Beware the Meeting After the Meeting

In a recent conversation with a client, we talked about the progress the business was making in building a stronger culture, starting with the senior leadership team. The most telling evidence of improvement, according to this CEO, is the fact that the senior team is no longer hampered by a couple of members who had a habit of holding “meetings after the meeting.” Here’s what he meant.

The senior team meets to discuss business issues, and they reach agreement on a path forward. Whether this is a new initiative or confirmation of the existing plan, the meeting ends with everyone on the same page. Or so it seems. Then, the “meeting after the meeting” happens, usually initiated by one or two members intent on expressing their concern, doubt, criticism, cynicism, and lack of confidence in what was agreed to during the meeting. What’s going on here?

Lack of honesty, frankness and candor during meetings (especially during meetings of senior leadership team) is, in my experience, all too common. Irrespective of the rationale for this (a CEO who does not encourage disagreement or debate, or weak-minded individuals who lack the intestinal fortitude and the courage to speak up and express a contrarian point of view) few actions do more to undermine the intent of the CEO, the leadership team and the organization overall than a lack of open, honest dialogue, discussion and debate during meetings, especially those of the senior leadership team. Agreeing to a set of meeting ground rules up front can help, but only when all are committed to standing by them and where any member can call out another member (yes, even the CEO) on a ground rule violation.

The foundational principle of effective meeting ground rules is found in the following statement:  We will comport ourselves with dignity, decency and decorum so that alternate thoughts, ideas, suggestions and recommendation may be expressed without concern for retribution.

In the example above, it is telling that once two recalcitrant members of the team were removed, the atmosphere in the meeting room changed dramatically, and for the better.

Getting alignment among organizational leaders is a process; one which requires and deserves a structured, disciplined approach. “Meetings after the meeting” are a surefire sign that the enterprise needs a reset. The sooner, the better.

For more ideas on getting improved results from your strategy meetings, contact me at joe@ajstrategy.com