attend. Once you have your list of attendees, contact each one of them and explain to them why their attendance is important and valued. Be sure to give them plenty of notice as to when, where and why (Remember, the objectives?) they are meeting.
4. Create an Agenda and Follow it! – Effective agendas will have the following:
Date, start and end time, location and attendees
Meeting roles such as Facilitator, Note Taker, Timer, etc.
A brief overview of the meeting objectives.
A list of the items to be discussed and their purpose.
A list stating who will address each item and the time limit for each.
The results, actions or decisions expected.
Once the agenda is created, be sure to distribute it to the attendees before the meeting starts. That way, participants will be able to prepare, research and bring supporting materials to the meeting.
5. Start on Time – Start your meeting immediately when it’s supposed to start. Do NOT wait for latecomers as this will just reinforce their behaviour. Thank the attendees for their time and welcome them.
6. Who is the Meeting Facilitator? - As you read in tip #4, meeting roles should be assigned beforehand with the distribution of the agenda. The most crucial role in an effective meeting is that of Facilitator or Meeting Chair. The definition of a facilitator is “Someone who makes progress easier”. With that in mind, select an individual with the right personality, attitude and skills to guide the group through the agenda to ensure that the meeting is on topic, on time, participative and under control. If you would like to see the value of a good Facilitator at work, simply watch a session of Canadian Parliament and observe the Speaker of the House keep your elected representatives in line.
7. Input from ALL – The Facilitator should ask for everyone’s input. In an effective, attendees are encouraged to speak about their feelings and opinions, not just the facts. The attendees will appreciate that their voices were heard and your meeting will gain from the diverse range of opinions, solutions and ideas.
8. Take a Break – If your meeting is over one hour in length, periodic breaks will be most welcome by the participants. Start and end the breaks on time.
9. Assign Action Items – As the meeting progresses through a discussion item, do not finish without deciding on how to act on it. Assign tasks and projects IMMEDIATELY as they arise during the meeting. This step is crucial to ensuring that meaningful results will come from the meeting.
10. Take Notes – Notes are an important reminder of the action items created and are a summary of what happened for people who could not attend.
11. Review Your Meeting Process – Towards the end of the meeting, take time to review with the participants: What went well during this meeting? What needs to improve for our next meeting? Be sure to assign action items.
12. Closing – At the end of the meeting, review the action items and assignments. If possible, set the time for the next meeting. Thank the participants and end on time.
Friday, December 17th, 2010
Picture if you will that you are conducting interviews for a vacant high tech position. A candidate sits across from you who - on paper, at least, appears to be your dream candidate. You reach out to shake his hand. He gives you a high five and kicks his feet up on your desk. His arrogant and rude demeanor takes you aback. To cap it off, he is wearing torn jeans! You think to yourself, “Good grief, this is definitely going to be a short interview!”
Part of Resource Management Solution Group’s service offerings is to help organizations hire the best talent available. To do this properly, we screen candidates through in-person interviews. Many of the candidates we encounter are a delight to converse with, while others, to say the least, need help.
Here is a list of some of our interview pet peeves and how not to repeat these mistakes if you are a career seeker.
Mistake #1 - LATE TO INTERVIEW
Arrive on time. Your time is precious. Your interviewer’s time is precious. Be respectful of that. If you are late with good reason, call ahead.
Mistake #2 - POOR OR CASUAL APPEARANCE
Image is very important. Companies want to portray themselves professionally and they need their people to do the same. Thus, professional conservative attire for interviews is preferred. Wear a suit! You can not go wrong even if you find out afterwards that the dress code is more relaxed. No company should fault you for arriving professionally dressed.
Mistake #3 - ARROGANCE
Confidence is desired, arrogance is not.
Mistake #4 - LACK OF COMMUNICATION
Engage in dialogue. Answering questions with simple one word answers is not impressive. The interviewer wants to learn about you and insightful conversation is the way to do it.
Mistake #5 - TOO MUCH COMMUNICATION
The opposite situation. Answer questions completely, accurately but concisely. Do not ramble on. Again, time is precious and you also are demonstrating an inability to get to the point. Keep it simple. 2 -3 minutes per question should suffice.
Mistake #6 - LACK OF INTEREST AND ENTHUSIASM
Show that you care and that you want the job. Have a positive demeanor and be alert. Ask a question about the position as this shows interest and that you are prepared.
Mistake #7 - NO EYE CONTACT, POOR POSTURE AND A WEAK HANDSHAKE
Make eye contact. This is difficult for most people but is important. Again, it shows respect and interest. Here is a tip, if you cannot look someone in the eye due to shyness or fear then look at the “third eye” which is just above and between the two eyes. While interviewing, always have a good posture. Sit and stand straight. It shows you are interested and alert. Finally, a good, firm handshake is a powerful message of confidence.
Mistake #8 - POOR COMMUNICATION, SLANG, AND STREET SPEAK
Try to control your “ums”, “ahhs”, and “likes”. A good tip is to pause after each question before answering. Slang and street speak are very damaging to one’s image during an interview. Use proper English.
Mistake #9 - DECEPTION
Never lie. If you do not know how to operate specific software, for example, tell your interviewer. Embellishing accomplishments is also dangerous as many firms will follow up on listed items such as a CMA designation. Did you pass the exam or are you in the process of writing the exam? There’s a big difference. Be honest.
Mistake #10 - TOO EAGER FOR PERKS
Avoid asking questions about bonuses, reserved parking spots, sick days; company trips till after you have been hired. Focusing too much on these items with a “What’s in it for me?” attitude portrays one as not being a team player.
Mistake #11 - TOO NEGATIVE
Do not go on and on about how bad your previous job and employer was. This is unprofessional and quite uncomfortable for interviewers. You run the risk of being perceived as a “complainer”.
Mistake #12 - TOO DESPERATE
This is a tough one. You definitely want to appear eager but if you interview with a “Please-oh-please hire me” attitude you will appear less confident. Try maintaining the three C’s: Cool, Calm and Confident. You know you can do the job. Make sure the image you project says the same.
Mistake #13 - INEFFECTIVE CLOSING
Summarize your qualifications and desire to work at the end. Ask questions about the next steps and any other information you desire. This is your final chance to leave a lasting impression.
Mistake #14 - NO THANKS
Please remember to thank the interviewer for their time and for meeting with you.
These are just some of the common mistakes to be mindful of when interviewing. What do you do if you commit one of these errors? Learn from them. Interviewing is a skill that can be honed and improved by constant reviewing of your past performance. It does not hurt to also ask for feedback after your meeting. Many interviewers will be more than happy to offer advice.
Remember, be cool, calm and confident and leave the slang on the street.
Monday, December 20th, 2010
You have just released a posting for an entry level position in your organization and screened the submitted resumes. You have scheduled interview times and are now ready to meet these prospective candidates. Hopefully, they will be the bright shining new faces that will help your company continue to grow well into the 21st Century. Your company, like so many others, is quickly seeing its graying Baby Boomer workforce retire and its hungry Generation X staffers move up or unfortunately, onto opportunities with rivals. A lot of hope and expectation lies with this new crop of candidates. However, you quickly discover during the interview process that your company may not be ready to manage these new faces. They are confident, impatient, globally aware and technically savvy. They demand to be challenged, respected and lead by role models. They need to work in fun sociable settings with flexible schedules because many of them have numerous social, volunteer, scholastic, etc. activities on the go. They sit across from you in the interview in a business suit but wear a body piercing of some kind. Who are these new candidates that have come answering your posting? They’re the newest and possibly most challenging demographic yet to manage. They are known collectively as the “Millennials”.
Millennials, also known as the Millennial Generation, were those born after 1980. They have also been labeled as the Nexters, Echo Boom, Generation Y, the Internet Generation, and the Generation.com among others. Generation X, on the other hand, refers to those born between 1965 and 1980. The above scenario was filled with stereotypes that give a glimpse into the overall generational characteristics and traits of a Millennial. To begin to understand a generation though is to identify the shared experiences, issues and events that shaped them. To list all the trends and factors that make up this generation would be quite exhaustive. So, instead, we will focus on three key common traits, which are: Change in Parenting, the Influence of Technology and The Global Village.
Change in Parenting – The Millennial Generation was raised by very involved and supportive parents. In contrast, growing up as part of Generation X usually meant you were the child of two working or divorced parents or both. Most Millennials, though, saw their parents stay and raise them together equally. The style of Millennial parenting is, however, what gives one insight as to how to effectively hire, train and manage them. During the 80s and 90s, mothers and fathers abandoned their parents’ authoritarian ways in favour of collaborative approaches. Instead of telling children that they “Should not do that”, Millenials were asked by their parents, “What do you think we should do?” Millennials were raised in households where their input was requested, heard and valued. Companies need to keep this in mind when interacting with this generation. They were told from birth that the world wants to hear what’s on their mind and they would expect the same from their future employer.
Influence of Technology – Millennials have and will continue to be exposed to incredible technological advancements. This generation uses the internet to complete and submit their homework, a cell phone to call and take pictures with, knows what a Wi-Fi “hot spot” is and where to find them. They have witnessed GPS navigation systems, cloning, retinal security scans and rover missions to Mars. Companies that succeed in attracting Millennials will be the ones who appear to be technically “friendly” where technology is not only used as a business tool but embraced as a defining characteristic. A good starting point in improving a company’s technical know-how image is its web-site. When searching for jobs, the majority of Millennials will visit a company web-site to gage if it offers an appealing environment to them. Sites that are advanced and visually alluring will go over well. Not having a web-site may unintentionally signal that you wish not to recruit from the Millennial Generation.
The Global Village – Due to advancements in communications, many Millennials are connected to friends and family from around the world. Thus, they grew up viewing the world in a smaller light. Knowledge of the current fashion trends in Japan are simply one click on a search engine away and with that, an understanding and appreciation for outside cultures and beliefs is more evident in this generation. Even if a company is not global in its physical locations, it must be global in its make-up, that being, its people. Millennials are attracted to work environments that foster multi-culturalism, tolerance of all religions and respect of one’s sexual orientation.
So, what does this all mean for your company? To attract and hire them, must companies stock their supply cabinets with the latest technological gadgets? No, it is not that simple. Instead, many companies will need to foster cultures centred on respect, forward-thinking and inclusiveness.
An organizational culture based on respect seems like a common-place goal. However, taken from what we learned about Millennials, respect is not earned through company seniority. Rather, mutual respect is desired regardless of tenure, rank or title. Millennials will enter the work force with many ideas; they will listen to their new employers earnestly but will ask that the lines of communication be reciprocated to them as well. How does a company create such a culture? Take a page from their parents. In decision-making, invite input from all team members. Arrange the work stations so that the layout facilitates communication. Avoid overt expressions of rank. They will prefer mentors rather than the traditional supervisory style. Instead, try to abandon the usual pyramidal organization structure for communication with a flatter one. Millennials will not be afraid to send an email to a VP if invited and senior management should be eager and willing to respond. If the CEO advertises an “open door policy” then truly put it into practice. This generation will have no qualms on coming through that “open door”
You may have noticed that the second cultural focus of a company is “forward thinking” not simply “technological savvy”. Nearly all companies use computers, have a web-site, and communicate via email and other 21st Century business traits. But, in the eyes of the Millennial Generation, not all are technically advanced nor forward thinking as they would hope. An appealing company to a Millennial will always be abreast of the latest technology as they view the advancements not as “fads” but rather opportunities to supplement and improve their current processes. Moreover, Millennials will be seeking on-going technology training. A company that is neither comfortable nor open to the upgrading of their technology is quite obvious to a Millennial. I can recall a former client company which struggled with this fact. They had recently purchased lap tops for all of their associates to use in the field. With these new lap tops came internet subscriptions to set up email accounts. A newly hired Millennial observed that the company went to all the trouble of outfitting the field personnel with state-of-the-art lap tops but only gave them dial-up internet access. He mused to me, “Why didn’t they check out PDAs for everyone to record the data with and haven’t they heard of high-speed?” Millennials will not ask a company to go out and buy every newly released gadget. However, they will admire a company that is willing to explore and test new technology to see if value can be gained.
In a multi-cultural city such as Toronto, Vancouver or Montreal, working alongside people of different ethnicity is quite commonplace. The openness and inclusive workplace the Millennials will gravitate to, though, goes one step beyond simply employing those of different ethnic backgrounds. They will be attracted to environments where differing ethnic origins are celebrated. For example, a client manufacturing plant I had completed a project at, observed both Western and Chinese New Years. Millennials will also be proud to be members of companies that are tolerant of different religions, without gender bias and respectful of every team member’s sexual orientation. Remember, the world is much smaller for the Millennial Generation and companies who seek to hire and retain them, must foster a workplace that is fair to each and every one.
Many Millennials are still not of the age to join the labour market. But, given that they are the largest generation since the Baby Boom, companies must understand and prepare for them. The arrival of the Millennial Generation does not signify times of difficulty for companies. Instead, companies that seek to learn, adapt and evolve into Millennial friendly environments will definitely benefit.
Imagine a work environment that treats everyone respectfully regardless of rank, tenure or title. Envision that same environment open to new advancements in technology, innovative and constantly upgrading its workers’ technical skills. Finally, picture that environment actively celebrating the differences that make up its work force. Is that not a work environment that everyone would enjoy and desire to be a part of?
Monday, December 20th, 2010
An Old Italian proverb states, “The best way to get praise is to die.” Unfortunately, many in today’s workforce tend to agree with the Italians when it comes to receiving praise. In fact, some workers would go so far as to say that death may be the only way to receive praise from a superior at work. Why is it so difficult for managers of all levels to give praise? Everyone is aware, due to personal experiences, of the benefits of receiving praise and yet, positive recognition is rarely bestowed. Even when praise is finally delivered, often it is impersonal and lacking sincerity. A client shared a story of how she received word of her promotion through an email with no personal congratulatory remarks and to make matters worse, her job description was incorrect in the message and her name misspelled! “Maybe it wasn’t even supposed to be for me”, she sadly mused.
Before we continue, let it be clear that there are indeed some managers making concerted daily efforts to offer praise when warranted. However, these supervisors are the exception rather than the rule. Thus, let us turn to the reasons (or excuses?) for failing to give praise.
Though the list is exhaustive, we shall limit our discussion to four of the most common reasons that managers can not give praise, which are: Threat of Competition, “Wow Me” Factor, Poor Interpersonal Skills and a “No Praise” Company Culture.
Threat of Competition – Many managers fail to give praise for they feel threatened by the employee. Mistakenly, managers feel that by praising the positive gains of an employee, it will diminish their own accomplishments. The fear of an employee “climbing the corporate ladder” past them restrains many managers from giving positive feedback.
“Wow Me” Factor – Oftentimes, managers believe that recognition should only be given for extraordinary accomplishments. “Wow Me” or no praise is given. Praise, however, should not be reserved exclusively for exceptional acts. Managers must recognize that employees who diligently and faithfully complete their work day-in and day-out merit praise as well. To solidify this point, imagine what your work setting would be like if these “unspectacular” tasks were not accomplished. Indeed, these routine assignments viewed from such a perspective show their true importance.
Poor Interpersonal Skills – Some managers do not give praise because they simply can not interact and personally relate with their employees. These managers not only suffer from being unable to give praise but also lack communication skills, motivational abilities, empathy and other shortcomings.
“No Praise” Company Culture – A company’s culture is what distinguishes one company from another. It is what makes a company unique. With that, a culture that does not promote recognition is the greatest reason behind a management team’s inability to give praise. The values held by the owner(s) and upper management manifest themselves in actions and if praise is never shared from above, then surely it will be missing throughout all levels of the company. In such a case, a “trickle down effect” occurs whereby a VP does not receive praise so his directors receive none and the general managers next in line do not praise their line managers as well for they hear none from the directors and so on. This pattern continues right down to the last employee.
How does a company change itself and become a “culture of praise”? First, it must recruit employees and managers who believe in giving praise. Hire individuals who possess enough confidence and humility to freely offer sincere praise. Second, train your existing managers in “how-to” deliver praise. Show them that praise must be timely, personal, preferably on-the-spot and above all, genuine. Third, make positive recognition a key performance indicator of your company. Survey your employees to gage if management is truly changing and giving praise. Review exit-interviews to determine if lack of praise remains a reason behind turnover. Fourth, foster communication and trust between management and the employees. Open lines of communication will lead to mutual respect and with that, will follow, giving and acceptance of praise.
Fostering a workplace environment that promotes positive recognition is vital for a company’s growth and survival. Many people erroneously believe that money is the prime motivator for employees. However, a recent study in HR Fact Finder found that “88% of employees (interviewed) say their biggest issue with their organization is ‘not enough acknowledgement for their work’”. Another study by Dr. Gerald Graham involved surveying 1,500 employees in a variety of work environments. Dr. Graham found that the most powerful motivator for the group was “personalized, instant recognition from managers”. Furthermore, the second greatest motivator in Dr. Graham’s findings was “a letter of praise for good performance written by the manager”.
Marcus Buckingham’s quote nicely summarizes the difference between pay and praise as motivators. It reads:
“Salary and benefits are like tickets to the game…They will get you in, but they certainly do not ensure a win.”
Pay your employees a fair wage but treat them superbly by giving sincere praise and your company will get that “win” – a focused, dedicated and motivated workforce that feels valued.
