Business

Whether you are in a one-on-one or group meeting or on a conference call, everyone has a role in conducting effective meetings! As the facilitator, it’s important to ensure everyone is included, whether you want to hear from them or not, or they want to contribute or not. Participation determines the quality of the decisions being made and the level of productivity. As a participant, your responsibility is to stay engaged in the conversation and ensure every person is heard, good decisions are being made, and the process stays on-track.

7 Factors to Improve the Quality of Your Meetings Now:

One: Start and End on Time

This requires everyone in their seats (or on the call) ready to begin 5 minutes before the actual start time. Turn off electronic gadgets, put phones on mute and minimize other distractions. If you are the facilitator or presenter, you need to be there even earlier to ensure the room is setup, presentation is ready to go, all electronics are working and all printed materials have been passed out (even if information was already sent to everyone).

Two: Come Prepared

Everyone is responsible to come prepared — that means read all documents, agendas and other materials before the meeting and bring them with you to the meeting. Be prepared with written questions and make sure everyone actively participates to get these questions answered. If you have conducted preliminary research, be sure it’s completed and information is in a handout for everyone to view prior to the meeting (NOTE: simple graphs with short narratives are easiest to readily understand).

Three: Take Turns

Make sure you hear from everyone! Unless each person contributes, ideas get missed, important nuances get overlooked, misunderstandings occur, and arguments can erupt. Team members will not voice their concerns if laughed at, ignored or interrupters are not managed. When you are on a conference call, make sure each person is called on by name. If they have nothing to contribute, have them simply say, “Pass.” Remember, conflicts should not be overlooked and people labelled as difficult to work with – they may have valid points no one wants to hear. (Reference, Do You Know How to De-escalate Conflict? http://wp.me/p2POui-10S)

Four: LISTEN!

This is the most important factor to improve your meetings now. Many people, particularly younger professionals, view listening like a computer taking in data, which they regurgitate back. However, listening requires active involvement — particularly, when they hear things they don’t want to know, don’t agree with or don’t believe in. Active listening has three components: 1) hearing what is said verbally, 2) hearing what is not said, and 3) being aware of non-verbal cues (e.g., attitude, tone, physical). It involves a back-and-forth dialogue that is on-point and moves the conversation forward (rehashing what has already been said doesn’t help resolve the concern). This creates new opportunities to resolve old issues and formulate new ideas for products and services. It’s a skill everyone needs to develop.

Five: State Your Point Upfront

Most attendees will stop listening when others are talking too long, sharing inappropriate gossip, repeating themselves, or using technical terms (aka jargon). Stay away from monologues or lengthy responses by starting with the point first, then provide any supporting information to reinforce the point presented.

Six: Ask Questions

Too often, we don’t ask questions to learn more about a comment or statement someone has offered. Instead, we believe we “get it” and then misuse the information. Or, we judge it as irrelevant without further investigation. Learn how to drill down and clarify by asking questions out of a commitment to resolve the issue or move the project forward. Stay away from using an interrogation modality – it doesn’t work and puts everyone on the defense.

Seven: Reach Alignment

Hoping and waiting for consensus is non-productive since too much time is spent wooing a person to agree with the majority, creating group think. Instead, alignment means you and the team take the best information available and make a decision. Then consider the following: Can everyone live with this decision? Is it workable and doable? If not, what needs to be added or changed so that everyone is on the same page moving forward? Then, stand firm and respond factually to the naysayers.

Using these 7 factors will improve the decisions being made, opportunities being pursued, and results being achieved! Active participation gives everyone the opportunity to voice their concerns, be heard, ask the right questions and make the best decisions!

©Jeannette Seibly, 2016

Jeannette Seibly has been a business advisor and executive coach for 24 years; along the way she’s guided the creation of three millionaires. She is laser sharp at identifying the leverage points that will take a business and its team to the next level of performance and success. Check out her website, http://SeibCo.com, or contact Jeannette for a free, confidential conversation at http://SeibCo.com/contact.

Many business professionals today have trouble talking face-to-face with others. They rely on texts, IMs, and emails. The problem is, those communication methods are not highly proficient in uncovering miscommunications or understanding someone’s true feelings about a topic because there is no tone or context – they are only words. As a result, conflicts, upsets, disagreements and hurt feelings occur. These limit a leader’s effectiveness in achieving intended results and keeping team members happy.

The challenge? Most people are fearful of talking with another person and fail to take responsibility for developing skills that elicit the best in others. Conflicts will occur. Before everyone heads for cover, learn how to de-escalate conflict and get everyone talking to reach win-win-win solutions.

Here are 3 Techniques …

Take Turns. While this sounds easy to do, it’s not in the heat of the moment. Let the other person go first to state their thoughts and opinions, and listen. Then, repeat back what you heard them say to their satisfaction before sharing your thoughts and opinions. Keep doing this until you reach either an agreement or both agree to disagree.

Keep Talking. Giving team members the silent treatment or giving up on your concerns as unimportant during a conversation won’t make a difference. Why? They know you stopped listening. Their natural response will be to raise their voice so you can hear them and you may become fearful of their yelling. Remember, their upset has been building for a while … so don’t interrupt them while they are talking. If you do, they will simply start back at the beginning. If you participate by raising your voice, it will only result in an escalation of raised voices and additional upsets – with no winners. Again, take turns sharing ideas as mentioned in the above paragraph. When voices are raised unnecessarily, remind them, in a quiet voice, you only hear part of what they are saying when they speaking louder than what you feel comfortable with.

Agree to Disagree. Whenever someone presents a point of view we don’t agree with, we will normally communicate verbally and subtly, “You’re wrong.” This will create defensiveness in the other person and will shut down further communication, escalating upsets. The key is, talk it out! Most conflicts or disagreements can be resolved by taking turns to talk things out. In situations where there appears to be no agreement, it’s far more effective to say, “It seems like we disagree about that.” Why? Because it’s a fact. Table the conversation and make sure to come back to it later after further evaluation.

As a leader, you can pay now or pay later. Resolving conflict and developing healthy discussions are critical to resolve anything! Take the time now to develop the skills required for you and your team, before the issues escalate and it becomes difficult to resolve in a win-win-win manner.

©Jeannette L. Seibly, 2016

As an executive, business owner and fast-track leader, communication is everything. Get your copy of: How to Have a Conversation Beyond 140 Characters! (Break through your #1 fear when having conversations!) http://ow.ly/QFq3304zAeK OR contact Jeannette to provide training sessions for you and your team members. http://SeibCo.com/contact

Jeannette Seibly has been a business advisor and executive coach for 24 years; along the way she’s guided the creation of three millionaires. She is laser sharp at identifying the leverage points that will take a business and its team to the next level of performance and success. Check out her website, http://SeibCo.com, or contact Jeannette for a free, confidential conversation at http://SeibCo.com/contact.

4 Requirements for Creating New Solutions to Old Problems

All business owners, executives and entrepreneurs face challenges in their businesses. They could be from growing pains, avoiding a financial downfall or setting up the company resources for a buy-out. Regardless of the reason, there are issues that must be addressed to ensure intended results. Now is the time to do so while they are still manageable.

Years ago a company got hit with a lot of lawsuits from its employees. They were looking for golden parachutes that had been promised to them by the owner when they started working with the company years ago, but hadn’t materialize after the company was sold. A national campaign was inadvertently started by filing workers’ compensation claims in retaliation. After a couple of years, a medical doctor remarked, someone must have seriously dissed someone to create this much brouhaha. The company’s assets were eventually sold and the doors closed.

Could this happen to you? Yes, even when you are in the early stages of company growth.

Understand Your Business Pain Threshold

What is yours? When you are attempting to resolve an issue or create a new opportunity, old habits will get in the way. Why? They are comfortable and don’t require change. However, change always starts with your mindset, and that of your team, and is reflected in the culture, policies, systems and attitudes towards working with others. Lower your pain threshold and minimize mischief by honoring your promises. Follow-through to ensure you are creating a great place to work. This is an important blind spot for most businesses that fail to take care of their employees, vendors and customers.

Look Fear in the Eye

The underlying issue in resolving any problem is fear. It could be the fear of upsetting employees, boards, bosses, and/or investors. It could be the additional fears of not having enough money, resources, the right people, paying customers, etc.

First, get to the source of your real fear and talk it out with your business advisor.

Second, take an honest look at the problem: for example, uncovering a system problem could cost a lot of money to fix. Or, maybe, you’ve been hiring the wrong people that have great portfolios, but simply don’t fit or are not resourceful in resolving issues. At this point simply get real about the issue and don’t jump into fixing it.

Third, create an achievable plan to resolve the concern with your management team.

Fourth, follow-through by staying actively involved.

Get Real

Many of us love the Band-Aid approach to fixing a problem because it’s faster and usually cheaper (in the short run). But, it’s usually why the problem still exists! Quick fixes or “waiting until you have the time” rarely produces the needed change. You cannot transform anything without getting real about it. The key is, when the same or similar problems keep coming up, it means you haven’t gotten to the heart or source of the issue. Start by creating an environment of trust and respect. Yes, it takes time and the time to start is now! Allow healthy conflict to occur in dialogue by training your team on persuasive listening techniques. Then, follow-through and follow-up to ensure you are on track to achieve the needed solutions. Help your team (and/or hire an executive coach) get outside their comfort zone and keep them on track.

Talk Straight!

As leaders, too often we are afraid of telling the whole truth, even to ourselves. The additional challenge is our egos won’t tell us what the real truth is! Instead we play the blame game and do not take responsibility for where we are. We fail to create the mindset of let’s get busy moving forward. The key is, what lessons have we learned and how are/were they applied to the next plan, project or issue.

First, set aside the mindset of how it “should be” and look at the problem from the perspective it is as it is, now what?

Second, share your thoughts and ideas in a manner that encourages brainstorming, not fait accompli with your team and board.

Third, stay away from time consuming, distracting shiny objects and expend the time to ensure your employees stay onboard by including them in strategy creation, plan formulation and execution.

©Jeannette Seibly, 2016

Jeannette Seibly has been a business advisor and executive coach for 24 years; along the way she’s guided the creation of three millionaires. She is laser sharp at identifying the leverage points that will take a business and its team to the next level of performance and success. Check out her website, http://SeibCo.com, or contact Jeannette for a free, confidential conversation at http://SeibCo.com/contact.

“Don’t be afraid to give up the good to go for the great.” John D. Rockefeller

Many times we believe we are being strategic … or so we think. Yet, too often we fall victim to regurgitating what has already been done with a slight twist. Most of us want to play it safe and are fearful of the proverbial “rocking the boat.” According to Wikipedia, strategy is a high level plan to achieve one or more goals under conditions of uncertainty. Based on this definition, without some boat-rocking, the new idea, program or plan won’t make a difference in the achieving the intended results. The challenge is, how do we elicit intended results, new ways of doing business, or new mindsets that have us enjoy our jobs, create new opportunities and succeed in face of uncertainty?

How to Create Great Results …

Mindset. This is where it starts … dealing with the uncertainty. It’s very easy to create a new idea, program or plan. But, without a “can do” mindset, it won’t happen. The challenge is, keeping a positive can do mindset from conception through execution, in spite of the uncertainty you may feel. To execute successfully requires keeping everyone on the same page, listening to your nay-sayers and handling their fears and concerns. Stay focused on the outcomes and the intended end results, despite any doubts, controversy or challenges. Put reminders in place to reinforce the “We can do it and we do it well” mindset. Some ideas to keep everyone moving forward are a quick daily team meeting, a post-it on your mirror, and a quick electronic update to the team and key supporters.

Team. No person can achieve high level results on their own. You need others to help plan, implement and execute anything. Make sure you and your team are on the same page by encouraging healthy dialogues, including addressing conflicts with respectful conversations. Train your team to work together and handle the administrative, financial, operational and people side of any project. Remember, to stay within your budget, which will force everyone to become resourceful. Stay in communication with your boss or board about the team’s progress! And, perhaps the most important action for you to take is to publicly appreciate and acknowledge each and every person’s contributions.  This one single action will stop saboteurs who don’t feel their contributions are valued.

Strategy. Again, if the goal is not something that will move a company, group or idea forward, it’s probably not a strategy. It’s simply a tactical, “feel-good” idea at the moment. Train your team to truly brainstorm by eliciting everyone’s ideas and thoughts. Do not short-change this most important part of the process by latching onto the first good idea or acquiescing to the most dominate team member. Ensure each person is aligned with the goal and do not change the goal to reflect your actual results! Put together the milestones and details before venturing forth. Run the high level strategy by a couple of objective mentors to see what might be missing (don’t forget signed Non-Disclosure Agreements). Regroup and address any important concerns before the launch date.

Execute. This can be the most difficult part of the process. Keep the right people on board who are aligned with the intended results and are aware of the progress. Remember, most employees, bosses and boards don’t like surprises, so make sure the I’s are dotted and T’s crossed.

Focus on the end result and communicate the benefits available for everyone (hint, do not focus on the bumps in the process, and remember there will be some if this is a new strategy). Make your strategy great, don’t settle for good enough.

©Jeannette Seibly, 2016

Jeannette Seibly is a great results-producer, and has been a business advisor and facilitator for over 23 years. She is laser sharp at identifying the leverage points that will take a business and its team to the next level of performance and success. Check out her website: http://SeibCo.com or contact Jeannette for a free, confidential conversation at http://SeibCo.com/contact

No one is born a leader — leadership skills are built over time as a result of experiences, mastery and commitment. When we attain a leadership position within our company, it’s important that we have already learned how to work with and through others to get the job done on time and within budget. Now, it’s time to take those basic skills and hone them. At every level of leadership comes a new level of responsibility and opportunities. Are you ready to build on them to successfully support you and the people you lead?

7 Keys to Being a Leader that Actually Leads:

Engage Others. Forcing others, manipulating outcomes or attempting to outtalk your team will not support your efforts to manage effectively. Once your team, and others within the company, is upset with you, it becomes harder to get them to perform at their best, listen to your ideas and work with you. Acknowledge their great ideas and efforts, and work with them by rolling up your sleeves to produce intended outcomes in a win-win-win manner.

Integrity is Key. Good people don’t like to work for someone that cuts corners and overlooks important details. Making decisions based upon how you feel rarely works out well either. Learn how to brainstorm for solutions, work through legal and financial considerations, and setup true strategies Remember, the best solutions may not provide the easiest and fastest pathways. And, when you make a mistake, apologize and clean it up! It sets a great example for others.

Listen for New Possibilities in All Ideas. Being a leader who actually leads means you have really great listening skills. You’ve put down your electronic gadgets and are hearing the spoken words and unspoken messages that are being conveyed. You are able to ask the right questions to elicit the best from others and build on their ideas – no matter how off-the-wall they may initially seem. You become a leader that others enjoy working with to create solutions.

Respect Them. Your job isn’t to be a critical parent, particularly when some of the people you may be managing are older than you with lots of great work experience and ideas. Learn to “pick their brains” and rely upon them to get the job done without micromanaging them. Stay aware of the results your employees produce. Acknowledge any progress made, no matter how small. Respect will build an effective team.

Keep Your Skills Sharp. Take management courses to clean out any cobwebs that impede your ability to work effectively with others – it will keep you sharp. Remember, the higher up in the corporate world you climb, your people skills will matter more than your technical knowledge. Those skills make being a leader a lot easier too.

Take Care of Yourself. While it’s critical that you are taking care of your employees and ensuring they have the resources they need to get their jobs done, it’s equally important that you take care of yourself. Schedule time to spend with your family and friends having fun! Get involved in activities outside of work that you enjoy (e.g., golf, reading, travelling, volunteering, etc.). A happy leader is more likely to have happy and productive employees.

Great Leaders have Coaches. Don’t be afraid to hire a coach for yourself to help you navigate the challenges you will inevitably face. The right one will help you make better and more timely decisions. Plus, having a coach will help you understand how to be a leader others want to follow!

Being a leader that actually leads comes with a new level of responsibility to others. Review the 7 keys. Now ask yourself … are you ready?

©Jeannette Seibly, 2016

Jeannette Seibly has been a business advisor and executive coach for over 23 years; along the way she’s guided the creation of three millionaires. She is laser sharp at identifying the leverage points that will take a business and its team to the next level of performance and success. Check out her website, http://SeibCo.com, or contact Jeannette for a free, confidential conversation at http://SeibCo.com/contact.

“What if we spent more time face to face, communicating with our lips rather than our thumbs, and synced our hearts rather than our iPhones?” Sunil Bali

Everyone has issues from time to time with co-workers, bosses, customers and vendors. Many times the normal way of handling these upsets is to wait and hope the issue goes away or to think, “It’s really no big deal.”

The challenge is that most people prefer connecting with others via texts, emails and other messaging methods. The problem is, those communication methods are not highly proficient in uncovering misunderstandings. They overlook new opportunities and important nuances. As a result, the wrong word or phrase can evolve into a major controversy quickly. Or, instead, people can allow their upset to slowly build over time until it becomes a big deal and no one understands how the issue got started.

As a leader, you don’t have the luxury of ignoring the impact you have on others. Putting off addressing upsets or avoiding tough face-to-face conversations will not result in these issues resolving themselves. While you wait for the perfect time, you will lose valued employees and customers, and possibly your career.

The key is to start talking now, face to face, before there is an issue. Then you will be more likely to address concerns in a positive manner as they occur, quickly and effectively. Yes, this means putting down your cell phone and talking with other people face to face, or via FaceTime or Skype.

Build Effective Interactions

Look for Commonalities. Having ongoing conversations when there are no issues make it easier to talk when there is an issue. Instead of focusing on differences when having conversations, look for common interests or experiences. For example, if the other person likes football, start a conversation with “How about those Denver Broncos?” Then talk about a work challenge that both of you have been experiencing. Keep the conversation on point. Build on similarities, not differences.

Expand Your Awareness. Your perceptions are your realities and are often based upon your biases, experiences and other cultural factors. People do what they do – they can be unpredictable. This makes connecting harder for leaders who do not have a natural interest in working with and through people. Expand your awareness by accepting others as they are, not as you believe they “should be.” One way for you to build your awareness is to take a workshop that can help you bridge these gaps in perception.

Acknowledge Others. Many times, a simple, positive acknowledgment can go a long way in building relationships. Try calling people and telling them their pictures or quotes are great on social media instead of just clicking “Like.” Share when someone has a great idea and/or did a great job resolving a particular issue during a meeting. Be specific and consistent in your praise.

Have Those Difficult Conversations

Straight Talk! Yes, it’s OK to be direct and tell the truth. Practice role-playing with your coach, mentor or boss. Keep the issue simple and on point. For example, you might say: “Remember when we went to visit a vendor and you made the comment that I was your assistant? I was bothered by what you said since we have the same job title.” Give others an opportunity to apologize. Then talk about a better way to handle these types of interactions.

Focus on the Facts. Too often we come from how we feel when there is an issue. While our feelings can be important, they often color the truth about what factually happened. Ask others for their version of the facts. Listen carefully and repeat back to them what you heard them say before offering your version. That way you will quickly find the core discrepancy that caused the issue in the first place. Then ask them how they would resolve the issue before offering your point of view. Build a win-win resolution.

Forgiveness Is Important. We’ve all done things we’re not proud of. Compassion and forgiveness can go a long way when you, your co-workers or your employees have said or done something you shouldn’t have. Forgive them. Forgive yourself. Remember, forgiveness helps everyone move on.

The key is to start talking early, face to face. Don’t wait. Learn how to talk through issues now!

Having trouble understanding how to have a conversation face to face? Get your copy of How to Have a Conversation Beyond 140 Characters! (Break through your #1 fear when having conversations!) http://ow.ly/mADC302AblD

©Jeannette Seibly, 2016

Jeannette Seibly has been a business advisor and executive coach for over 23 years; along the way she’s guided the creation of three millionaires. She is laser sharp at identifying the leverage points that will take a business and its team to the next level of performance and success. Check out her website, http://SeibCo.com, or contact Jeannette for a free, confidential conversation at http://SeibCo.com/contact.