The linchpin of organizational health

Meetings or ceremonies?

Rarely will you find anyone with a neutral opinion of meetings, and often the opinion is unfavorable.  The view is often that meetings are generally ineffective at best, a complete waste of time in the middle, and actually destructive at worst.  And that does not bode well for success, since most organizations’ schedules are littered with meetings.

The linchpin of organizationa health - meetings or ceremonies? Mike Russell

There have been many recommendations about improving meetings over time, from the humor of the Video Arts training video “Meetings, Bloody Meetings” to Patrick Lencioni’s Death by Meeting.

In a recent blog post (http://www.tablegroup.com/blog/the-linchpin-of-organizational-health), Lencioni reiterates that effective meetings are the linchpin of organizational health.  He also believes that one of the responsibilities, if not the main responsibility, of any leader is to ensure that meetings are outstanding.

But what if there is another, even more effective type of interaction beyond meetings?

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“Wrong Until Right” Does NOT Mean “Guilty Until Proven Innocent” – Part 2

Leaders revoking empowerment and reversing agility

In the last insight, we started looking at situations in which something went wrong that involved others in your business, as opposed to primarily you as a leader.

Micromanagement reduces empowerment, motivation, and success - Mike Russell

Two responses are common.  The first is to seek someone to blame.  The second is to usurp control and try to personally correct the situation.  Unfortunately, those two responses lead to lower performance and poorer results over time, especially in an environment of relentless change.

The previous insight looked at the first response.  In this edition, we’ll look at the second.

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“Wrong Until Right” Does NOT Mean “Guilty Until Proven Innocent”

In fact, the two viewpoints should be considered opposites

Think about the last few instances when something went wrong that directly involved others on your team or in your business, not you as a leader …

"Wrong Until Right" or "Guilty Until Innocent" - Mike Russell

What did you do?  Did you try to find out who was responsible?  Did you assume control and try to correct the situation?  Something else?

The first two responses are not uncommon.  Unfortunately, those two responses can lead to lower performance and poorer results over time, especially in an environment of relentless change.  Let’s look at why.

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