Good meeting “rules” seed list and its use in practice

I like this meeting rules/tips list from Harry Hall (@harrythall). They’re all good, though I’d add “no open devices (e.g., PCs or tablets)” and “schedule the meeting’s end-time to allow people to get to their next meeting (e.g., end agenda at 9:50 AM vs. 10:00 AM)”.

One process tip: if this meeting will be an ongoing event or part of a project, have the participants make up the ground rules. In other words, don’t set a list like this — no matter how good — in front of the group. It says “here’s how we do business in my meetings”, which implies it isn’t their meeting. For one thing, some of these are meant only for the leader. For another, one loses an easy way to start one’s group norming, storming, etc.

My experience is that such lists are good aide memoires to that you can use to augment your team’s ideas…via a suggestion at the end.

Leading, not managing, complexity

One of the pleasures of blogging are the parallels I find between and among various bloggers’ themes.  As I was prepping for my WSJ interview last Friday, I reviewed the posts on my Complexity Set page.  I realized that Elizabeth’s review of the book Leadership Skills for Project and Programme Managers (here) provided a nice counterpart to my post on a Harvard Business Review article The Experience Trap (sorry subscribers only) — Set Goals for Behavior.

My post highlights the power of goals that don’t simply replicate planning and control targets.  Rather, one should put the focus on behaviors that support project deliverables and outcomes.  This differentiation is one of the key differences between managing and leading.  Elizabeth’s post had a nice table from the book that outlined these differences really well, which I though was worth spiffing up and reformatting (below).

NOTE: Table manually copied and reformatted from Elizabeth’s post.  Credit: Adapted from Franklin, M. and Tuttle, S. (2008) Leadership Skills for Project and Programme Managers, TSO: London, p. 9.

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