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Use this one question to invigorate your company’s regular meetings.

1/21/2014

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In the past few weeks, I was invited to sit in on two different regularly scheduled company meetings.  They began with rote, ho-hum, run throughs of established agendas.  Statements were made, outcomes were predicted, and few employees put themselves out there for any form of give and take discussion.  In one of these meetings, the company president appeared demonstrably disgusted at the meeting apathy.  “That’s pretty much how they all go (meetings); they’re good people, they get their work done but these meetings are a grind.” 

My recommendation was the introduction of a simple question learned through a series of writing workshops I’d taken years ago titled, Write your Mind Alive with Proprioceptive Writing instructor Ann Bright.  These classes have much less to do with perfecting your writing style as they are about digging deeper into your own thoughts to discover how you truly think and feel about...everything.  The disruptive question that teases out the discussion is, “What do you mean by that?”  This open ended gem causes a pause in “socially desirable” responses.  What do I mean by that? Many, ok most, of us are preprogrammed to provide responses that we think others want to hear. In many cases we deliver that utterance with confidence that we’ve said the right thing at the right time and thus avoid putting ourselves out there, exposed to any form of depth, showing that we have a handle on things and others need not worry.   See how that works; I just elaborated my true thoughts on this matter...you know, because you asked.


Facilitators of meetings have the responsibility of making sure people’s voices are heard.  But they can also take that one giant step further by making sure their thoughts are heard.  With the careful, well timed - never over-used - placement of “What do you mean by that?” your meetings will take on a refreshing new dimension of productivity.


There are many other means of creating meetings that you wish would never end. Feel free to connect with me to discuss. Mike@redpointmanagement.com

Connect with Ann Bright at The Proprioceptive Writing Center - thewayofwriting.org

Writing the Mind Alive, The Proprioceptive Method for Finding Your Authentic Voice, Metcalf and Simon, 2002.

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Team Building vs. Team Development

1/14/2014

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Nature demonstrates it’s remarkable powers of growth and renewal in the spring season. Its visible effects are admired and appreciated by most everyone, calling us to plant, trim, play and otherwise spend time outdoors. It is also a time when 50% or more of the RedPoint calls seem to be requests for team building. The manager’s request is typically framed as “we want to do something for our staff, something to bring us together, to work on communication, teamwork”. For 15+ years I answered that call with recommendations for an outdoor adventure event, a ropes course, an outdoor retreat. These events offer strong metaphoric content and can simulate real world behavioral interaction. In most cases however, the effects are short lived. The team returns to work and the event becomes one of common memory of being together and having an enjoyable time. Like an outing of golf, paintball or a nice meal together, the experience is largely a one off  perk with some positive social return.

Team Development on the other hand represents a strategic effort to improve the effectiveness of all players while simultaneously improving the quality of the daily social interaction as well. It is a dynamic and continuous charge to improve relationships each working day. Team development begins with the proper selection of new employees and extends to training for job knowledge and performance expectations. Individual and team awareness training helps employees understand themselves in relation to each other, how to communicate most effectively and to diagnose interpersonal problems. Positive performance appraisals direct employees toward growth. Organizational performance becomes a shared success (or failure) and the cycle can begin anew. In this model, individual and team commitment and responsibility soars and a strong culture of hard work and success are enjoyed by all. 

Near term boosts are nice and necessary. Long term performance by all is a requirement for growth. What was once synonymous, team building and team development are now defined by the results they deliver.  

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Keep Your Birkman From Getting Tied In "Nots"

1/14/2014

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To keep your Birkman from getting tied in “knots”, remember these “nots”. Esteem is not your level of self-esteem. It’s how you deal with self esteem issues. Change is not organizational change. (Structure is). Activity is not your level of energy. It is how you express your energy. Empathy is not whether you have feelings or not. It’s how your feelings are expressed. Challenge is not whether you will rise to a challenge. It’s the type of challenges you choose. Your Birkman is not a one-time event. It is a tool that has so many uses that it would surprise you to know! 


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Business Implications of Birkman Method Results

1/14/2014

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One of my recent feedback sessions went particularly well. “It’s so refreshing to have two and 1⁄2 hours to talk just about me,” noted the exuberant participant upon closing. Indeed, The Birkman is a very powerful personal and professional tool. It reveals so much valuable information that it is immediately hard to think about anything else but us. Let’s do, though, consider some of the practical business issues impacted by particular component scores. For example, Activity scores can impact: Urgency in decision-making, competitiveness vs. long range benefits, patience with planning and pacing. Authority: Cooperation or conflict management, listening skills, openness
to others’ ideas, and the use of authority. Acceptance: social enthusiasm, participation in meetings, open lines of communication, and spontaneous expression. RedPoint uses The Birkman Assesment to first understand people, then to guide them toward productive results. 


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Point of Discussion

1/14/2014

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 Recently I had a chat with a friend who owns a small (retail) business. After answering many of his management questions without rebuke, one final redirect seemed targeted for the jugular. “Do you always advise that managers take a positive stance versus a punitive one when dealing with problem employees?” Two days later the answers are clear. Managers who take a demonstratively positive attitude when praising “performance employees” are much more likely to see continued high performance and collaboration from these “A” players. Managers who understand the underlying motivations of problem staffers and address those positively, taking a genuine interest in the issues, become the trusted advisor. In such cases, be the teacher. 

To be sure, both case take time, attention, and the tools to know what motivates. The active use of Birkman Method reports makes this task infinitely easier by helping managers adjust their style, for the moment, to aid in the further development of their staff.  Still, in cases of theft, deception, unethical behavior, and extended sub-par performance, the manager should still strive to a principled and positive dismissal that helps the employee take steps in the right direction with their next employer. They may even thank you later.

Mike Pollock and RedPoint Management are always available to help managers successfully find the right course of action (and sometimes the exact words to use). Try us!

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    Author

    Mike Pollock is the Chief Motivation Office at RedPoint Management. He has over 20 years experience guiding, teaching, motivating, and inspiring - both indoors and out. 

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Since 2004 Mike Pollock and RedPoint Management have been motivating and inspiring individuals and organizations. Our ultimate purpose is to help create more productive working relationships in companies and to help individuals and teams realize their true potential.
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