The problem statement... a solution to a runaway meeting.

A meeting can be defined as a gathering of two or more people that has been convened for the purpose of achieving a common goal such as sharing information, reaching agreement, etc.* - With that said, meetings are one of those business topics that are easy fodder for opinion, which more often than not, isn't flattering.

Dave Barry, the Pulitzer-Prize winning humorist said, "Meetings are an addictive, highly self-indulgent activity that corporations and other organizations habitually engage in only because they cannot actually masturbate". I myself can still remember a meeting where a team, after 45 minutes, had still not come up with a name for themselves, I truly don't know if they ever did, as I just left to go do something more productive... see how easy it is to take shots. It is not my intention to spend any time on the "six easy steps for a more effective meeting", as the Internet can serve you very well that way. I did however, want to spend a minute or two on how the "Problem Statement" can be used to effectively stop a runaway meeting. 

A while back, I found myself in a "we have to fix this meeting"... six or seven people around the table brainstorming and as you may appreciate, it was a free for all with conversation from every direction. About ten minutes into the meeting, a very wise financial leader asked a very simple question that brought the meeting to a very abrupt and silent halt.

"What is the problem statement we are trying to solve for?"

It was very apparent we really did not know what we were there to discuss, let alone solve for. After about five or so minutes of reflective comments and open thoughts, we rallied around a half-baked problem and finished the meeting. I actually don't know if we had another meeting on the subject, but then again, I may have blacked it out.

As a quick definition, a problem statement is a concise description of the issues that need to be addressed by a problem solving team and should be presented to them (or created by them) before they try to solve the problem*. Asking what the "problem statement is" comes in handy as a galvanizing question in meetings when the objective is to solve a problem - It is also useful to sort out meetings that don't seem to have an objective.

This brings me to another point... all meetings should have articulated objectives:

• A meeting to share information.
• A meeting to plan (includes meeting to take advantage of an opportunity).
• A meeting to solve a problem.
• A meeting to reach agreement and manage next steps.

In my opinion every meeting should begin with the meeting's objective and the problem statement that the meeting is trying to solve for. But again, everyone has opinions on meetings.

gpe

* definitions are from Wikipedia

Dealing Blackjack... an analogy in team development.

The following is the original and the rewrite can be found by clicking here

I am a director on the board of a fledgling charity for the disabled*, and as with most small organizations, operating funds are always in short supply; having said that, I found myself dealing Blackjack at a games night fundraiser. By the end of the night we had raised some money, had some fun with friends and neighbors, and I saw a wonderful analogy in team development - This still resonates and I wanted to share.

For those of you who are not familiar with Blackjack (or twenty-one), it is a card game that involves getting closest to 21 without going over, where numbered cards are taken at face value, face cards are worth ten and the ace is worth one or eleven. A natural Blackjack is when you get 21 with two cards (an ace and a ten). There are various "house rules" that come with the game but ultimately a person is betting that they will get closer to 21 than the dealer and win their bet. Although all players are playing independently against the dealer, the cards they decide to draw (or do not draw), can impact the other players at the table.

As you can appreciate, most people came to have fun and support the charity, so many of the people who were playing at my table had not played cards before or if they were familiar with Blackjack, they really didn't understand the strategies needed to win. At the best of times the odds are stacked in the house's favor, so they were losing but having fun. And then Mike sat down.

Mike knew all about the game of Blackjack, its strategies, how to play the odds...when to draw a card and when to hold; he was just there to have fun. As he began to play he would openly say what he was doing, why he was doing it and suggested to others how they may want to play - He knew it was it was the dealer against them. As the night progressed, we continued to have great fun and I could see the other players using the techniques Mike was suggesting. Their confidence in how to play the game increased, as well as the number of times they were winning; the energy attracted others to play. In the end, Mike won, but everyone was better for it. 

Although it may be considered a stretch to call the people at the table a team, I think that with a little artistic license, it can be said that they all had a common goal to beat me and in this specific situation, there was a sharing of information, knowledge and influence to deal with that common goal - With this said, my time dealing Blackjack reminded me of this:

• All teams need common goals and clearly articulated expectations; including how success is defined.
• Build your team with individuals who are "superstars"** and "potential superstars" (as they are the future).
• Look to your "superstars" (like Mike) to set an example for the skills needed, the attitude required and how success is defined. This will help develop your "potential superstars". 
• Expect those up and coming superstars to learn, develop, emulate and exercise their abilities. 
• At any given time, some will win more than others, but their success should not be "built on the backs" of those on the team. Appropriate recognition of success is key.
• Celebrate your successes against your common goals.
• Team membership is forever changing (and should be in my opinion). Ensure you have a solid pipeline of potential new members. This will perpetuate long term success.

If truth be told, I also started dealing a little bit better when Mike showed up - A Superstar raises everyone's game.

gpe

* Connect4Life.  www.connect4life.ca 

** Superstar (or Rockstar) is a term often used in a business setting to describe a person who is considered very successful at what they do; they possess qualities people want and should be emulated. Common used among a sales team to describe over plan achievers. 

"The most effective way to do it, is to do it."

Amelia Earhart said this... 

"The most effective way to do it, is to do it"

If you are not familiar with Amelia Earhart, she was an American aviation pioneer and the first female pilot to fly solo across the Atlantic Ocean. During an attempt to fly around the world in 1937, she disappeared over the Pacific Ocean; she was declared dead in absentia in 1939 at the age of 41.

I really like what Amelia has said, as it gets to the heart of an important component of effective execution... now having said this, I know of at least one lovely, yet skeptical friend, who thinks that this contradicts previous thoughts I've had on effective execution. I believe it is with the words "do it" and the possible perception that they are "fanciful" or "spontaneous", creating an air of something "less effective or trite" when it comes to effective execution. I look at it a little differently, and in fact, see great power in the words "do it".

For the sake of illustration, let's change Amelia's quote to - "The most effective way to execute, is to execute." Now this feels more formal, more "business like", more structured... something to this effect:

• There has been a formal review of the situation.
• A formal process to develop a plan of action.
• The appropriate resources were aligned to implement the plan.
• A time and event schedule has been developed with regular operating mechanisms to keep us on track.
• Testing where applicable is conducted.
• Reviewed readiness.
• Approval to "implement".
• Implement.
• Gather feedback 

All very structured, very measurable, very actionable and very intellectual. Sometimes though, particularly as you get closer to "implementation", it never gets fully implemented, delayed or never quite happens. But how can that be, it seems so well thought out? Simply put, decisions and actions are not simply intellectual activities but also emotional.

We have to contend with our feelings, as these emotions can bring the best laid plans to a grinding halt... the risk of being wrong, being misjudged, making a mistake, compromising your security, compromising status, etc. can result in a range of negative emotions such as fear, shame, dread, disappointment, embarrassment and frustration. All of which will challenge the most well thought out plans.

So back to Amelia's quote, "The most effective way to do it, is to do it" speaks to the power of how the words "do it" resonate with the emotional side of the human spirit... drawing out the human energy of courage, tenacity, sacrifice, and confidence, just to mention a few - Allowing a person to overcome their doubts and fears and make the emotional decision to "do it". You just have to look as far as the motivational quotes that are hanging everywhere, feeding our emotional resolve... something to this effect: 

• "You only need your approval. Anyone else is a bonus."
• "The cave you fear to enter holds the treasure you seek."
• Courage doesn't always roar, sometimes it is the quiet voice at the end of the day saying, "I will try again tomorrow".
• "Dreams come in one size, TOO BIG, so you can grow into them."
• "What would you attempt if you knew you couldn't fail."
• "There is only one way to avoid criticism: do nothing, say nothing and be nothing"
• "On the other side of fear lies freedom"
• "The number one skill in life is not giving up"
• "Accept responsibility for your life. Know that it is you who will get you where you want to go, no one else.

At the heart of all effective execution is the emotional decision to "do it" and setting the energy of the human spirit in place to get it done. With that resolve established, all you need is a well thought out execution plan.

Rest in Peace Amelia Earhart.

gpe