I have been asked thousands of times to facilitate small or large gatherings. When I worked on Changing Your Team From The Inside, I wanted to make clear that self-organization is the most powerful way for people to organize, but that based on their history, you will need to help them get there. You will need to create the conditions for self-organization to happen.
Chapter nine of the book is titled Organize because self-organization requires organization. I focused the chapter on meetings because it is something easier to change, to adjust, to experiment on, than to change the whole organization. And I believe it is much more impactful to change the way we meet than to change the reporting structure.
It starts with the purpose of the gathering. Why do we really gather? And, of course, the answer is not because it is Monday.
Then you cover the uncomfortable question of who should join. And, no, inviting everybody is not an inclusive option. It is even the opposite. Why would someone who attends a meeting on which he or she will bring no value should feel included?
In the role of the host, you have power, and you have to use that power to serve the purpose of the gathering and your guests.
The time of the gathering is a temporary alternative world in which the traditional rules are not necessarily valid. You can, and in fact, you have to create rules that once again will serve the purpose and the guests. The author gives a ton of inspiring examples.
I know that, and even knowing it, I understood reading the chapter that I was not investing smartly enough on the openings of my gatherings.
In conferences or other gatherings, my frustration level grows each minute that passes. Why that? Because people are not true and authentic. Okay, I am over-generalizing. Not all people are manipulative and insincere. And not all people behave all the time the same way. The big idea is that it takes intentional efforts to create conditions for people to be true and authentic.
In meetings, when we stay on the surface of things, we can be very polite and respectful, avoid any potential conflicts and keep the status quo forever. If keeping the status quo is what you need, you probably don’t have to push hard to get to that. If not, then it is on you to organize the controversy so we can really discuss what matters and initiate a change.
We are approaching the end of the post, and you have to know that ends matter a lot. I would like to, once again, thank the author for having created that perfect book. I would like to thank you for reading and sharing this post. I would like to encourage you to read the book, and to share what you learned and how it affects your next gatherings. Working on ending the meeting properly is probably one thing I would change in Chapter 9 of Changing Your Team From The Inside.