June 2013

 Relevant, satisfying compelling leadership meetings - fit for purpose 

  

Are you are frustrated at times in your leadership team meetings?

 

"How are we going?" is a worthwhile question for leaders to ask themselves every few months. Reviewing progress helps to keep your team purpose and ways of doing things appropriate in the face of change. Consider group membership, direction and emphasis, clarity of objectives.  

 

Here are six areas you might use to help assess your team ensure your meetings are fit for purpose. Your responses to them will help in keeping the conversations focused, and on ensuring the meetings are relevant and engaging for everyone involved.
  1. What is the purpose of our leadership team meetings?
  2. How satisfied am I with my participation and contributions in these meetings?
  3. How well do our meetings assist with:
    • The smooth running of the overall business
    • Me leading my business unit 
    • Helping me make decisions and take action to progress the business
    • Our client/customer satisfaction?

4.  How well do these leadership team meetings benefit staff in their work?

  

5.   For these meetings to be relevant, satisfying and compelling, what are one or two suggestions I could offer to improve any of these areas?

  

6. Who in the team do I need to strengthen a working relationship with to assist these meetings be more satisfying for everyone involved?

 

Contact Diana 
 and discuss a team review for your leadership meetings
teamwork in uncertain times
Spotting successful in-house leadership interventions

In my work, I am privileged to be with many leadership teams in action. Recently I worked with two business units from a large government agency. The two groups had run into difficulties.  The corporate services group was driving many changes and the business unit experienced this as disjointed, overwhelming and interrupting business as usual activities. The business unit managers were increasingly pulling up the gangplank and closing off to interactions with corporate services. All were skilled experienced managers, and within several hours, we came to a shared understanding of what was happening and had agreed on a way forward. What assisted this speedy resolution? There were five features of the group interaction:

1. The two DCE's were open in identifying there was a problem and were open to have new conversations with one another
2. Managers listened to one another - there were no interruptions
3. Managers made helpful observations
4. Managers spoke succinctly - there were no long speeches
5. Managers contributed suggestions of what was currently working and what would help

In our debrief, I asked the DCE's what accounted for the quality of interactions?  They said the in-house leadership development where leaders are taught and are expected to use these relationship skills with one another. I noticed the leader's skills and goodwill with one another greatly assisted the complex work of effective inter-group relationships.  

Executive Presence: August - September

Leadership pic

 

For senior experienced leaders - discover how others really experience working with you. If you are interested to explore your impact on others and increase your capacities to positively influence through your relationships - the Executive Presence programme is for you. Executive Presence goes beyond 'feedback' and assists you to explore interpersonal perception and impact in a vibrant, facilitative pragmatic learning environment. 

 To enrol: email Diana Jones

 

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In This Issue
6 questions for satisfying leadership team meetings
Spotting successful in-house leadership interventions
Executive Presence; Enrol Now
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