Treat Your Meetings Like a Product

Brilliant.

So you're already touching on some really important topics where you're talking about mindsets, behaviors, tip of the iceberg, that's showing up, it's not just a better agenda, which is our world.

So let me just, I've got so many questions to ask you, but let's just start with a context that when we typically work with organizations, we go, we help them map the behaviors that are hurting them or help or they're struggling with.

It could be something as simple as we don't have honest conversations, we hide bad news.

Something as simple as that.

Usually there's a huge shopping list of them.

And then we ask them to sort of map out, well, what would the, we call that red zone behavior.

Then we go, okay, what would the behavior be that you would do differently? Like you want to implement into your organization that will help you address those behaviors and actually get better outcomes, better performance outcomes, better agility learning outcomes, and better happy people outcomes, like better workplace outcomes.

And then once they've mapped it, we have this very pregnant question, like it's like a question where we say, okay, so now you know what the red zones are.

And now you know what the green zone is you need to do.

How are you going to change it? Like, how are you actually going to change it? And usually many of them will talk about a communication strategy that basically will communicate about it until the cows come home.

And then I'll say, okay, assume you've communicated already.

Just assume you've done the comms perfectly.

Now what? And then usually there's a kind of stunned silence.

It's like, Yeah, now what? I say, yeah.

What are you going to do? And then when we then help them unpack it, we try and give them three categories to look at.

We give what we call three R's.

We go, okay, the first thing you got to get is the role modeling, right? Because if these red zone behaviors are happening in the organization, it's guaranteed they're being done by the leadership team too.

And at the minimum, tolerated, even rewarded.

The second thing you've got to look at, you've got to get your role modeling right.

You've got to get your rewards right.

You've got to actually get your incentive systems and your performance and informal and informal right.

If you're rewarding red zone, forget about it, right? You got to reward green.

How do you reduce that friction? And then the last one, which is the one that I think we're probably talking about all three in this conversation is rituals.

You know, the old fashioned, like, well, how do you know a culture? Like you go and study ancient Rome or you study anthropologically, how do you know a culture? It's rituals.

Brilliant.

So you're already touching on some really important topics where you're talking about mindsets, behaviors, tip of the iceberg, that's showing up, it's not just a better agenda, which is our world.

So let me just, I've got so many questions to ask you, but let's just start with a context that when we typically work with organizations, we go, we help them map the behaviors that are hurting them or help or they're struggling with.

It could be something as simple as we don't have honest conversations, we hide bad news.

Something as simple as that.

Usually there's a huge shopping list of them.

And then we ask them to sort of map out, well, what would the, we call that red zone behavior.

Then we go, okay, what would the behavior be that you would do differently? Like you want to implement into your organization that will help you address those behaviors and actually get better outcomes, better performance outcomes, better agility learning outcomes, and better happy people outcomes, like better workplace outcomes.

And then once they've mapped it, we have this very pregnant question, like it's like a question where we say, okay, so now you know what the red zones are.

And now you know what the green zone is you need to do.

How are you going to change it? Like, how are you actually going to change it? And usually many of them will talk about a communication strategy that basically will communicate about it until the cows come home.

And then I'll say, okay, assume you've communicated already.

Just assume you've done the comms perfectly.

Now what? And then usually there's a kind of stunned silence.

It's like, Yeah, now what? I say, yeah.

What are you going to do? And then when we then help them unpack it, we try and give them three categories to look at.

We give what we call three R's.

We go, okay, the first thing you got to get is the role modeling, right? Because if these red zone behaviors are happening in the organization, it's guaranteed they're being done by the leadership team too.

And at the minimum, tolerated, even rewarded.

The second thing you've got to look at, you've got to get your role modeling right.

You've got to get your rewards right.

You've got to actually get your incentive systems and your performance and informal and informal right.

If you're rewarding red zone, forget about it, right? You got to reward green.

How do you reduce that friction? And then the last one, which is the one that I think we're probably talking about all three in this conversation is rituals.

You know, the old fashioned, like, well, how do you know a culture? Like you go and study ancient Rome or you study anthropologically, how do you know a culture? It's rituals.