The 3 Minute Meeting

We’ll describe the characteristics and techniques for conducting three-minute meetings. We’ll consider the roles of both supervisor and subordinate in the meeting. Three-minute meetings work best in a production (regular and frequent performing the same or similar tasks) environment. In what we call project or mixed environments, we find that 15-minute meetings work well. The issues related to effective three-minute …

Culture Gaps: Changing the Culture – or Not

(3 min 40 sec Audio File) THE MAIN POINT (93 seconds reading time) Gaps are important. What gaps? The gap between what you have and what you want. The gap between where you are (WWA) and where you want to be (WWWTB). The gap between the culture you espouse and the culture you use. Gaps are the key to system …

What is our culture?

THE MAIN POINT (92 seconds reading time) (Above diagram by Deal and Kennedy in “Corporate Cultures.”)   Why diagnose culture? You can diagnose the culture of an organization for both personal and professional reasons. When you work for an organization, you want your personal values to align with the organization’s values – provided, of course, you know your personal values. …

Risk tolerance affects culture.

THE MAIN POINT (499 words – 100 seconds reading time) Can we measure the culture and it’s tolerance for risk? Can we diagnose our culture so we know what we have and can compare what we have to what we want? What kind of a culture do you work in? It’s very difficult to measure the culture, but is possible …

Leaders teach the culture they support.

The Main Point (93 seconds reading time)   Image: https://www.metmuseum.org/collection/the-collection-online/search/11417. The painting is by Emanuel Leutze (American, Schwäbisch Gmünd 1816–1868 Washington, D.C. How do we teach and promulgate the corporate values and all of the organizational culture? We tell the cultural stories and pass on the cultural legends out loud and we follow unwritten rules that aren’t typically spoken, much less …

The Heart of Culture

THE MAIN POINT (72 seconds reading time) Many artifacts and traits relate to your culture. None is more important than your values: the core, or heart, of the culture, around which all other artifacts and traits revolve. Today, most organizations have identified their values in some form or another (not always called values). Values are enduring, hard-to-change beliefs that focus the …

Culture: Who are we?

THE MAIN POINT (73 seconds reading time) A leader manages the organization’s culture. I’ve mentioned the differences between the organization’s identity, culture, climate, morale, and mission. One thing is clear. We must sort out our identity, culture, and mission before we can deal with strategy or structure. These concepts must be defined in any strategic planning exercise. Organizational development experts try …

Success is Meeting Expectations

THE MAIN POINT (356 words—71 seconds reading time) How do we set expectations at in your company? Do we assume our project milestones are sufficient guidance for people to know how best to spend their time, hour by hour? How many of you go to work each morning knowing exactly what you need to do and return home each evening …

Fires consume my day!

THE MAIN POINT (296 words—59 seconds reading time) I’ve previously argued that we spend 35-40% of our time dealing with rework and its consequences and 20-30% of our time dealing with the squabbling, rivalries, politicking, and internal conflicts that Stephen Covey talks about. Given the other things we do to ourselves to use up our time and effort (such as …

We spend our time putting out fires!

THE MAIN POINT (449 words—90 seconds reading time) As we spend our most valuable and non-recoverable resource—time—we not only need to think about how much time we spend but about our priorities for spending time. We tend to spend time on crises before we spend time on making sure we don’t have so many crises. That is, we tend to …

Why are our days so frustrating?

THE MAIN POINT (323 words—65 seconds reading time) How many of you go to work each morning knowing exactly what you need to do and return home each evening having accomplished exactly that? I ask this question in most of my workshops. Out of literally thousands of people, I’ve had only one person who responded, “Yes.” He was a chairman …