Apply the 4D Change Model to your meetings (Part 6 of 6)

In this blog post, I’ll discuss how you can apply my 4D Change Model to get the most out of meetings …this is comprised of top tips and techniques I have discovered, invented and developed over several decades. These are the principles I use to keep expanding my capacity to achieve more with less.

I would love to hear your ideas and feedback – so please take the time to comment at the end of this post.

Like you, I am always looking for new ideas to enhance both the effectiveness and efficiency of the performance of the teams in which I play.

A Recap on the 4D Change Model

The 4D Change Model can be applied to almost anything. In the previous blog articles in this series, I’ve offered a more comprehensive explanation of the 4 core processes. Here’s a quick recap on its application:

  1. DISCOVER if a meeting is worth attending or convening
  2. DESIGN the way you set up a meeting
  3. DEVELOP how you plan an agenda
  4. DELIVER your best performance in meetings

Application

So you can get a feel for the approach I’m suggesting, here are some insights into how I use the 4D Change Model within my own business:

  • Initial Discussion Form: we provide prospective clients with a Needs Analysis Form to complete prior to our initial discussion. This helps them organise their thinking around the issues they wish to address. The form then becomes the agenda for our initial discussion
  • Session Preparation Forms: when they become a client, they receive a form they complete and return 48 hours in advance of their sessions. The form provides a structured approach that asks them to report on their progress, reflect on their greatest accomplishments, identify shifts in their thinking and behaviour as well as defining their agenda for that forthcoming session.
  • Quarterly Team Briefings: at the start of each quarter, we prepare a brief that ensures each team members understands what they need to focus on. Projects and tasks are organised under three headings: Now (month 1), Next (month 2 and 3) and Later (month 4+). In this way, each person has a clear agenda about the relative importance and priority of the variety of activities currently in play and coming up.

It’s not about the meeting! Yes, you heard right.

Tattoo this on your forehead: a meeting only exists as a means to an end. All that matters is what you have accomplished by the end, and that you have done so in a way that has respected people’s attendance and maximised their participation. Look at it this way: you are not running a meeting … you are facilitating an outcome, and one device you are using is a meeting.

Think of the path to this outcome as a continuum, with the meeting somewhere in the middle. The pre- and post-meeting work can be just as important.

Don’t underestimate what it can do for your image and reputation as a leader, if you become known for the quality and effectiveness of your meetings, be they formal or casual. Create a meeting that shines the light on others, brings clarity and focus to what the attendees are interested in and the overall effect will be to shine a light on you.

At the end of the day, the discipline of simple things done well – over and over – ensures you end up with great rather than good outcomes.

Collaborating with others is an important investment you make to achieve things that would not be possible on your own. I trust the basic, and not so basic ideas I have shared with you here can help you find new ways to elevate your capacity to create what is most important to you – in the game of work and the business of living.

Why not check out the other articles in this series?

Part 1: How to get the most out of meetings

Part 2: Discover if a meeting is worth attending or convening

Part 3: Design the way you set up a meeting

Part 4: Develop how you plan an agenda

Part 5: Deliver your best performance in meetings

DOWNLOAD [PDF] the full report on ‘How to get the most out of meetings’.

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