I believe that the Collaborative Leadership Four Meeting model is the best for creating greater cross functional goal achievement with an organization, and more effective project management among leaders and their teams. Effective communication is an essential part of this collaboration, and meetings that communicate goals and initiatives must be deliberately structured to encourage input and maximize engagement.

Creating engagement and buy-in – perhaps the most important part of our meeting model is the Introductory Meeting. This is where team leaders set the new tone and expectations for meetings going forward.

Here are the steps for your first Introductory Meeting:

• Discuss the concept of using meetings to move into greater connection, accountability and solutions. Emphasize that practice shows that taking time to develop better communication, partnership and sharing of possible solutions will move strategic plans and goals forward with greater speed and empowerment for all involved.

•  Ask them to use the time between this introductory meeting and the first of the Four Meetings to consider what is going well and what is presenting a challenge to them.

•  This is a time to introduce the idea of presenting a report that has a focus on a win, as well as a current challenge, as a way of effectively utilizing the meeting and the team. This will replace the usual business report that is often read without comment. It sometimes takes some time to get people comfortable with the vulnerability of talking about challenges

•  This is an opportunity for the leader to demonstrate by having an example of what’s going well (a Win), and a challenge that is being presented; and what a next step might be. You can let them know that no one will question during the presentation. You can use ½ hour to have everyone give the same communication. There is no right or wrong way to do this. The important element is the communication and the willingness to do something different to enhance results.

For one global organization I work with, this model moved regional vice presidents and directors to greater communication and accountability, which resulted in creative solutions coming from everyone. The trust in the meeting and communication process, created greater trust with each other and in working together. Leaders now talk to each other more regularly. In addition, engagement in the strategic plan and implementation increased as the members of the team communicated more frequently with each other to create planning, and to share ways to move forward more effectively.

One VP told me that he used the model to lead his own group, and to assist his leadership team to manage their work teams to meet the goals that were set by the business. Trust to be authentic and to share the truth became easier and productive.

This change in focus can create some discomfort as people move out of the comfort zone of protection and presenting a good picture. A leader must assure team members that challenges are part of growth which allows us to step into new territory with a sense of support rather than being judged and evaluated personally.

TIPS FOR SUCCESS

• Make Collaborative Leadership and team alignment a priority and communicate that to your team

•  Set up a team meeting to discuss and to introduce the process

•  Know that the team alignment process with a consultant and with the team during regular interaction will take time which will be made up by creating more efficiency and implementation with a new mindset

•  Give yourself as the leader the coaching and reflection time to develop new goals based on the fact that 21st century business demands collaboration

•  Be open to new ways of thinking and doing and to your own leadership expansion

•  Know that empowerment of the members of your team will create more time for strategic thinking and interaction with other business leaders

Stay tuned for more on the Four Meeting Model; we’ll be taking a closer look at the elements of the First Meeting next time.

Would you like to see the Four Meeting Model in its entirety? Request a copy here: Send me a copy of the Collaborative Leadership Four Meeting Model.

Do you have a leadership question, challenge, or success you would like to share, please be sure to leave a comment. I would enjoy hearing from you! – Patricia

The results that are possible are integrated teams and team members that follow through in the same direction. They make the goals of the team more important than personal goals and develop trust and productive interactions that were not possible in the past.

There are four parts of speech that are essential to having a presentation/conversation that gets the point across and more importantly creates the connection that is so necessary for people to really hear each other, gain clarity and agree to move forward.

Four Parts of Speech:*

• Framing
• Advocacy
• Illustration
• Inquiry

Framing: This is often a step that is missed especially in spontaneous conversation so that one can develop a habit of beginning with a reference to what the intention of the conversation is, what is to be covered and what you are hoping the results will be.

Advocacy: Most often we engage in conversation and joint ventures with an intention to advocate or to go in a specific direction. It is important to have a balance so that this element does not overshadow the others.

Illustration: Examples and stories that illustrate the things you are requesting, presenting or discussing.

Inquiry: Asking questions about what the other person thinks about what you are saying or if they have another point of view. This is where the actual connection between people is made and what creates a successful interaction.

My biggest learning in this process was the recognition that I did not use Inquiry nearly enough when I realized that my intended results and actual results were not the same.

If you would like to learn more about the essential tripod of the Team Alignment process, please be sure to visit the rest of my website at: http://bridgingassociates.com

*Action Inquiry, by Bill Torbert and Associates, 2004, Berrett-Kohler Publishers

Initial Situation:

The Leadership team of a mid-sized global company was meeting irregularly with little communication except during a crisis. The communication that did occur was on the run, without informing all members of the team creating misalignment between the business units. The result was competition and fear of honest opinion sharing as well as bringing forward new ideas when the infrequent meetings did take place.

The CEO was frustrated at the lack of strategic implementation and the lack of information sharing that would make things move more quickly. The sales unit and the customer service unit were not in alignment and therefore many customer needs as well as opportunities for up sales were being overlooked. Instead of a focus on solutions there was blaming of the other organizational unit.

Resolution Process:

Using the Team Alignment process each member of the team had an individual interview to give their honest assessment of the team and the silo effect that was operating. We began with the offsite which focused on creating greater relevant as well as challenging communication, accountability and solutions. The team agreed on and implemented accountability processes that allowed for monitoring each other as a matter of course and finally the solution focus process led into an actual work session to create immediate strategic implementation, assignment of projects/tasks and datelines.

Results:

Executive Team meetings were scheduled on a weekly basis as well as regular bi-weekly 1-1s with the leader. The monthly follow up meetings allowed for further clear communication and accountability and the solution focus. There were challenges but at the end of the first three months several implementations had been accomplished, and the team was more aware of events in all business units. Even the sales and customer service departments were in better communication and more aligned. Greater trust was created and peer relationship communications improved.

If this is a familiar situation and you would like to learn more about the building blocks for creating a culture of collaboration and the team alignment process, I am offering a free teleclass on April 28, “Create Effective Teams and Strategic Results.” For more information and registration visit: http://bit.ly/fv8SwF.

He created a schedule for regular 1-1 short meetings with his direct reports so they knew they would have time with him and saved concerns for those times. The extra positive result was that the staff began to make more decisions on their own and to be more accountable.

As he began to be less overwhelmed it became evident that his confidence was returning in his abilities and his innovation. He became more verbal in executive meetings and began to be more noticed and respected by his executive team members.

Results: In his own words: “It quickly became clear that to be more effective I needed to reduce distractions and be more focused. I have become more focused on what matters and have let loose of many things and don’t have that level of importance. I’ve improved my productivity, efficiency, effectiveness and visibility with colleagues and superiors.”

Resolution Process: This was part of a teaming approach whereby the entire executive team was involved in individual coaching using individual Leadership models and assessment and a 360. Clearly no one person was at fault. The most important part of the coaching and communication involved the CEO. Both executives worked in coaching on using leadership to enhance communication, acknowledge each other and use time together to problem solve and to communicate honestly.

Results: The results of this engagement especially with the CEO and the President were very positive. The CEO who was ready to retire realized that he really wanted to stay involved and move the company forward into greater expansion.

The President became re-engaged. He benefited greatly from quality regular meetings with the CEO and gave up his early retirement plans.

Resolution Process: In order to begin to create a new sense of accountability the members of the team agreed to a Team Alignment process that allowed for accepting that accountability begins with a personal focus. This is part of the initial 1 ½ day offsite and in the three follow up meetings.

Several 1-1 opportunities allowed people to talk with colleagues with a specific set of statements that take the personality out of the equation. A series of five statements include the intention to be more accountable and to explore the habit of blaming others or circumstances. Team meetings and follow up sessions continue to highlight this focus.

If your organization is experiencing a similar situation and you would like to find a solution, please visit my website, www.bridging associates.com, and contact me today!

What the Situation Was like Before:

This is a team of designers/engineers coupled with an implementation team that constructs the designs. Communication and collaboration were lacking. There was descent. Work orders were not going out on time and there were design changes occurring late in the implementation of projects. Lack of unity in both parts of this team and backbiting and distrust were affecting results. It became evident that even the designers were not really communicating and collaborating as they had individual ownership of their designs instead of seeing this as an essential team effort from the first talk with the customer, to the estimate of cost, to the final design and the construction/implementation.

How We Resolved the Issue:

A team alignment process began with individual interviews with all team members to get their input regarding the team, issues and the management. This was followed by a 1 ½ day intensive where the team participated in exercises that began within our meetings and carried through in ongoing staff contacts. Processes were created for communication, accountability and moving from blaming to solutions. Three monthly facilitated team meetings followed.

How Things are Working Now:

The implementation supervisor and the designers meet at the beginning of each project plan and the supervisor supports the design process. He is bought in because he has been consulted. Old resentments and perceptions that discouraged communication and accountability have been aired and everyone is talking more directly and openly. Customer service is improving and the VP is a much stronger leader.

Why You Should Care:

Alignment and collaboration bring results. If you want to increase revenue and decrease execution time as well as create a greater buy- in to corporate goals, highly collaborative teaming is essential.