We have all been in a meeting that could have been handled through email. And we have all been part of an email chain that, due to its complexity and nuance, really should have been handled in a face-to-face (F2F) meeting.
We have all had the experience of getting lost in our work, of forgetting time and restraints, of reaching what might be called a flow state — and receiving a phone call or hearing an alarm on our computer or smart phone that calls us away from that work. To a meeting.
Perhaps even more damaging, and less easily recognized, we have all been prevented, time and time again, from reaching that flow state because we are constantly watching a clock or looking at our calendars or setting alarms or asking colleagues to interrupt us. Our awareness of impending meetings, and our constant need to plan for them or keep track of them, can act like an ankle bracelet keeping us under a constant, low-grade house arrest.
Our leaders serve us best when they think about our time and our talents — how to save the former and give us the greatest opportunity to develop, exercise, and share the latter. Meetings often have the opposite effect; executed poorly, organized around the wrong set of tasks, or calling together the wrong group of colleagues at the wrong hours of the day, meetings can waste time, grind good people down, and reduce opportunities for people to share their talents.
And regardless, this was more than a sales transaction. It was also a teaching environment. The business development executive knew that, even if he didnt’ articulate it to himself or to the customers. He had acquired information about two people who were trying to understand, so as to act, and he was using that information the way a good teacher would — when it could shift understanding and behavior in a manner that actually improved an outcome for a learner. Because, in the case of dining room tables, the customers were nothing if not learners — two people processing information as quickly as possible and trying to use it to take the next step in a project or task.
Our friends at Corporate Visions recently used Explain Everything as part of their webinar about "The Four Imperatives for Sales Enablement in 2020 and Beyond." Check it out here.
While preparing for a webinar, Steve shared some of what he was reading about quiet time, rest, and strategic pauses for learning. One of the bread crumbs leads to the blog of Scott Barry Kaufman and what he is noticing and sharing, in particular the work of Mary Helen Immordino-Yang, Joanna A. Christodoulou and Vanessa Singh. He summarizes: "They coin the term constructive internal reflection and advocate educational practices that promote effective balance between external attention and internal reflection." Dr. Kaufman has a new book coming out in April.
Blended leaders understand the mission-critical nature of properly broadcasting one’s mission, and they are the ones who ask, and live, the newest mission-related questions that occur when the digital presses in on the non-digital.
The educational driver of immediacy is feedback, and we have more to wring from it before turning our attention elsewhere.
First, as has been mentioned, feedback is optimized when it arrives in the right dose, at the right time. We have all had moments where we were simply not ready to hear what was good for us and so swatted away crucial lessons. On the other end, especially if we have raised or taught children (or been married!), we have all delivered feedback at the wrong time, sending our recipient into a defensive posture, again minimizing the impact of the lesson.
Second, and also crucial, is that feedback, done well, helps both the receive and the giver. Not all feedback is good feedback; not all feedback is equally valuable; not all feedback will result in learning (Hattie, 2012). So you can’t just throw it around like fertilizer and expect all the weeds to die and all the plants to, in turn, flourish. In fact, one of the most valuable aspects of good feedback is the effect that it has, to continue the metaphor, not on the weeds and the plants but on the thrower of the fertilizer -- you.
Taken together, these pillars of effective feedback – dosage, timing, and reciprocity – help us to notice the value of an immediacy at play in businesses that rely on multi-sided marketplaces, bringing to a fine focus much of what we have been discussing in this book: leading, selling, training, and servicing.
Saving structures and object groups as clipart has been a highly requested feature - and it is finally here! You can now create complex structures and save them for quick use in other projects. When inserted, you can edit the elements as if you had just created them for the first time.
I was somewhat familiar with ESRI and GIS (Geographic System Mapping) but had not had a chance to explore its use in any meaningful context until last week. During a strategic planning meeting, we looked at current and potential future demographic trends in my school's region, and it was very powerful to understand the data in this visual way.