The Wrong Kind of Marathon

Here in New York City, we know something about marathons. The NYC Marathon rightfully is famous as one of the sporting highlights of the year. It takes an enormous amount of dedication and effort on the part of participants and organizers alike to prepare for and complete this marathon.

Unfortunately, NYC also hosts another type of marathon, which occurs daily. It's the "meeting marathon." Worse still, NYC isn't the only town with this sporting event. We've all been in a meeting marathon -- the ultimate corporate test of endurance and, in some cases, sanity. Folks have responded by ignoring the discussion at the meeting and focusing instead on buzzword bingo, texting, doodling, daydreaming ... you get the picture.

I've written about meetings being the credible alternative to work. However, there are times when holding a meeting is exactly the right thing to do. For example, if you're trying to implement innovation by teamwork, a meeting will undoubtedly be necessary at some point. So what should you do? To begin with, be very sure that the person who is calling the meeting actually knows how to run a productive meeting. By this I don't mean that they can convene a meeting without chairs or use some similar gimmick. Too often, the only thing these approaches ensure is that the participants are uncomfortable. They don't necessarily result in a high-quality productive meeting.

Here are some proven techniques for delivering a productive meeting:

- set a clear time frame and stick to it -- this is useful discipline

- be sure the purpose of the meeting is publicized and understood

- realize that the very act of asking the key question changes the outcome of the discussion

- make preparatory materials available before the meeting

- identify potential issues/hurdles and try to address them before the meeting

- understand the constituencies that will be participating -- where they sit in the organization will determine where they stand on the issue you're discussing

- decide whether the goal is to air issues, test a proposal, reach a consensus or close out a discussion and then structure the meeting accordingly

- be clear whether you need a neutral facilitator or a facilitator who actual advocates for a particular position

- be sure you have a meeting facilitator who has the social skills and discipline to help move the conversation along without unnecessarily offending participants

There is no substitute for good preparation. In fact, the quality of preparation is almost always reflected in the quality of the meeting. Chances are that every meeting marathon you've ever attended lacked adequate preparation or was chaired by someone who did not have the necessary skills and focus. Thankfully, preparation, skills and focus can all be addressed and improved. There is no longer any need to waste time at meeting marathons. Insist on productivity!

[Photo courtesy of the City of New York]

Persistence Pays

Persistence pays ... when applied correctly.

We all know someone who just keeps at you like a battering ram until you throw up your hands and agree to whatever they are asking. This application of persistence is not dissimilar to the modus operandi of many three-year olds. It may provide short-term benefits, but it invariably takes a toll on relationships and may well jeopardize long-term gains.

By contrast, there is the story I heard recently of how a friend of mine (a knowledge manager at another law firm) obtained the cooperation of the head of his firm's technology committee who had become a roadblock to necessary change. At issue was integrating into a single user interface the firm's intranet with an enterprise search tool. My friend made his case to the partner and asked nicely for cooperation. It was not forthcoming. So, my friend waited a while (presumably checked his own assumptions to confirm they were correct) and then went back a second time. No dice. My friend is famous for his persistence, so he went back a third time and was successful.

What made the difference? Here are my observations: It wasn't a typical battering ram approach. Rather, between the second and third visits, my friend worked on his relationship with his colleague. In a natural (not manipulative) way, he got to know his colleague better. And, his colleague got to know him better. As a result, when that third conversation occurred, each had a deeper understanding of the other's concerns and in the process put more capital in the bank of their relationship. This foundation allowed the partner to step aside and permit the proposed change, despite his own misgivings.

When seeking collaboration or cooperation, it is not enough merely to be persistent or to impose your views through sheer determination. By doing so, you undercut the very ground on which collaboration is based. Rather, take the time to establish understanding and trust with your proposed collaboration partner. We've heard time and again how critical trust is to collaboration. It's equally important for good professional relationships which, in turn, are critical to your success.

So be persistent ... at building trust. You'll reap the benefits sooner than you imagine.

Just One Thing

Here is a brief recipe for sanity that should make next week better than this week. As you go through your work today, look for Just One Thing that meets any of the following criteria:

- it is a drag on your efficiency
- it does not contribute to the revenue of your firm
- it could reasonably be done more cost effectively by a colleague
- it is done more from habit than conviction

and then, eliminate it.

Rinse and repeat each business day.

If done effectively, this should remove from your plate tasks you shouldn't be doing and give you more time and energy to focus on those areas in which you really can make a difference.

The result of this exercise? Sanity.

All you have to do is begin today with Just One Thing.