Quotes About Communication

Weekly Tactical meeting should last between forty-five and ninety minutes, depending on its frequency, and should include a few critical elements, including the following:

The most important action that a leader must take to encourage the building of trust on a team is to demonstrate vulnerability first. This requires that a leader risk losing face in front of the team, so that subordinates will take the same risk themselves. What is more, team leaders must create an environment that does not punish vulnerability.

Wanting to be popular with your direct reports instead of holding them accountable.

if we weren't willing to tell a client the kind truth, why should they pay us?

We've learned over the years that having a bad client is worse than having none.

when we fail to get clarity and alignment during meetings, we set in motion a colossal wave of human activity as executives and their direct reports scramble to figure out what everyone else is doing and why.

When people who don't trust one another engage in passionate debate, they are trying to win the argument. They aren't usually listening to the other person's ideas and then reconsidering their point of view; they're figuring out how to manipulate the conversation to get what they want.

The most important challenge of building a team where people hold one another accountable is overcoming the understandable hesitance of human beings to give one another critical feedback.

Like a good marriage, trust on a team is never complete; it must be maintained over time

As difficult as it is to build a cohesive team, it is not complicated. In fact, keeping it simple is critical

Truth lies at the heart of a functioning, cohesive team. Without it, teamwork is all but impossible

Another way to understand this model is to take the opposite approach—a positive one—and imagine how members of truly cohesive teams behave: They trust one another. They engage in unfiltered conflict around ideas. They commit to decisions and plans of action. They hold one another accountable for delivering against those plans. They focus on the achievement of collective results.

To make our meetings more effective, we need to have multiple types of meetings, and clearly distinguish between the various purposes, formats, and timing of those meetings.

Ironically, most leaders of meetings go out of their way to eliminate or minimize drama and avoid the healthy conflict that results from it. Which only drains the interest of employees.

la primera disfunción: la ausencia de confianza. Se

And so a leader of a meeting must make it a priority to seek out and uncover any important issues about which team members do not agree. And when team members don't want to engage in those discussions, the leader must force them to do so. Even when it makes him or her temporarily unpopular.

During the Weekly Tactical, there are two overriding goals: resolution of issues and reinforcement of clarity. Obstacles need to be identified and removed, and everyone needs to be on the same page.

It's all about standing there naked in front of the client. It's about building trust. And in the end, that means the client trusts them and takes care of them.

The lack of conflict is precisely the cause of one of the biggest problems that meetings have: they are boring

Tell the kind truth.

It is at once shocking and understandable that intelligent people cannot see the correlation between failing to take the time to get clarity, closure, and buy-in during a meeting, and the time required to clean up after themselves as a result.

But organizational clarity is not merely about choosing the right words to describe a company's mission, strategy, or values; it is about agreeing on the fundamental concepts that drive it.

Whether we like it or not, meetings are the closest thing to an operating room, a playing field, or a stage that we have.

In consulting, entering the danger comes into play in those moments when you're in a meeting and someone says something that is either strange or politically sensitive, and you know that the level of anxiety and discomfort in the room is high. What you're tempted to do is just be quiet and let the moment pass, but what great consultants do, at least according to Lighthouse, is walk right into the middle of the situation and call it out.