Every organization has to figure out how to make meetings productive. It's a complex challenge. To be effective, each meeting needs to engage the individual talents of the people involved, work to achieve the organization's specific goals for the moment, and do so in a way that's both culturally relevant and contextually sensitive to the world around it. Not an easy feat.
It can be tempting to shy away from the task. Instead of embracing this complexity, many leaders fall back on simple blanket rules that no one really follows—like the leader that declared all meetings in the company could last no more than 20 minutes. Others delegate responsibility for success to others, even though they themselves are the most frequent meeting attendees. Many leaders claim that meetings are a waste of time, and therefore not worth the effort it would take for the organization to make them work well.
These are common traps that keep an organization locked in a cycle of underperforming meetings and endemic mediocrity.
Here are 5 ways high-performing organizations avoid that fate:
Set clear expectations for all meetings.
Meeting norms, ground rules, guidelines - these set the foundation for building an effective meeting habit.
They often include things like use of an agenda and keeping meetings on time. Whatever your rules, the leadership team must follow them. The way the leadership group meets sets the real standard everyone else follows.
Document and share meeting results.
Fear of missing out (FOMO) compels people to attend meetings they shouldn't. Organizers don't want to leave people out, so they invite everyone who might possibly want to weigh in. Having irrelevant people in the room de-energizes the conversation and disrupts productivity.
Documented meeting results are the fastest and easiest way to combat meeting FOMO. Before the meeting, document the meeting purpose and desired outcomes clearly. Then, send out written meeting results afterwards. When people can see in advance what a meeting is for, then see afterwards what happened, they can decide whether they need to attend. This keeps meetings more focused, and it keeps everyone more productive.
Define “The Way" to meet for all core processes.
There are 16 different types of business meetings, and each has a purpose. A regular team meeting is good for confirming progress and identifying problems, but it's a lousy place to make a big decision. Big decisions demand a dedicated decision-making meeting.
Similarly, the initial meeting with a prospective client (or funder) should look very different from the meeting where you ink the deal. Each of these pivotal meetings can be optimized to drive the results your company needs.
High-performance organizations know the type of meetings they need to run and how to run each one well. Each meeting gets a name and becomes “the way" that kind of work gets done. For example, the team's check-in meeting becomes “the huddle". The meeting to impress prospective clients early in the sales cycle becomes a “services briefing." Anything called simply a “meeting" isn't specific enough.
Leaders spend up to 80% of their work day in meetings, and yet many have never received meeting training. Meetings aren't just conversations with lots of people at work; there are skills and techniques to learn that radically improve meeting results.
High-performance organizations provide skills training to people leading meetings. They also train everyone how to participate in the meetings defined as “the way" to get their job done. Meetings represent an enormous salary investment, and high-performance organizations ensure their people get a good return on that investment.
ABL: Always be learning!
Once they have “the way" to meet, the organization can experiment. What happens when we meet on Monday instead of Wednesday? If we tweak the process, can we make decisions faster?
High-performance organizations have the process stability they need in order to run conclusive experiments and continuously improve their meeting practices.
Bad meetings are not inevitable. Quite the opposite: meetings can be a powerful embodiment of your company's culture and a driver of performance, when designed and run with intention. And the best news: you get to learn from the examples set by high-performance organizations that have already conquered this design challenge. When it comes to meeting design, the adage holds true: Well-stolen is half done!
For decades, women have been unknowingly suffering from PSD and intergenerational trauma, but now Dr. Valerie Rein wants women to reclaim their power through mind, body and healing tools.
As women, no matter how many accomplishments we have or how successful we look on the outside, we all occasionally hear that nagging internal voice telling us to do more. We criticize ourselves more than anyone else and then throw ourselves into the never-ending cycle of self-care, all in effort to save ourselves from crashing into this invisible internal wall. According to psychologist, entrepreneur and author, Dr. Valerie Rein, these feelings are not your fault and there is nothing wrong with you— but chances are you definitely suffering from Patriarchy Stress Disorder.
Patriarchy Stress Disorder (PSD) is defined as the collective inherited trauma of oppression that forms an invisible inner barrier to women's happiness and fulfillment. The term was coined by Rein who discovered a missing link between trauma and the effects that patriarchal power structures have had on certain groups of people all throughout history up until the present day. Her life experience, in addition to research, have led Rein to develop a deeper understanding of the ways in which men and women are experiencing symptoms of trauma and stress that have been genetically passed down from previously oppressed generations.
What makes the discovery of this disorder significant is that it provides women with an answer to the stresses and trauma we feel but cannot explain or overcome. After being admitted to the ER with stroke-like symptoms one afternoon, when Rein noticed the left side of her body and face going numb, she was baffled to learn from her doctors that the results of her tests revealed that her stroke-like symptoms were caused by stress. Rein was then left to figure out what exactly she did for her clients in order for them to be able to step into the fullness of themselves that she was unable to do for herself. "What started seeping through the tears was the realization that I checked all the boxes that society told me I needed to feel happy and fulfilled, but I didn't feel happy or fulfilled and I didn't feel unhappy either. I didn't feel much of anything at all, not even stress," she stated.
Photo Courtesy of Dr. Valerie Rein
This raised the question for Rein as to what sort of hidden traumas women are suppressing without having any awareness of its presence. In her evaluation of her healing methodology, Rein realized that she was using mind, body and trauma healing tools with her clients because, while they had never experienced a traumatic event, they were showing the tell-tale symptoms of trauma which are described as a disconnect from parts of ourselves, body and emotions. In addition to her personal evaluation, research at the time had revealed that traumatic experiences are, in fact, passed down genetically throughout generations. This was Rein's lightbulb moment. The answer to a very real problem that she, and all women, have been experiencing is intergenerational trauma as a result of oppression formed under the patriarchy.
Although Rein's discovery would undoubtably change the way women experience and understand stress, it was crucial that she first broaden the definition of trauma not with the intention of catering to PSD, but to better identify the ways in which trauma presents itself in the current generation. When studying psychology from the books and diagnostic manuals written exclusively by white men, trauma was narrowly defined as a life-threatening experience. By that definition, not many people fit the bill despite showing trauma-like symptoms such as disconnections from parts of their body, emotions and self-expression. However, as the field of psychology has expanded, more voices have been joining the conversations and expanding the definition of trauma based on their lived experience. "I have broadened the definition to say that any experience that makes us feel unsafe psychically or emotionally can be traumatic," stated Rein. By redefining trauma, people across the gender spectrum are able to find validation in their experiences and begin their journey to healing these traumas not just for ourselves, but for future generations.
While PSD is not experienced by one particular gender, as women who have been one of the most historically disadvantaged and oppressed groups, we have inherited survival instructions that express themselves differently for different women. For some women, this means their nervous systems freeze when faced with something that has been historically dangerous for women such as stepping into their power, speaking out, being visible or making a lot of money. Then there are women who go into fight or flight mode. Although they are able to stand in the spotlight, they pay a high price for it when their nervous system begins to work in a constant state of hyper vigilance in order to keep them safe. These women often find themselves having trouble with anxiety, intimacy, sleeping or relaxing without a glass of wine or a pill. Because of this, adrenaline fatigue has become an epidemic among high achieving women that is resulting in heightened levels of stress and anxiety.
"For the first time, it makes sense that we are not broken or making this up, and we have gained this understanding by looking through the lens of a shared trauma. All of these things have been either forbidden or impossible for women. A woman's power has always been a punishable offense throughout history," stated Rein.
Although the idea of having a disorder may be scary to some and even potentially contribute to a victim mentality, Rein wants people to be empowered by PSD and to see it as a diagnosis meant to validate your experience by giving it a name, making it real and giving you a means to heal yourself. "There are still experiences in our lives that are triggering PSD and the more layers we heal, the more power we claim, the more resilience we have and more ability we have in staying plugged into our power and happiness. These triggers affect us less and less the more we heal," emphasized Rein. While the task of breaking intergenerational transmission of trauma seems intimidating, the author has flipped the negative approach to the healing journey from a game of survival to the game of how good can it get.
In her new book, Patriarchy Stress Disorder: The Invisible Barrier to Women's Happiness and Fulfillment, Rein details an easy system for healing that includes the necessary tools she has sourced over 20 years on her healing exploration with the pioneers of mind, body and trauma resolution. Her 5-step system serves to help "Jailbreakers" escape the inner prison of PSD and other hidden trauma through the process of Waking Up in Prison, Meeting the Prison Guards, Turning the Prison Guards into Body Guards, Digging the Tunnel to Freedom and Savoring Freedom. Readers can also find free tools on Rein's website to help aid in their healing journey and exploration.
"I think of the book coming out as the birth of a movement. Healing is not women against men– it's women, men and people across the gender spectrum, coming together in a shared understanding that we all have trauma and we can all heal."