Poor meeting etiquette may have gotten magnified in the remote space in the last few months of Stay in Place and Quarantine. I recently attended a conference for remote workers and one large tech firm had surveyed several thousand employees, asking “What is the biggest challenge right now”?

The response – Meetings!

As I have shared for years – things get “amplified” or “magnified” in the remote space. This includes the good, the bad, and the disengaged.

Whether your meetings are back to face-to-face (with distance) or are virtual, what are the practices we want to focus on?

Here are six things you’ll want to keep in mind around meeting etiquette:

1. Start and end on time – It’s likely that people are moving from meeting to meeting over the course of the day – so start on time and be very clear with agreements around.
2. Have a clear agenda and success measures of what you want to leave the meeting with.
3. Be on time. Note that some “virtual meeting rooms” will lock after a certain amount of time.
4. Be present and be prepared. Take a few minutes the night before to review what meetings you have upcoming and ensure that you have done all the pre-work needed before you get on the line.
5. Pause regularly to note key agreements, main points and action steps. Leave time (60 seconds, 90 seconds) for people to write things down and schedule it in.
6. Wrap up the meeting on time, or even a few minutes early so people can get to their next meeting.

And as a bonus – Track accountabilities and make it memorable!!

Enjoy your next meeting!
​Jennifer

Jennifer Britton
Potentials Realized | Coaching Team Leaders | Remote Pathways Podcast
Team and Leadership Development | Coaching | Everything DiSC
Phone (416)996-8326

Get your Q2 planning on with the PlanDoTrack Workbook and Planner or Coaching Business Builder

Looking to enhance your virtual conversations? Webinars? Pick up a copy of Effective Virtual Conversations at Amazon, or join me for the Virtual Facilitation Essentials program

Contact us to discuss how we can support you and your teams and organization with remote work.

Check out upcoming virtual programs on our calendar
​
PDF copies of PlanDoTrack now available! Get yours here. ​

The last month has been full of disruption for most of us around the world. It may be at moments like this that we need to activate our metaphorical “jet fuel” to move us to the next place.

It’s been commonplace for organizations, teams and businesses to be stuck, shut and simply out of gas this month. Coronavirus has impacted everyone.

Next steps for many after this passes may look very different than what you expected and had envisioned earlier this year. Is it time to revisit your vision and think about what you want to create? What if you had some "jet fuel" to move you into the next stratosphere? What if…?

If you are interested in making a shift, today’s question of “What could jettison you forward?” might be of interest to explore and consider.
​
Enjoy your conversation,
Jennifer

Jennifer Britton
Potentials Realized | Coaching Team Leaders | Remote Pathways Podcast
Team and Leadership Development | Coaching | Everything DiSC
Phone (416)996-8326

Get your Q2 planning on with the PlanDoTrack Workbook and Planner or Coaching Business Builder

Looking to enhance your virtual conversations? Webinars? Pick up a copy of Effective Virtual Conversations at Amazon, or join me for the Virtual Facilitation Essentials program

Contact us to discuss how we can support you and your teams and organization with remote work.

Check out upcoming virtual programs on our calendar
​
PDF copies of PlanDoTrack now available! Get yours here. ​

Around this time of year people start abandoning their new years resolutions in volume! Just as in any change process, building new habits not only takes time, but it also takes energy. Change can be difficult.
​
Throughout the change process, there’s also a place we can find ourselves as the “glow of the new year or honeymoon” wears off. It’s often referred to as THE DIP and I reference this in a couple of my books. We’ve also just covered this topic in the 60 Day Coaching Business Builder Accelerator program, a course I launched on January 1st. Part on demand, part live, it’s been interesting to see the momentum which gets created when we focus on taking action around our key goals and actions for an extended time. A new group will be starting up the first day of every quarter during 2020 so if you are a coach, or simply want ongoing support around some of your key goals as a business owner, leader or team member, consider joining us. More info here.

I thought it would be interesting to reach back to Teams365 #765 which focused on the topic of THE DIP, particularly as it relates to mentoring conversations, where we may be intentionally focusing on supporting someone’s development. This post will likely be of interest if you’ve found yourself abandoning new years resolutions or other things you wanted to change. Perhaps reflecting on the questions included towards the end of the post will spur you on to re-frame and refocus on your goals!

Here’s what I wrote in THE DIP:

“The first decade plus of my career was spent primarily working for Canadian and British humanitarian organizations and the United Nations. It was typical that mentoring was a key part of our team's development, as well as our own leadership development. Whether involved in passing on our skills to other staff happened formally or informally it was part of everyday work, given that you might only be in a role for six months or three years.

Today, I continue to see how mentoring is transforming organizations. In the last twelve years I've been able to support organizations in financial services, insurance, health care and safety create, and launch their own mentoring programs. It changes conversations, it changes leadership and it changes the culture!

What we often don't talk about in mentoring is the "DIP". Just as in any change process, such as cross-cultural integration when you move locations for work, or change through a coaching process, it's typical to start off with great gusto in what's commonly known as the "honeymoon" phase. At this point, mentor and protege are raring to go - they can't wait to get started and into dialogue with each other. Goals are clear as is usually the way forward.

As the meetings progress, some partnerships find an ever-evolving spiral of conversation and goal touchpoints, whereas others drop down into the “dip”. The “dip” is a place which sometimes feels like you are spinning your wheels, or not getting traction. Proteges and mentors may feel like mentoring is a waste of time.

In fact, the “dip” is natural! It's part of the change process. What you can see in today's photo is a sketch of the cycle of adaptation. It's actually from a recent conversation I had with a leader who was going to work globally and wanted to think about what to expect. I've seen the “dip” throughout my own international assignments, and I've seen it mirrored not in the hundreds, but over more than two decades of work in the intercultural sector, mirrored in the thousands.

The “dip” can, and does, happen in the mentoring process. What to do if you see it? Here are a few things to consider:
Revisit the goals of the protege?
What have they accomplished?
What do they want to aim for next?
Where might they need recharging?
What will "shake" things up a bit?

Tomorrow, we're moving on to look at five activities you might want to weave into your mentoring conversations. Some, or all of, these five could be a great addition to "shaking things up".

You might have noticed there were several other places where we can see the “dip” - in coaching, global assignments, and any change process. Where have you experienced the “dip”? What did you do?”
 
I hope that you will take some time to focus in on these questions and will revisit your most important goals (even if you recently put the journey towards them on hold!).

Enjoy,
Jennifer
​

It’s Boxing Day here in Canada which used to be THE busiest day of shopping of the year, before Black Friday entered the scene here about a decade ago (we celebrate Thanksgiving in mid-October with the harvest, but most have widely embraced Black Friday!)

This week’s Team Building Tip gets you to think about:

WHAT you want to celebrate

And…
​
HOW you want to celebrate.

We don’t always slow down and take a moment to STOP and PAUSE and think about all the good things that we (individually and collectively) have accomplished.

While a pause doesn’t have to be for a long period, it can be useful to mark major milestones so that we see where our journeys are taking us.

Here’s an invitation for you today - I hope that you will take a few minutes today to mark down your key accomplishments this year and take a few minutes to share them with someone else. What’s possible for you now? If it’s hard to bring anything to mind, think about where you were a year ago. What’s different today? What’s shifted for you?
​
Enjoy!
Jennifer

​Jennifer Britton
Potentials Realized | Coaching Team Leaders | Remote Pathways Podcast
Team and Leadership Development | Coaching | Writing 
Phone (416)996-8326
 
As we step into the end of the year, get your planning on with the PlanDoTrack Workbook and Planner or Coaching Business Builder
Looking to enhance your virtual conversations? Webinars? Pick up a copy of Effective Virtual Conversations at Amazon.

As an author and consultant, I often work with organizations and teams around the topic of digital transformation. As someone who has usually worked as an early adopter with technology, sometimes out of geographic necessity, digital transformation is an extension of the work I’ve been doing for several decades now.

You can hear more about the various pathways that bring us into remote and digital work at the new podcast I am hosting with colleague Michelle Mullins. Together we are exploring the people, pathways and processes that make up the remote workspace.

Digital transformation has been one part of this equation. From large banks, to healthcare, to education, the way we are connecting, conversing and doing our work is essential.

Many rural areas now have access to medical advisors that would not have been possible years ago. I remember vividly being part of some epiphany moments and paradigm shifters in 1998 (yes, that’s 1998) with a community deep in the interior of South America. A funding grant from the Canadian International Development Agency helped to fund solar panels, a satellite connection and special laptops to link that community with educational materials. When I arrived at the community to meet with my team who had been based there doing related work in primary health and infrastructure rehab, I was struck (as was often the case) with the very limited resources available for students. One notebook each, a small pencil and bare bookshelves. This pilot project was a bit of a game changer for that community, opening up the doorways to education for those children.

While not every project like this is a success, they radically change the paradigm of how we work, what’s available and then what’s possible.

This is also what’s happening in the era of digital transformation.

While we may not be comfortable in letting go of “how we’ve always done things” it’s important that we also look at the questions of:

• What can we do now?
• What’s now possible?
• What new connections are there?

VUCA, digital transformation, and AI (all 3 separate things) are showing up in some workplaces at the same time. IT can be overwhelming for some and spark creativity for others.

Providing a space for people to connect and share their insights in a way where they can be heard.

As a team, over time, be sure to build in time to explore additional questions around:

• What changes do we need?
• What can be evolved? Repurposed?
• What new things do we need to create?
• What do we need to stop doing?
• What conversations are important for you to have as a team? What space and time do you need to earmark so these conversations are taking place?

Best wishes, 
​Jennifer

​Jennifer Britton
Potentials Realized | Coaching Team Leaders | Remote Pathways Podcast
Team and Leadership Development | Coaching | Writing 
Phone (416)996-8326
 
As we step into the end of the year, get your planning on with the PlanDoTrack Workbook and Planner or Coaching Business Builder
Looking to enhance your virtual conversations? Webinars? Pick up a copy of Effective Virtual Conversations at Amazon.

2019 has been a year of disruption on many fronts. Professionals of all kinds are no longer being buffeted by their leaders from the winds of change. Learning how to navigate disruption has become an imperative for all professionals.

I thought it would be fitting to reach back to a post from this past June on Navigating Disruption to help you think about the focus you want to take in continuing to cultivate these skills and mindsets in your work – here we go with a revisit of Teams365 #2003.
 
Here’s what I wrote in that blog post from June 2019 – Key Trends: Navigating Disruption
​
Disruption is part of the landscape of many industries and workplaces today. Whether things are changing dramatically due to technology or geopolitical impacts, change is pervasive for many.

While we can’t change the pace of change, we can adjust our approaches to it.

What do we do to continue to be effective and positive in times of change?

Three practical things we can do are:

Cultivate curiosity – While many leaders would assert “easier said than done”, cultivating curiosity is important for today’s business landscape. Cultivating curiosity can be an important skill to develop in team members AND embed in the culture of an organization.

For more on cultivating curiosity, check out this earlier Teams365 blog post I wrote on Cultivating Curiosity Teams365 #1955 and what the research says Teams365 1961 – Encouraging Curiosity.

Be clear on the big picture goals – Adopting a 30,000 foot view on work, life and context can also be a valuable strategy for buffeting against the shocks of change. While the meta-view (big picture view) is not one that everyone adopts easily, seeing the big picture helps with the micro-shocks we can feel on a regular basis when things change. This is why it’s really important to continue communicating and meeting during times of change. Helping share the big picture so people don’t find themselves in the “Weeds”, cut off from what’s happening in the bigger picture is critical.

Become comfortable with knowing when things are “good enough” to let go, and that learning may always be needed. The embracement of “growth mindset” on the part of organizations in support of their staff is encouraging. When we come from what Carol Dweck has coined “growth mindset” it gives permission for experimentation, learning, and not quite being ready “yet”.

Disruption may mean that reverse mentoring (junior to more senior professionals) is just as important as traditional mentoring (senior to more junior professionals). It also provides us with an opportunity to pause and see how we are adjusting to change. Are we as “good at change” as we thought we were?

A reminder that last month I focused on Teamwork in Uncertainty:

Teams365 #1955- Teamwork in Uncertainty: Cultivating Curiosity. View it here.

Teams365 #1954 – Managing Uncertainty – Building Trust and Connection on Your Team Virtually. All workplaces can benefit from this topic – it is one of the #1 questions we receive here at Potentials Realized. Check out the post here.
 
Teams365 #1962:  Teamwork in Uncertainty: Empowering your Team with the Space to Experiment. Read it here.
 
Teams365 #1968: Teamwork in Uncertainty: Pivot . Read it here. 
 
Teams365 #1969: Teamwork in Uncertainty: Comfort with the Unknown: Read it here.

Enjoy!
​Jennifer

​Jennifer Britton
Potentials Realized | Coaching Team Leaders | Remote Pathways Podcast
Team and Leadership Development | Coaching | Writing 
Phone (416)996-8326
 
As we step into the end of the year, get your planning on with the PlanDoTrack Workbook and Planner or Coaching Business Builder
Looking to enhance your virtual conversations? Webinars? Pick up a copy of Effective Virtual Conversations at Amazon.

The term VUCA has jumped out of the world of the army, into the everyday lexicon of business. I recently went back to some writing I was doing in 2017, and there it was in the first page of the manuscript!

What is VUCA and why is it important? VUCA stands for Volatility, Uncertainty, Complexity and Ambiguity.

Let’s break these terms down a bit:

Volatility – In volatility, things are changing, and usually changing rapidly. This might mean that market conditions are changing, regulations are changing, or dollar values are changing. What do you notice about volatility in your context?

Uncertainty takes many forms. From not knowing what’s around the corner, to not knowing what’s needed, uncertainty can paralyze teams. Becoming comfortable in operating without a lot of certainty is often takes a different mindset. It may also mean that we become “comfortable with the uncomfortable” and learn to make decisions based on the information which is available (and may not be comprehensive or may change).

Complexity is one of the biggest challenges to leaders and teams today. This may mean we need a variety of skills from across disciplines and/or a wider understanding of more things. Helping to simplify what we can, can offer an antidote to complexity.

Ambiguity occurs when things are not clear. This may be due to things changing regularly OR due to the complexity. What can you do to become more discerning, see the patterns which exist, or break things down into more discrete pieces?

In supporting teams and leaders in organizations today, four things we can do in support of operating at our peak in a VUCA environment:

#1 – Create consistency around process. With so much change around a team, consistency is key to success. Consistency can take several forms on teams including consistent meetings, consistent check-ins, regular one-on-one coaching sessions, regular reporting. Revisit these on a regular basis as contexts may change – what frequency is needed?

As a team discuss what does consistency mean? What’s important to you?

#2 – Connect people with the bigger picture. While the details may change (and do!) the bigger picture – where we are going, what’s important to us, what we are aiming for – is likely to stay more stable. Vision and mission create an anchor. They also provide an important marker when things do change.

#3 – Keep it simple. A VUCA context can paralyse and overwhelm. Keeping things simple does not mean simplifying. It means emphasizing what is core. Consider questions like “What’s essential? vs. What’s a nice to have?” OR “What are the three bullet points to emphasize?”. Help team members discern any patterns within what might appear chaotic.

#4 – Connect people with others. Part of ongoing change means that we often don’t know what or who we need down the road. Connecting members of the team with others supports them in knowing who they can reach out to, or where they can go for support. Connections may include both internal and external stakeholders.
​
For more on the topic of VUCA, check out these other Teams365 posts:

• Teams365 1770: VIDEO – Six Ingredients for Teams in Today’s VUCA World (2 min)
• Teams365 #1611: Teamwork in Complexity – Focus and Renewal 

Enjoy!
​Jennifer

This week’s Flashback Friday takes us into some of the past posts I’ve included around working remote. As someone who supported teams more than 25 years ago in pretty extreme remote environments, helping teams thrive in the remote space has been a key passion and focus for me. This week’s post takes us back to some of the stats around remote work we started seeing back in 2015. Remote work is not new, rather, it is becoming more common place for employees of all types.

I like to look at the landscape of remote work and some of my current writing is expanding on this. Let’s take a look at where we were in 2015, only 4 years ago, around the landscape of remote work. Here’s what I shared back in Teams365 post #994:

Recently I’ve done a series of posts on virtual and remote team leadership. Learning how to be an effective virtual leader is one part of the equation of moving to a more mobile and engaged workforce. Another key part is creating an enabling environment for virtual and remote work, which may include ensuring there are adequate resources, policies and expectations around virtual work.

Here’s some research around the drivers for developing a more remote workforce. Softchoice’s study the “Death of the Desk Job” found through their survey that:

• 62% of employees believe they are more productive working outside the office
• 61% of employees prefer working the equivalent of an eight hour workday broken up over a longer day, rather than in a single 9-5 block
• 57% of employees work on personal and/or sick days, and 44%  of employees worked on their last vacation
• 24% or organizations have set clear policies and expectations around appropriate work activities after business hours
• 74% of North American employees would quit their job for one that allow them to work remotely more often
• 70% would quite in favour of a position that offers increased flexibility

​Reference: http://www.softchoice.com/about/press/2015/177 as quoted in HRD Issue 4.3, pp 48 in the article "Is your organization ready to be flexible?"

What you do know and notice about the appetite for remote work at your organization?
​
(You will find the original post here)

As you think about your world of work, industry and geography – what has changed? How have things shifted in the last 4-5 years? What trends are you seeing – let us know by commenting below.

Best,
Jennifer

Jennifer Britton – Potentials Realized 
Leadership | Teamwork | Business Success
Author of multiple books including Effective Virtual Conversations (2017), PlanDoTrack (2019) and From One to Many: Best Practices for Team and Group Coaching (2013)
Follow along with the #90DaysPlanDoTrack series over at Instagram @CoachingBizBuilder 
Join the conversation at the Conversation Sparker Zone - our online community where you can explore virtual and team issues, coaching, productivity and business development.
Pick up a copy of Volume 1 of the Weekly Journaling Prompts in a digital format. Print it out and take it with you for some inspiration and writing on the go! Available at the Potentials Realized Store.
For those looking for tips, tools and ideas about remote work and support for your remote teams, be sure to check out these tags and resources. ​

Some readers will find themselves mid-way through summer, with another month until the fall routine kicks in with Labor Day.

As I have written this month, simplification, renewal and digital detox are all topics which rise to the surface at this time of year when we move to a summertime routine.

Whether it’s due to the weather, summer time travel, or different working routines, changing our schedules and ways of working can lead to new lengths.
​
It may be useful to pause and take stock of the last month and notice:

• Where has your focus been? How has this helped? Hindered?
• What’s worked for you with your routine?
• What do you want to make sure you continue doing, even as things speed up?
• What have you “let go of….” (this may be part of your work routine, tasks or regular schedule”?
• What space has this created?
• What do you further want to simplify as you move into a fall routine?
• What focus do you want to have going forward into August? Into the rest of the year?

Revisit your annual vision and make adjustments as you would like.
 
Warm regards,
Jennifer

Disruption is part of the landscape of many industries and workplaces today. Whether things are changing dramatically due to technology or  geopolitical impacts, change is pervasive for many.

While we can’t change the pace of change, we can adjust our approaches to it.

What do we do to continue to be effective and positive in times of change?

Three practical things we can do are:

Cultivate curiosity – While many leaders would assert “easier said than done”, cultivating curiosity is important for today’s business landscape. Cultivating curiosity can be an important skill to develop in team members AND embed in the culture of an organization.

For more on cultivating curiosity, check out this earlier Teams365 blog post I wrote on Cultivating Curiosity Teams365 #1955 and what the research says Teams365 1961 – Encouraging Curiosity.

Be clear on the big picture goals – Adopting a 30,000 foot view on work, life and context can also be a valuable strategy for buffeting against the shocks of change. While the meta-view (big picture view) is not one that everyone adopts easily, seeing the big picture helps with the micro-shocks we can feel on a regular basis when things change. This is why it’s really important to continue communicating and meeting during times of change. Helping share the big picture so people don’t find themselves in the “Weeds”, cut off from what’s happening in the bigger picture is critical.

Become comfortable with knowing when things are “good enough” to let go, and that learning may always be needed. The embracement of “growth mindset” on the part of organizations in support of their staff, it encouraging. When we come from what Carol Dweck has coined “growth mindset” it gives permission for experimentation, learning, and not quite being ready “yet”.

Disruption may mean that reverse mentoring (junior to more senior professionals) is just as important as traditional mentoring (senior to more junior professionals). It also provides us with an opportunity to pause and see how we are adjusting to change. Are we as “good at change” as we thought we were?

A reminder that last month I focused on Teamwork in Uncertainty (link to tag of Teamwork in Uncertainty). 

Teams365 #1955- Teamwork in Uncertainty: Cultivating Curiosity. View it here.

 Teams365 #1954 – Managing Uncertainty – Building Trust and Connection on Your Team Virtually. All workplaces can benefit from this topic – it is one of the #1 questions we receive here at Potentials Realized. Check out the post here.
 
Teams365 #1962:  Teamwork in Uncertainty: Empowering your Team with the Space to Experiment. Link to: (not a live link yet)
 
Teams365 #1968: Teamwork in Uncertainty: Pivot 
 
Teams365 #1969: Teamwork in Uncertainty: Comfort with the Unknown: link here

Enjoy the conversation,
Jennifer

You may also want to check out the following blog posts as well: