EFFECTIVE MANAGEMENT
EFFECTIVE MANAGEMENT
Organizational Leadership : Beware the Meeting After the Meeting
By Joseph P . Truncale , Ph . D . Contributing Editor
In a recent conversation with a client , we talked about the progress the business was making in building a stronger culture , starting with the senior leadership team . The most telling evidence of improvement , according to this CEO , is the fact that the senior team is no longer hampered by a couple of members who had a habit of holding “ meetings after the meeting .” Here ’ s what he meant .
The senior team meets to discuss business issues , and they reach agreement on a path forward . Whether this is a new initiative or confirmation of the existing plan , the meeting ends with everyone on the same page . Or so it seems . Then , the “ meeting after the meeting ” happens , usually initiated by one or two members intent on expressing their concern , doubt ,
criticism , cynicism , and lack of confidence in what was agreed to during the meeting . What ’ s going on here ?
Lack of honesty , frankness and candor during meetings ( especially during meetings of senior leadership team ) is , in my experience , all too common . Irrespective of the rationale for this ( a CEO who does not encourage disagreement or debate , or weak-minded individuals who lack the intestinal fortitude and the courage to speak up and express a contrarian point of view ) few actions do more to undermine the intent of the CEO , the leadership team and the organization overall than a lack of open , honest dialogue , discussion and debate during meetings , especially those of the senior leadership team . Agreeing to a set of meeting ground rules up front can help , but only when all are committed to standing by them and where any member can call out another member ( yes , even the CEO ) on a ground rule violation .
When there is a lack of alignment between and among members of the leadership team , others within the organization pick up on these subtle ( obvious ?) signs . Since managers and supervisors often mimic the behavior of senior leaders , the effect of the “ meeting after
Few actions do more to undermine the intent of the CEO than a lack of open , honest dialogue in meetings .
Photo : Getty Images / iStockphoto / AndreyPopov the meeting ” phenomenon can spread rapidly to all levels of the organization .
The foundational principle of effective meeting ground rules is found in the following statement : We will comport ourselves with dignity , decency and decorum so that alternate thoughts , ideas , suggestions and recommendation may be expressed without concern for retribution .
In the example above , it is telling that once two recalcitrant members of the team were removed , the atmosphere in the meeting room changed dramatically , and for the better .
Getting alignment among organizational leaders is a process ; one which requires and deserves a structured , disciplined approach . “ Meetings after the meeting ” are a surefire sign that the enterprise needs a reset . The sooner , the better .
For more ideas on getting improved results from your strategy meetings , including a sample list of meeting ground rules , contact me at joe @ ajstrategy . com
Joseph P . Truncale , Ph . D ., CAE , is the Founder & Principal of Alexander Joseph Associates , a privately held consultancy specializing in executive business advisory services .
He is the former CEO of the Public Relations Society of America ( PRSA ), the world ’ s largest public relations organization . Prior to joining PRSA , Joe was President & CEO of NAPL , a business management association representing leading companies in the printing , graphic communications , mailing , fulfillment and marketing services industry .
Joe specializes in strategy , customer analysis and organizational effectiveness .
He is a graduate of Monmouth University and he holds a Masters ’ Degree from Rutgers University . In 2011 , he earned his Ph . D . in Media , Culture and Communications at New York University and was the recipient of the Prism Award for Academic Achievement . His dissertation was a ground-breaking study of the leadership styles of highly successful entrepreneurial business executives in the graphic communications industry .
Joe served as Co-Chair of the New York University Board of Advisors and is an adjunct faculty member at NYU teaching graduate courses in Executive Leadership , Financial Management and Analysis , Finance for Marketing Decisions , and Leadership : The C Suite Perspective . He resides in Colts Neck , NJ .
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