Leadership Skills: Managing Meetings

Analyse Strategic Level Meetings Needs, by: considering the strategic direction and objectives, and senior level operational objectives; identifying an appropriate structure of meetings to satisfy the communication and decision making needs in these areas. Evaluate The Current Meetings Structure, by: analysing the current structure and format of senior level meetings: identifying and evaluating the frequency, format, attendance, and outcomes of current meetings; comparing these findings with the needs identified in the previous stage. These two stages are critical. In all areas, and at all levels, leaders of organisations must not allow the status quo to remain in place without regular and rigorous evaluation against current and forecast objectives. The same is true of senior level meetings. The attendance, format, frequency, and outcomes must be regularly evaluated to ensure that they meet the needs of the current strategic direction and objectives.

Establish Agreed Meetings Structure, by: informing and discussing proposed changes with all senior level stakeholders; agreeing and implementing the revised or new structure; providing training for new roles and approaches, where necessary. Changing the existing framework and format of senior level meetings will inevitably cause some disruption and possibly some conflict. However, it is essential that the organisation has structures and processes in place, at all levels, and in all areas of activity, that support and contribute to the strategic direction taken by the organisation. Meetings are a key part of the communication, information management, and decision making processes, and must therefore be shaped and managed to meet the needs of these functions. Any difficulties that change in this area brings, must be dealt with and overcome.

Planning for meetings for the leader, by: discussing and agreeing with colleagues, when appropriate, the purpose of the meeting; deciding on the purpose of the meeting; setting clear and precise objectives, as outcomes of the meeting; deciding on who should attend, though this might be a by-default list it is still necessary to review this regularly; set an appropriate date, time, and place for the meeting,again a default may apply, but should be reviewed regularly; issue an agenda to all participants and to all other stakeholders; issue supporting information in time for participants to become familiar with it; arrange pre-meeting discussions where necessary; ensure that necessary administrative arrangements will be made; complete personal participation preparation. Planning for meetings for the participants, by: ensuring that all participants are made aware of their obligations to prepare professionally for the meeting; ensuring that participants are provided with all necessary information to enable them to contribute to the meeting effectively; arranging for pre-meeting discussions with participants with particular concerns or needs regarding the meeting; adjusting the agenda to take into account legitimate specific needs of individual participants. In ensuring that each individual meeting is effective, planning is the most important stage. As with all key activities, appropriate preparation is the key to success. Even regularly scheduled meetings should be prepared for in the manner described above. The most common reason for regular meetings losing their credibility and influence is that each meeting is not given sufficient individual attention. The purpose, the desired outcomes, attendees, format, frequency, timing, location, should all be reviewed regularly. The leader must ensure that each meeting is managed professionally and that its purpose is not diluted by lack of preparation, not on the part of the leader, or chairperson, nor on the part of any of the attendees.

Chairing Meetings Effectively, by: being fully prepared, as described above; arriving in advance to oversee final preparations; welcoming participants as they arrive; starting the meeting at the agreed time; introducing new participants; summarising the format of the meeting; reiterating the purpose of the meeting; reiterating the agenda; shaping and controlling the nature and direction of discussion on each agenda item; ensuring that each participant is encouraged to contribute appropriately; remaining as objective as possible; summarising progress and decisions, at appropriate intervals; managing the time spent on each agenda item and overall; reviewing key discussion points and decisions made; confirming individual and collective follow-up actions; thanking participants for their contributions; reminding participants of the next scheduled meeting; formally close the meeting. When taking the role of Chair, the leader is highly visible, and the way in which they manage the meeting will be judged by the participants and add to or detract from their opinion of the leader’s capabilities. For this reason, the leader must ensure that when they personally chair meetings, they do this in a professional, firm but fair manner. Although some would argue that the Chair of a meeting should remain unbiased and act purely as a facilitator, this is not possible when the Chair is also the leader, or one of the leaders, of the organisation. Nevertheless, when acting as Chair, the leader should make every effort to facilitate effectively, whilst also presenting their own views when appropriate. A difficult role, but one that must be carried out well.

Follow Up Effectively, by: ensuring that all key discussion points, issues raised, decisions made, actions agreed, are recorded accurately; distributing the minutes of the meetings to participants; requesting action plans from participants who have agreed to take follow up actions; monitoring the progress on follow up actions; obtaining feedback from participants on their view of the effectiveness of the meeting; adjusting the approach to future meetings as necessary.

In Summary: although managing meetings at a senior level can appear to be technically straightforward, these meetings play a critical role in the strategic level communication process, and if ineffective will seriously damage the quality of this activity. In addition, poorly managed meetings can damage relationships between the leader(s) and the team and between team members. The objective of senior management meetings are to inform, discuss, make and confirm support for decisions, and agree continuing support for, or changes to, the strategic direction of the organisation. The role of the leader is to ensure that these meetings are planned and managed effectively, are productive in terms of outcomes, and contribute to maintaining the quality of communications at the senior level.

Leadership Skills: Developing Positive Relationships

Maintaining High Standards Of Personal Behaviour, by: maintaining high standards of personal beliefs; behaving with integrity and fairness; behaving ethically; showing respect and sensitivity for the views of others; ensuring that all relevant people are kept informed of plans, decisions, and progress; pro-actively seeking positive relationships; accepting criticism and feedback positively. The rationale is that the leader must aspire to be a role model for high standards of personal behaviour, be ethical, be honest, be genuine, so that they are ultimately trusted by colleagues and stakeholders. Even if the leader is required to carry out actions that have an unpalatable impact, such as when redundancies are necessary, the aim is to carry out such actions in as honest, open, and sympathetic manner as possible, so that observers, even those most negatively affected, will not be able to accuse the leader of unacceptable personal behaviour.

Establishing Supportive Communication Systems, by: establishing training programmes that develop individual and team communication skills; establishing systems that support collaboration and cooperation between internal and external individuals and groups; implementing information management systems that ensure key information reaches appropriate people in a timely manner; encouraging consultative and participative decision making at all levels. Systems and approaches described here are essential foundation blocks on which positive relationships can be built and developed. Without this underlying framework in place, information will be dissipated and misinterpreted, decisions will be based on inadequate information, and relationships will deteriorate.

Promoting Values and Standards, by: consulting with specialists, individuals, teams, and legislative bodies, to identify and establish appropriate values and standards for the organisation; providing guidance on values and standards that is understood at all levels; ensuring that all external partners are made aware of the organisation’s values and standards; implementing policies and procedures that manage, monitor, and improve the quality of values and standards, at all levels; taking prompt and visible action when established values and standards have not been maintained. The objective here is to ensure that all working relationships are built and developed against a background of known values and standards, and that all parties are made aware that the quality of internal and external relationships is an important aspect of the organisation’s approach to these.

Gaining The Trust of Colleagues, by: consulting with colleagues in an open and honest manner; keeping colleagues appropriately informed about decisions, plans, actions, and progress; providing colleagues with sufficient personal support; honouring commitments made to colleagues; treating colleagues with respect and with appropriate confidentiality. Leaders should work with colleagues in a way which demonstrates the leader’s commitment to the values and standards of the organisation, and in a manner which demonstrates to colleagues that they have the respect and support of their leader. This is vital in enabling the leader to draw the best performance from colleagues, and for those colleagues to achieve their personal performance targets. Gaining The Trust Of External Stakeholders, by: striving to understand the viewpoint and the objectives of the stakeholder; consulting with stakeholders in an open and honest manner; keeping stakeholders appropriately informed about the organisation’s decisions, plans, actions, and progress; demonstrating personal commitment to agreements and arrangements; honouring commitments made to stakeholders; treating stakeholders with respect and with appropriate confidentiality. The aim here is to behave with stakeholder in an honest, open, and positive manner. For the relationship between the organisation and the stakeholder to be successful, there must be mutual understanding, mutual respect, and a desire to develop a relationship that is beneficial to both parties. This is essential in all external relationships, and particularly critical when the relationship is intended to be long term.

Evaluate Relationship Performance, by: laying down clear quality criteria for the assessment of the condition of relationships; establishing monitoring procedures which include scheduled evaluation review points; insisting that evaluation reviews are carried out even though the relationship appears to be healthy; taking appropriate corrective action to address problems; adopting a continuous improvement approach to all internal and external relationships; ensuring that the quality of relationships is high on the quality assurance agenda of the organisation. Regular and thorough assessments of the condition of relationships is vital. Without these evaluations, and appropriate corrective action, many relationships will deteriorate. Some will linger in a poor condition, causing a constant flow of minor difficulties, some will implode and cause major problems. These problems can be avoided by a regular health-check on each set of relationships followed by appropriate action.

In Summary: just as the organisation’s leaders must maintain, develop, and continuously improve the quality of its physical resources, its marketing performance, its financial health, and so on, the leaders must also take the same approach to working relationships between themselves and others, and between all other internal and external partners in the organisation. For the organisation to achieve its operational targets and strategic objectives, it is essential that all working relationships are healthy and productive and continuously improving. The leaders of the organisation must ensure that this is the case.

Leadership Skills: Delegating Responsibility

Support Strategic Objectives, by: identifying roles and responsibilities necessary to support strategic objectives; defining roles, responsibilities, and degrees of authority, needed by individuals and teams; designing policies and procedures for the management of delegated activities. The purpose of this is to review the distribution of roles and responsibilities at the senior level. The aim of the review is to ensure that the distribution is balanced and appropriate. This is also an opportunity to make certain that the senior, executive level management structure is appropriate for the strategic direction being taken. If mismatches are discovered at this point, then the leader(s) have an opportunity to adjust the organisational structure, at this level, to better match the demands of the strategies.

Make Decisions On Activity To Delegate, by: deciding which areas of work, routine activity, stand alone projects, absence cover, key operational decisions, emergency or business disaster events, and strategic level decisions, should have responsibility or authority delegated to specific managers. This is an essential stage, but a difficult one. It involves forecasting and scenario planning, in order to determine which activities, and in which circumstances, should responsibility and authority be given. It requires the delegating leader(s) to analyse thoroughly the planned activity and potential events, in order to identify where delegation should take place, and to whom it should be given to.

Selecting Managers And Specialists To Delegate To, by: identifying the current roles, responsibilities and authority of those individuals and teams; evaluating the skills, abilities, and development potential, of existing (senior management) individuals and teams; assessing the degree of responsibility and authority that can be given to individuals and teams; identifying coaching and-or training needs to prepare individuals and teams for delegation. Carefully profiling the existing senior management individuals is critical, because delegation will not be effective if it is given to an individual who is not capable of using the delegated powers effectively. Where gaps in capability are identified, training or coaching should be provided to fill that gap. If the corrective action needs to be long term, then the delegation should be delayed until that process is complete.

Agree Responsibilities, Levels Of Authority, And Objectives, by: identifying delegated responsibilities and levels of authority for each individual manager, specialist, and team; discussing these with the individual managers and specialists; agreeing the degree of delegation; agreeing the objectives delegated to the individual. One of the most critical stages, this is where the details of the delegated responsibility and authority are explained, discussed and agreed. It is at this point that the leader(s) should aim to gain commitment to the delegated responsibilities and authority, to targets and deadlines, both qualitative and quantitative.

Clarifying The Boundaries, by: defining the limits, the boundaries, of the delegated powers; discussing and agreeing these boundaries; agreeing action that should be taken when the boundaries are reached. This must be treated as a separate stage in the process, and applies to both the leader and the manager being given delegated powers. The leader must understand and accept that delegation does not mean abandoning responsibility. The ultimate responsibility lies with the leader, the one delegating to others. Delegated powers must be managed and supported by the leader. The individual being given delegated powers must be clear about the limits of those powers, and understand that when that boundary, that limit, is reached, they should refer back to the one who delegated to them.

Remove Or Reduce Barriers To Effective Delegation, by: identifying organisational policies, procedures, structures, practices, or cultural aspects, which work against effective delegation; discuss ways in which barriers could be weakened or removed; implement changes or adjustments to reduce or eliminate identified barriers. Most organisations have visible and hidden barriers that inhibit and hinder effective management. The role of the leader(s) is to introduce direction, strategies, structures, policies, procedures, and influences, into the organisation, so that managers and specialists can operate in a culture which encourages creativity, innovation, high quality performance, and success. In parallel with this, the leader(s) must also encourage managers and specialists to take local responsibility for activities and decision making. To do this, barriers and constraints must be reduced to a minimum, leaving an appropriate level of controls in place.

Provide Support For Delegated Activity, by: discussing and agreeing the level and nature of support needed; adopting a leadership style that provides appropriate availability, support and guidance to those with delegated responsibilities, but also allowing them the freedom to carry out the delegated powers without unnecessary interference; reviewing levels of personal support and adjusting that support appropriately; consistently behaving in a manner that inspires and motivates those who have been delegated to. There are two most common reasons for delegation to fail. One is that the analytical and decision making process was not thorough enough, leading to the degree of delegation being inappropriate. However, the other most common reason for failure is that the leader delegates and then does not provide appropriate support to the manager being delegated to. Once the leader has delegated, they must then provide an appropriate level of personal support, encouragement, and resources, to the individual. This support should include: publicising the delegated powers to relevant individuals and teams internally; informing other stakeholders such as suppliers, customers, clients, of the delegated powers; coaching, mentoring, providing training, as appropriate.

Reward Performance, by: openly praising consistently high quality operational performance and exceptional event performance; building performance on delegated powers into the organisation’s performance appraisal system. An important part of the process because delegated powers are, by default, in the highest group of demands made on the individual, and when performed well, are deserving of recognition and praise. Rewards do not have to be substantial, nor monetary in nature. Recognition and praise will be appreciated by the receiving individual and by their teams and other observers. The leader who delegated the powers must ensure that, when appropriate, high levels of performance in delegated areas, are achieved.

Monitor, Review, And Adjust, by: implementing regular reviews of the delegation process and of individual instances; reviewing the appropriateness of current and planned delegation, against the most current strategic objectives; taking corrective action where necessary. The leader(s) delegating powers to others should implement a monitoring and review process that requires them to review the whole process, and individual performance. Individual performance should be monitored continuously, with formal review points at least quarterly. The overall process should be reviewed at least every six months, at which point the success of the process should be evaluated against the original objectives and then adjusted to take into account changes in operational activity and in strategic direction.

In Summary: Leaders must delegate, but must delegate effectively. The most successful leaders treat delegation as an essential strand of their leadership approach. Senior management structures, processes, and objectives are reviewed to ensure suitability for delegation to take place. Areas of work, activities, routine and event-specific decisions, are analysed, evaluated, and where appropriate the decision is made to delegate responsibility and authority. Delegated powers are explained, discussed, and agreed, and measurable objectives set. The leader then builds on this by adopting a consultative, supporting, coaching, role, as appropriate for each of the individuals delegated to. Individual performance on applying delegated powers is monitored and adjusted as necessary. Finally, the performance of the delegation process itself is monitored and reviewed by the leader(s) and the senior management team, to ensure that it remains compatible with the strategic direction being taken by the organisation.

Leadership Development

Leadership, what is it and what is the difference between being a manager and being a leader?. Definitions of leadership, there is not a single definition that everyone agrees on. Manfred Kets de Vries, a professor at INSEAD, says that leadership is a set of characteristics, behaviour patterns, personality attributes that makes certain individuals more effective in achieving a set goal or objective.

Another way of describing leadership is to say that, to get the best out of people, individuals, teams, organisations, they need to be led, guided, persuaded, motivated, inspired, to be committed, to do their best, to work together to achieve a common objective. This, rather than the pure management approach of being told, directed, ordered, and treated as subordinates.

True leaders are recognised as being the leader, and their followers accept that they need to be guided by that leader, but they do not feel that they are mere subordinates. A good example is the captain of a sports team - hockey, baseball, netball, cricket, soccer, football, athletics - these are individuals who have an individual role to play, yet find time and ways to motivate and encourage others to do their best, to use their own individual skills, knowledge and experience (scoring goals, defending, winning races, hitting home runs) whilst at the same time working together as a member of the team to achieve team objectives.

There are other ways of defining leadership, managers perform transactions, and leaders bring about transformations.

The transactional manager influences others by appealing to self-interest, primarily through the exchange of rewards and services. The relationship between this type of manager and the follower is seen as a series of rational exchanges that enable each to reach their own goals. Transactional managers supply all the ideas and use rewards as their primary source of power. Followers comply with the leader when it’s in their own interest - the relationship continues as long as the reward is desirable to the follower, and both the manager and the follower see the exchange as a way of achieving their own ends.

The transformational leader inspires followers to not only perform as expected, but to exceed expectations - transformational leaders motivate followers to work for goals that go beyond immediate self-interest, where what is right and good becomes important - these leaders transform the needs, values, preferences and aspirations of followers. They do this so that the interests of the wider group replaces the self-interest of individuals within that group.

It’s interesting that research has shown that the way women leaders describe how they behave, lead, is in line with the transformational style, whereas most male leaders when describing themselves use words and phrases that describe the transactional style. There are exceptions of course, and in some situations the leader can by viewed differently by different groups. Many people in the UK would not describe Margaret Thatcher as transformational in style, but more likely they would use words such as dictatorial, domineering, riding roughshod over opponents, yet others, in her close team for example, describe her as charismatic, motivational, inspirational, kind, supportive.

We can see from this look at Leadership that there are different ways of describing what a leader does, and how, at least in some ways, this is different to how a manager behaves. Individuals recognised as leaders makes it obvious that there are great differences in the way in which certain leaders behave. On the surface there are great differences between the leadership style of Prime Minister Thatcher, and that of the Indian industrialist Rajiv Bajaj. Yet both are widely acknowledged as highly successful leaders. The common factor, it seems, is that all are able to persuade others to follow them, in order to achieve success in their particular field. They all have something that brings diverse people together, to work as a team, to aim for and work hard to achieve a common objective. It is, perhaps, a special talent, or characteristic, or personality trait, or set of circumstances that they find themselves in, or perhaps a combination of all of these. Perhaps leaders are born with this ability, perhaps it is something that can be, or has to be, learned.

Leadership And Team Management

Establishing An Appropriate Organisational Structure, by: considering the strategic direction and objectives of the organisation; considering the desired organisational culture; identifying the critical activity areas of the organisation; deciding on an appropriate organisational structure. This is an essential first step. Before any changes or new directions can be taken the leaders must decide on an organisational structure that will support the strategic direction being taken, and an organisational culture that they will be aiming to create. The management teams network that is then put in place will be compatible with the structure and contribute to developing the desired culture.

Deciding On A Management Teams Structure, by; planning a network of management teams to match the requirements identified in the previous activity; agreeing individual team structure; agreeing individual team objectives, roles, responsibilities, size, location, resource needs; identifying team member and team leader profiles for each management team. The planning undertaken here will provide the template for the new structure, when implemented. This planning is best carried out as a factual, needs based, exercise. The role of the team, and its objectives, should be allowed to dictate size, location, team leader and team member profiles. Resource implications should be dealt with after the structure has been agreed. Existing and potential personnel should be assessed against these only at the next stage, when the teams are populated. Option 1: Assessing Existing Teams, by: identifying existing management teams; analysing the objectives of existing teams; evaluating the performance of existing teams; evaluating the performance of individual team leaders; comparing each management team profile with the newly defined requirements. In many, if not most, organisations this will be necessary due to legislative constraints and-or ethical considerations. However, the existing teams are unlikely to be appropriate, other than in part, and the outcomes of this action will simply identify what are likely to be major gaps and changes that will need to be made, in order to match the new requirements. Option 2: Removing Existing Teams, by: removing the old structure completely. This option is the most effective, a total reengineering, but the most radical. If possible, this is the better option, as the organisation can make the changes required to most appropriately match the new strategic direction, and move forward unhindered by partially or wholly unsuitable management teams.

Implementing The New Management Teams Network, by: providing information about the changes to all affected - in most organisations this will mean at all levels and both internally and externally; selecting team leaders and team members; establishing the teams in their locations; training each team in its new role, responsibilities, objectives, and operational activities; providing appropriate resources for each team; launching the new network into active service . A critical stage, this needs to be managed as a major change activity, and as a major project. An executive level manager should be appointed to oversee the changes. Communication with all stakeholders, who will be many, at many levels, and both internal and external to the organisation, will need to be managed carefully.

Implementing A Management Team Performance System, by: designing a rigorous teams performance appraisal system; monitoring the performance of individual teams; taking appropriate corrective action where when necessary. Many organisations operate an effective employee appraisal system, but this usually only applies to operational employees and junior managers. Middle and Senior managers must also be appraised on a regular basis, ideally more frequently than operational employees, as the managers’ actions usually have greater negative or positive impact. This line of thinking must also be applied to management teams, because of the degree of influence and impact of the team collective decisions and actions. The leaders of the organisation must be continuously aware of the performance levels of their management teams, and take action to maintain or raise that performance level as necessary. Implementing a performance appraisal and continuous improvement approach to the network of management teams is vital. In the early stages of the life of the teams the focus will be on awareness and understanding of the objectives of the team, and identifying training and development needs to support new or adjusted roles. As the team grows and matures, the monitoring will focus firstly on consistency of performance, and then on supporting a continuous improvement in that performance. At all stages in the life cycle of each team, performance appraisal must be a regular and visible process.

Network Review And Refresh, by: arranging regular reviews of the appropriateness of the management teams network; assessing the suitability of each part of the network against newer versions of the strategic objectives; assessing the structure of the network against the current organisational structure and culture; making appropriate changes to individual components and-or the overall structure of the network. A major review should be held every year, as a key part of the review and adjustment of strategies and objectives in the annual strategic planning process. At this review point minor or major changes should be agreed, to adjust the network so that it continues to match the requirements dictated by the refreshed strategic and operational objectives. In addition, the condition of the management teams network should be an agenda item on at least quarterly executive level meetings, where corrective action can be decided on where necessary.

In Summary: establishing a compatible management teams structure is an essential first step in ensuring that the organisation’s strategies are implemented successfully. Without a robust network of management teams, appropriate to the size and complexity of the organisation and its strategic objectives, the strategic and operational objectives will not be achieved. Effective management teams are the driving force behind the achievement of objectives. This network cannot be successful if it is weak or flawed. It is the role of the leaders of the organisation to ensure that the management teams network is strong, dynamic, and focused on achieving its objectives, in its individual parts and collectively.