That Boring Meeting!

Marshall Goldsmith · Beginner ·🎯 Management & AI-Era Leadership ·5y ago

Key Takeaways

Marshall Goldsmith discusses empowering employees and successful leadership strategies

Full Transcript

[Music] i went to a presentation in front of a bunch of hr leaders and three of the top hr people in the world did a presentation on employee engagement and they talked about everything companies are doing to engage the employees they talked about nothing employees could do to engage themselves and that got me thinking about the topic and i'm thinking wait a minute maybe the challenge with employee engagement is not always the company maybe it's the employee for example i have over 11 million frequent flyer miles on american airlines i'm on a typical flight one flight attendant's positive motivated upbeat enthusiastic one's negative bitter angry and cynical have you ever been on that flight same plane same uniform same employee engagement program what was the difference not what's on the outside it's what's on the inside i'm going to teach you a technique you can use in every meeting in every interaction it's going to make you happier it's going to make you more engaged because on that three-hour flight that miserable flight attendant the real losers not just american airlines or the customers the real losers the flight attendant who just lost three hours of their life being an unhappy person let me give you my case study i want you to imagine you have to go to a meeting a boring meeting stupid powerpoint slides you're dreading the meeting you hate going to this meeting it's going to be so dull have you ever been to such a meeting we've all been to the meeting now i want you to imagine at the end of the meeting you're going to be tested on four questions each question begins with did i do my best to number one be happy did i do my best to be happy number two find meaning number three build positive relationships and number four be fully engaged if you knew you were going to be tested on those four questions would you behave differently and how i've asked thousands of people from around the world that question never has a person said i would behave in exactly the same way they've always said things like i'd be more interested i'd pay attention i'd ask questions i'd find someone to meet i'd make sure i got something out of it then i always say why don't you test yourself because if you're in that meeting and that hour is shot and you're miserable and disengaged who's the loser back to our flight attendants it's your hour it's your hour if you're in that meeting and you're miserable it's your hour i'm gonna give you a challenge you do challenge yourself at every meeting am i doing my best to be happy to be finding meaning am i doing my best to be fully engaged to build positive relationships if you challenge yourself that way in every meeting what's going to start happening number one you're going to be a much more productive member of the team and number two you're gonna have a better life

Original Description

4 Things Successful Leaders Do to Empower Employees Marshall Goldsmith As a manager or leader, do you let your people assume more responsibility when they are able? Do you know when that is, or do you keep telling yourself that they aren't ready yet? In my travels around the world, I talk with thousands of people every year who want to be treated as "partners" rather than as employees. They want information to flow up as well as down. But, oftentimes, leaders do not want to give up control. I knew a CEO who was the leader of one of the world's largest global organizations. He received feedback that he was too stubborn and opinionated. He learned that he needed to do a better job of letting others to make decisions and to focus less on being right himself. He practiced this simple technique for one year: before speaking, he would take a breath and ask himself, "Is it worth it?" He learned that 50% of the time his comments may have been right on, but they weren't worth it. He quickly began focusing more on empowering others and letting them take ownership and commitment for decisions, and less on his own need to add value. Your employees understand their jobs. They know their tasks, roles, and functions within the organization, and it's time for you to let them do what they need to do to get the job done. But there is a critical point that is often missed: It isn't possible for a leader to "empower" someone to be accountable and make good decisions. People have to empower themselves. Your role is to encourage and support the decision-making environment, and to give employees the tools and knowledge they need to make and act upon their own decisions. By doing this, you help your employees reach an empowered state. The process does take longer — employees will only believe they are empowered when they are left alone to accomplish results over a period of time — but it's effective and worth the time. If a company has a history of shutting down or letting go of ini
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