Just did another senior management training last week and the topic always comes up – what about email? How do we manage it, use it, control it, keep from getting buried by it and fix communications that get broken by it… the list of questions, comments and consternation goes on and on. The 29 August 2010 Sunday column, Corner Office by Adam Bryant, includes a comment about email (along with a number of other key insights Bryant’s weekly column provides) from Kasper Rorsted, the CEO at Henkel, a consumer and industrial products company, so I thought it was time to underscore some tips from an earlier post and make a point about email and the importance of face-to-face communications.

Email is NOT dialogue! It is not a substitute for honest, open, transparent communication. Email is two-way monologue, where one person gets to make their point, state their case, convey information, thoughts, feelings or whatever, without the benefit of the other person being present. Email is NOT a short-cut for communication. It is a form of communication, however, designed for one-way transmittal.

Remember: There is no substitute for direct, face-to-face communication, especially when an issue warrants it. For example, anything that affects your organization’s mission, vision, values, goals and deals with major strategies, decisions or compromises them requires direct, real-time communication. Personnel issues, challenges and coaching opportunities – set a meeting. Major problems with a product or service – set a meeting. Customer/member/client complaints – set a meeting.

Don’t let email get the best of you. It’s your job to manage it, rather than it managing you. Use it wisely as a tool for information transfer, not as a comprehensive communications program. There’s no substitute for getting up from your desk and making contact, or setting up time to communicate, face-to-face, with people! Use your email wisely so it’s not being misused by you or others.

P.S. Try adopting Henkel CEO Rorsted’s tip on deleting ALL email where you are only in the cc line. His point: being in the copy line is often only for someone’s ‘cover’ and if they want to connect with you, those emails should be To: you. Try it for a couple weeks and let me know if your email flow is more manageable, and if it helps make your communications more productive, valuable and meaningful.

A common issue in my work with boards and chief executives is the challenge of micromanaging. It’s something that happens as well with parents, supervisors, co-workers, peers and others. What’s at the root of it all and how do we know when it’s happening? Truth be told, micromanagers are often aware of what they’re doing; like any addictive behavior, they just can’t seem to help themselves!

If you’re a micromanager, ask yourself what the underlying emotion is that drives the behavior. Using the ‘think, feel and do’ exercise from an earlier post, call a meeting with yourself. How we act is more a result of what we feel rather than what we think. If we’re ‘feeling’ frustrated, for example or overwhelmed and out of control, we’re more likely to ‘think’ we can ‘do’ something about the little things, and sometimes even the big ones, however, these are not often the important things.

So, we ‘manage’ the details instead of stepping back, recognizing what’s really going on…and most importantly, and letting go. Empowering, rather than managing, others.

We all have our tell-tale signs. I bet if you take that meeting with yourself, you’ll be able to write down a few of yours.

And if you’re the one being micromanaged, remember, it’s not about you! Work with your supervisor, board, spouse, parent and ask the more critical question: What is the result or outcome we need in this situation? Then, when you’ve created clarity about that, encourage the micromanager to empower you to come up with some acceptable solutions (not how you get there and myriad of details along the way!) and offer an agreeable timeline for delivering results.

Let me know how it goes next time you experiment with your new behavior!

I was recently asked to attend and facilitate a small planning meeting. Before we got started, one of the attendees asked the question, “Why am I here?”I could tell it was not about the meaning of life nor was it rhetorical! It actually startled everyone, and I realized immediately not everyone was on the same page as the person who ‘called’ the meeting (in our business that’s commonly referred to as the ‘convener’). 

Meetings are one of the biggest issues I hear folks in my world talk about, question and criticize. In fact, the word ‘meeting’ and the phrase ‘waste of time’ are often either synonymous or at least heard in the same sentence. Rarely do people seek my services because they have such great meetings and just want to make them even better. Usually, as part of the executive coaching, team-building process and overall improvement program, they want to know how to make their meetings work.

The question was one of the most direct ways I’d heard of asking that series of questions we should all ask when we’re planning to attend or, if it can’t be done prior, actually attending a meeting. Why am I here? What value do I add? What value will this meeting add to my work, what I need to produce for the company, how I support my peers, satisfy my customers, enhance my skills, etc.? Is this a meeting I need to be in face-to-face? Can the results be achieved in some other manner that’s less costly and time-consuming and more effective? What’s expected as a result of my attendance? What will I do differently, more of/less of, as a result of this meeting? You ever ask yourself these questions? Out loud? In front of your peers? Try it.

It’s the convener’s job (remember, that’s the person who calls the meeting) to be crystal clear about the meeting purpose: what key outcome(s) need to be achieved that warrant(s) those in attendance being there to achieve that purpose. The second job of the convener is to select the right participants. Who is, and why are they, necessary to achieve that purpose? This isn’t determined by title or even the job they hold in the organization. It’s more important to consider what ‘value add’ each participant will have to achieving that meeting purpose. Another key question for the convener is what exactly do we need to accomplish in the meeting, and how should the meeting be structured to accomplish that, in order to fulfill the meeting purpose? Finally, ask what materials and information participants need to have in advance and/or at the meeting to wisely use their time and produce the outcome. (This is guided by the proviso that a meeting should never be used to ‘read’ information to participants!)

If you’re a convener, don’t  call your next meeting without answering these questions. If you’re a meeting participant, don’t be afraid to startle your colleagues and the convener with this critical question, “Why am I here?” If you want to be part of effective, high-energy, high-impact meetings, apply this simple question and encourage a business culture that supports it. Your company, co-workers, customers and you deserve it!

A client and friend recently sent me a Harvard Business Review article, titled “The Acceleration Trap.” Important reading if you’re leading a company or organization and you’ve gotten caught up in the ‘more is more’ addiction and find yourself multi-tasking and using technology to ‘stay in touch’ at all times. The reason the concepts they highlight are so startling is that the authors have studied the impact all this 24/7 ‘in-touchness’ can and is having on the work environment. What we think is making us more productive is actually hampering our effectiveness… and there’s a big difference between being efficient (for example, staying in touch at all times with lightning speed response to e-mails, tweets, texts, etc.) versus being effective (actually achieving productive, meaningful, tangible, mission-driven results).

I facilitate a lot of medium to large meetings, retreats, team-building and training sessions, strategic planning events and other types of in-person meetings, including some with just one or two people. For years we’ve been applying some common-sense ground rules about the use of technology in those sessions, the importance of being ‘present’ to have effective interaction with peers and team members and how to productively engage with others in a way that creates meaningful outcomes. Technology, and its applications that try to keep us in touch with what’s happening ‘outside the room’ can actually be a big deterrent in those settings. With some playful and thought-initiating exercises and ground rules, we establish an important commitment from participants to connect with those in the room.

I’ve had more friends and colleagues admit their e-mail addictions recently than ever before. So, what can we do to make ourselves the master of the technology we have at our disposal rather than how it’s become/becoming our master? How do we avoid the pitfalls of multi-tasking and re-learn how to focus and regain effectiveness (and our sanity!) and how to be present in the moment?

Some simple tips: 1) Read the HBR article. It will get your attention if you’re responsible for your or others’ results and the achievement of goals and priorities. 2) Ask yourself, when you’re with someone else or in a group setting, how important is it really that I check the latest e-mail, news, tweet or some other external information source? How will that add value to who I am with and what I’m doing at this moment? 3) Learn to be present… in the moment, wherever you are and whatever you’re doing, to ensure you are truly (intellectually and emotionally) connected to the person(s) with whom you’re supposed to be communicating and interacting. 4) Disconnect on purpose. Plan some times when you are completely off the technology grid. Use the time with family, friends, peers and colleagues. Or even invest in time to be alone. 5) Build a habit of shutting off your ‘connected devices’ when you’re in a meeting and invest instead in actively listening and engaging in the discussion. You were asked to be present because your presence matters. Make it matter intentionally. 6) When you find yourself getting caught up in the ‘acceleration trap’, ask yourself if doing more is the same as achieving more. Create and apply a litmus test that will guide you to determine if more and faster actually equals better.

Bottom line: It’s up to you to make time to take a break from the pace and impact that our technological connection has created. Stop to smell the roses. Just promise you won’t snap a picture of the roses on your iPhone and tweet it to your Facebook friends!

When you’re responsible for a meeting, whether it’s a one-on-one or a group, in-person or by phone, teleconference, etc., try this effective technique for driving solid, measurable results from the time and effort you’ll spend with your meeting participant(s). The process can be used in a brainstorm session with others who are involved in designing and making the meeting successful, or you can do it on your own. The key element is to do it in writing until you’re crisp, clear and focused on the three outcomes from the following question.

“Thinking about the participants (again, this can be a meeting with one or more), what do I want him/her/them to think, feel and do as a result of this meeting?” Sounds simple enough, right? Now try it quickly with an upcoming meeting you’ve generated or one you’re planning.

First, what do I want them to think: Depending on your meeting, you should come up with “I” statements as to what the person(s) should be thinking about you, your fellow meeting planners, your proposal, project, etc. “I like this idea!” “I believe this will provide us what we need.” “I want to hear more.” “I like the thoughtfulness that’s gone into this proposal.” The more “thoughts” you generate that connect with the feelings you want to elicit and the action you want to lead to, the better. 

Second, what do I want them to feel: People are often motivated by the feelings generated during an experience. Feelings are typically one-word statements like, “confidence,” “encouraged,” “excited,” “invested,” “respected,” “trust,” etc. You get the idea. Any time you follow a feeling by the word “that,” “like,” “as,” or similar words, you know you have a thought, not a feeling. Put those responses back in the first category.

Finally, what do I want them to do: Based on the thoughts and feelings you’ve created by your presentation, discussion, interaction, etc., you should end up with a crisp, concise, thoughtful and strategic “do” from this session. Homing in on this will help you build the discipline to use your and your audience’s time wisely, respectfully and productively. The length, format, venue, number of participants, etc. for the meeting don’t matter.

Next time you’re planning a meeting, even if it’s a stand-up five minutes, use this brief exercise wisely, complete it in advance and write it down. You’ll quickly find your meetings generating thoughtful results and engaging your participants respectfully and productively.

Typically, when asked to make a presentation, the first question you ask yourself is, “What am I going to say?” That’s the first mistake a presenter makes. If you want an effective presentation, one that keeps your audience talking long after you’ve gone, you have to apply “The Platinum Rule®” (more on that in a later post!) to your speaking and presentation opportunities.

The first key question you should ask is, “What does my audience want to hear?” Focusing on why folks would sit in their seats for the time you have with them is the start to the most powerful, effective and valuable presentations. As a speaker, you need to learn about your audience… what motivates them, why they are in the room, and why they would give their time to you. You need to make the effort to get to know them, their backgrounds, interests and needs; what matters to them, and why and how you can deliver it. Make a contract to use their time wisely and productively.

If you don’t have the time to do the right research in advance to get to know your audience and design your presentation about them and their needs (I’d suggest you not give presentations unless you can invest the time to do the right research about your audience’s needs, hopes, expectations, etc.), in an impromptu setting, you can always start with a few opening questions you can ask the entire audience that give you a sense of who they are, what’s on their minds, what matters to them and why they’re sitting in front of you. Simple questions like, “How many of you have been with the company (or whatever the appropriate venue is) less/more than a year (etc.)?” How many of you have heard something about this topic before?” “With what one key challenge do you struggle that you came here today to get help?” You get the picture. (This should be based on your particular audience, topic, etc.)

The most important thing to remember: It’s all about them! Any effective presentation thinks about, and anticipates first, what matters to the audience, not the presenter. Remember, most folks only remember about 10% of what they’ve heard after only a couple days. Identify and connect with what they care about, and you can drive up that percentage for a memorable, useful and engaging audience-based presentation.

Next: The three key outcomes to identify for any effective meeting!

All You Ever Wanted to Know About Boards – Whether serving on one, serving one or considering either, BoardSource is the definitive site for information. If you’re one of our clients, we use them all the time to help with best practices, training info, books and related tools. They’re customer-service driven and we love the range of information they make available to use to help you and your organization.

Another site from our ongoing list of good things we’ve found on the ‘net.

News You Can Use – If you’re in California and not checking out Rough and Tumble, you’re not really reading the news each day; this site tallies and prepares all the California-profiled news for you long before you sip your first cup o’ Joe. It’s a great aggregator of sites with political, economic, education, environmental, healthcare and other topics of interest. And, with California a big trend-setting state, it’s useful to see what’s happening and how it might affect other parts of our nation, and our world.

When was the last time you found yourself saying, “Gosh, I just can’t wait to get to work today so I can attend all my meetings!” Many view meetings as a waste of time and effort, a drain on really productive work, with no real, tangible return. Yet, for most of us, meetings are one of the most commonly used tools in the workplace. One tip for ensuring meetings are effective and produce results is the use of an agenda. And one way to be certain there is one, is to ask in advance, “When will the agenda for the meeting be available?”

 If you attend a meeting and there’s no printed agenda, you can always ask for an informal one before the meeting gets started. “Before we begin the meeting, I’d just like to ask if we can review what we’re going to cover in the time we have, what the priority issues are, and what we need to accomplish?” Setting the tone for a productive experience begins with a clear statement of the purpose of the meeting, then an agenda, even if informal, to guide the discussion. This will keep attendees focused and will allow all participants, whether the meeting convener or not, to pull everyone back on topic with the suggestion that, when off-topic discussion occurs (and it invariably does!), “Perhaps we can put than on the agenda for a next meeting, since it seems we’re not on the agenda topic we agreed to at the beginning of the meeting.”

 Once there’s an agenda in place, everyone can play a role in keeping the group focused. Try it next time and let us know how it works for you.

One of the most interesting aspects of my work is watching how individuals and organizations make decisions. Often, there’s no overt process of how decisions are made. That leads to confusion about roles and responsibilities, questions about transparency and authority and outcomes that are not necessarily strategic nor focused on a common mission, vision and goals.

Before any meeting, whether it’s a one-on-one or a major gathering of executives or board of directors, one issue that should be settled is how decisions will be made. Does the final authority rest with one individual? Will there be a voting process? Majority? Certain overrides? Will a consensus-based framework be used?

Deciding how to decide on any issue before the discussion process begins will help those involved understand their role, their influence on both dialogue and outcomes and institute a transparent, strategic approach that will withstand second-guessing and ineffective results.