Author: Dana Brownlee

How Do You Get Team Members to Come Prepared to the Meeting?

Written by Dana Brownlee on December 14, 2010. Posted in Articles.

The Problem:

We’ve all attended meetings where participants were asked to read a document, do some research, or conduct some other “homework” prior to the meeting but very few people actually did it. Obviously, the intent of assigning the pre-work is to ensure that all attendees are prepared which should result in a quick, efficient meeting… right???? Wrong!!! Too often some attendees don’t complete the assignment as requested which drags down the entire group. Before you lead your next meeting, consider these tips about assigning pre-work.

Consider these suggestions….

Give the group a choice about how to complete the prep (either outside or within the meeting). You might say, “Everyone will need to review the requirements document prior to our review discussion. We can either do it as a group and plan to meet for a full day or everyone can review it offline, and the group will meet for 2-3 hours to discuss changes. Which approach does the group prefer?” Most groups will opt for the shorter meeting. This technique tends to work because the group was given the option to review the document during the meeting and they chose not to do that.
Assign specific team members to lead certain sections of the meeting (which would require them to have completed the pre-work). When they know they will be asked to lead discussion, attendees are much more likely to have done their homework. No one wants to appear unprepared!
Try to keep the pre-work brief. The more complicated it is, the less likely attendees are to complete it.
Ask team members to email you either a list of questions or comments on the pre-work several days prior to the meeting. This acts as a confirmation to let you know that they have indeed reviewed the document. If you don’t get feedback from someone on the team, place a call to them asap to request their feedback.
Give attendees ample time to complete the pre-work. If you ask them to review a lengthy document 3 days prior to the meeting, it may not provide ample notice. Ideally, let the team select the due date for completion of the pre-work. This buy in significantly increases the likelihood of compliance.
Discuss the issue of attendees not being prepared during the meeting debrief, and encourage the team to identify approaches to address the issue (e.g. incentives, “punishments”, etc.)

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Dana Brownlee is President of Professionalism Matters, Inc. a boutique professional development corporate training firm. Her firm operates www.professionalismmatters.com and www.meetinggenie.com, an online resource for meeting facilitation tips, training, and instructional DVDs. Her latest publications are “Are You Running a Meeting or Drowning in Chaos?” and “5 Secrets to Virtually Cut Your Meeting Time in Half!” She can be reached at [email protected].

Leading Meetings with Multicultural Audiences

Written by Dana Brownlee on November 16, 2010. Posted in Articles.

The Problem

With the increasing prevalence of virtual teams that span the globe, multicultural audiences are becoming more common. Meeting leaders must be poised to meet the unique needs of these groups. One of the key roles of any meeting facilitator is to create a safe environment where all participants feel valued and included. When the meeting includes participants representing a variety of different cultures and backgrounds, this can be somewhat challenging. Here are a few tips to keep in mind when leading a session with a multicultural audience.

Consider these Suggestions

Conduct research to learn a bit about the cultures represented in the group. Kiss, Bow, or Shake Hands (by Morrison and Conaway) does a great job of explaining various cultural customs and relevant business etiquette.
Make an effort to respect cultures represented. For example, avoid gestures or phrases that might be offensive in their culture (e.g. the ok sign made with the hand is an offensive gesture in certain cultures).
Consider cultures when formulating questions. For example, for those cultures with a tendency toward always responding affirmatively to requests, ask “When can you complete this task?” instead of asking “Can you complete this task by Friday?”
Select a meeting time that respects all time zones. If in doubt, solicit feedback from the group.
Bring business cards to the meeting and be sure to accept business cards by holding them with both hands.
Don’t be afraid to ask a speaker with an accent to repeat themselves slowly to ensure their point is heard by all. If necessary, repeat their point to the larger group to ensure it was fully comprehended. However, if you summarize their point, check back with them to ensure your summary is indeed accurate.
Ensure that selected meeting dates don’t infringe on religious or other regional holidays.
Be respectful of cultural preferences when making food selections – offer a variety of selections including vegetarian options and avoid red meat if possible.
Try to touch base with non native language speakers prior to the meeting to personally introduce yourself and solicit their feedback on any adjustments that might make their participation easier.
Select a language that is native to most participants, and consider using an interpreter if necessary.
Avoid idiomatic expressions, jokes, or references that might not be understood by all.
Plan additional time into the agenda to allow speakers the opportunity to speak slowly and clarify if needed.
Plan time into the agenda to socialize informally before the meeting officially starts.

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Facilitating a Requirements Validation Meeting with Ease!

Written by Dana Brownlee on September 27, 2010. Posted in Articles. 1 Comment on Facilitating a Requirements Validation Meeting with Ease!

The Problem

Ensuring that a requirements document is accurate, complete and fully supported by key stakeholders, can be critically important. Unfortunately, requirements validation sessions can be protracted and challenging. Often, the goal of the session is to gain agreement among various stakeholders on a lengthy, detailed requirements document. This can certainly be a tall order, but it can be done!

Consider these Suggestions

Ensure that all key stakeholders are present at the session. Oftentimes, senior managers or other extended team members will participate in this important session. Ensure that the meeting is on their schedule far in advance.
Conduct pre-meetings with relevant functional groups to work out the details, review appendices, etc. Ideally, there should be no major surprises at the validation meeting.
Ensure everyone comes to the meeting prepared by expressing the importance of each person reviewing the document in detail. Give the group a choice of whether to review the document in detail during the session (2 day offsite) or review it individually offline and only conduct a high level review and discuss questions during the validation session (2-3 hours). Most groups will opt for the shorter meeting.
Ask participants to send their questions three days prior to the session and follow up with anyone who has not sent their questions by the stated due date.
At the beginning of the meeting ask each person to introduce themselves and their role in case there are new faces in the room. Also, provide a high level overview of the project before getting into any detailed requirements discussion to ensure everyone has appropriate context.
Define any assumptions or acronyms at the beginning of the meeting to avoid misunderstandings
Assign specific SMEs to lead the discussion for individual sections of the document.
Ask for a volunteer to be the timekeeper and another to document key decisions or action items on a whiteboard or flipchart.
Ensure that the requirements document is well organized with prioritized requirements.
Post IEEE standards for well formed requirements (Accurate, Consistent, Complete, Traceable, Prioritized, Unambiguous, Modifiable, Verifiable and Testable) on the wall (or on a slide if using collaborative software). As you review individual requirements, ensure that each requirement meets this checklist.
Document traceability within the document and across documents.
Let participants know that signatures will be expected at the conclusion of the meeting. Ensure that participants sign the document on behalf of their organization.

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Dana Brownlee is President of Professionalism Matters, Inc. a boutique professional development corporate training firm. Her firm operates http://www.professionalismmatters.com/ and http://www.meetinggenie.com/, an online resource for meeting facilitation tips, training, and instructional DVDs. Her latest publications are “Are You Running a Meeting or Drowning in Chaos?” and “5 Secrets to Virtually Cut Your Meeting Time in Half!” She can be reached at [email protected].

How Do You Project Confidence Leading Meetings When You’re Really NOT?

Written by Dana Brownlee on September 7, 2010. Posted in Articles.

The Problem

Oftentimes we’re thrust into situations where we’re expected to lead a meeting, and we may lack the confidence we think we should have. Maybe we’re not confident because we’re new to the organization, possibly we’re not as knowledgeable about the subject matter, or maybe we’re not as senior as some of the attendees….There are a whole host of reasons why we may experience feelings ranging from slight intimidation to downright terror!! Don’t fret…Here are a few simple tips to help you when you need to lead a session with confidence!

Some Suggestions

Use an ice breaker or other meeting opener that works well with groups. This allows you a few minutes to calm your nerves and establish a strong start with the group.
If possible, start the meeting with creative introductions (including a funny fact like each person’s first paid job). This shifts the focus from you to the attendees and also creates a bit of levity.
Scope out the room at least a day prior. If possible, test out all the AV equipment to be sure everything is working properly.
Gather information on the attendees prior to the session. The more information you have the less nervous you will be.
Meet with key players prior to the session. These pre-meetings can provide great insight that might impact your agenda or facilitation plan. It also offers an opportunity for you to get to know you audience. It’s always less threatening to lead a session if you know the attendees.
Make sure you have a written Purpose, Agenda, and Limit posted in the room before the meeting starts so you can easily refer to it once the meeting starts. Having these items posted and easily accessible ensures that you don’t get flustered and forget to cover them or miss key points.
Prepare! Prepare! Prepare! Review your agenda and facilitation plan with a key ally who can give you honest feedback a few days prior to the session.
There’s nothing like experience to help soothe your fears. Take a facilitation training class to build your skills.
If possible, try to have food at the session. Food improves everyone’s mood!

Don’t forget to leave your comments below

Dana Brownlee is President of Professionalism Matters, Inc. a boutique professional development corporate training firm. Her firm operates www.professionalismmatters.com and www.meetinggenie.com, an online resource for meeting facilitation tips, training, and instructional DVDs. Her latest publications are “Are You Running a Meeting or Drowning in Chaos?” and “5 Secrets to Virtually Cut Your Meeting Time in Half!” She can be reached at [email protected].

The Business Analyst’s Guide to Dealing with Difficult Sponsors

Written by Dana Brownlee on January 5, 2010. Posted in Articles.

Part of the challenge that the business analyst faces is the reality of having to serve so many different stakeholders and sometimes being pulled in very different directions. We’re often taught that our sponsor is the person who is the champion of the effort. Indeed, they are often the one we’re to seek out for support and issue resolution throughout the project. But what do you do when your sponsor is the problem??? As I travel the country and beyond to speak to business analysts, project managers, and team leaders about how to best manage problem attendees in their meetings or deal with difficult team members, I am astounded by how often someone raises their hand to ask, “But what do you do if your sponsor is the problem?” I have to admit that that does pose an interesting dilemma, but it’s not one void of strategies you can use to address this not too uncommon problem. Let’s explore a few different varieties of the difficult sponsor and see how they can be managed for optimum success.

Sponsor Type 1.

I hope you don’t mind me intimidating everyone with my overbearing nature at your team meetings…I’m just trying to help you speed things along J.

Sometimes the problem is getting the sponsor to show up for meetings as requested. On the other hand, sometimes we’re sorry they did show because they become our problem participants and that can be difficult to manage. Try these meeting facilitation techniques:

Meet with the sponsor prior to the meeting and specifically discuss what you need from them in the session. Possibly write out talking points for them – many will appreciate it if it’s offered in the spirit of helping take one more thing off their plate (not telling them specifically what to say). Ask them to withhold their opinion until others have weighed in to avoid tainting others’ input.
If you sense others may be intimidated by the sponsor’s opinion, suggest the group do a round robin and start at the opposite end of the table to the sponsor (so that their opinion comes near the end).
Stand up! Whenever you stand when everyone else is seated, you immediately regain control of the group (temporarily). Thank the sponsor for their input (even note it visibly) and redirect the conversation as needed.
Repeat their point and write it down – this may sound counterintuitive, but oftentimes a sponsor will get on their soap box (and not get off it!) because they don’t feel heard. When you repeat the point back to them and then write it down for all to see (on a flip chart or whiteboard), it reassures them that they have indeed been heard and immediately communicates an appreciation for their point.
Ask for solutions – sometimes meeting participants (even sponsors) get caught in a cycle of whining and venting about problems. After agreeing with the issue (if appropriate or not, offering an opinion if you don’t agree), simply ask the sponsor to suggest a solution. Insist that the issue being raised is important enough to warrant devoting some energy to focusing on a solution.

Sponsor Type 2.

I’m not exactly clear on what I’m looking for, but I’ll be sure to hold you responsible when I don’t get it…

Clarify the effort early and often. Identify in scope items and out of scope items (out of scope is critical), tangible deliverables, timing expectations, budget restrictions, roles and responsibilities, known risks, and key stakeholders.
Identify their soap box issue early and emphasize WIIFT (What’s in it for them). If they don’t understand exactly what they want, ask them to explain their motivation/driving factor. Often, execs have a soap box issue, predetermined bias, or hypothesis they want validated. Try to find out what this is as soon as possible.
Ask the sponsor to prioritize cost, time, and scope (good, fast, and cheap). Which is most important (relative to the others)? Hint: The answer is not all three. Think McDonald’s – their focus is very intentionally fast and cheap. Be clear which constraints are really driving the project.
Explicitly ask how they will define success. Always ask the sponsor to finish this sentence…I will consider this project a success if…

Sponsor Type 3.

Would you please boil the ocean? (and solve world peace too while you’re at it J)

Try to identify the specific mandatory requirements (and separate the “wants” from the “needs”). Sometimes they will ask for a Porsche when a skateboard will do. Also, there may simply be a knowledge gap and they don’t realize that there is a quicker, easier way to get them what they really want.
Document your risk analysis. Although we know that virtually all projects encounter problems, we usually spend little to no time analyzing risk before the effort starts. Don’t make that mistake! Assemble a few key stakeholders, brainstorm a list of potential risks, then estimate the likelihood and impact of each event. For each risk event, multiply the likelihood by the anticipated impact to quantify the severity. Add the severity of all risk events to determine an estimate of risk for the project. Here’s an example:

Risk Event Probability of Occurrence Anticipated Impact Severity

Supplier goes out of business 20% $1M $200K

Team loses key resource 75% $100K $75K

Inclement weather occurs 50% $200K $100K

Technology fails 20% $500K $100K

Total Estimated Risk $475K

Check with the sponsor to ensure he or she is comfortable with that level of risk (e.g. $475K in the example above). Also, ask the sponsor to help you come up with a back-up plan proactively (e.g. Jim, I know that if we lose our lead system architect, it will severely impact our timeline. In an effort to be as proactive as possible, I’d like to find out from you what we can do in the unlikely event thatt does happen?) Even if they insist that you proceed, your having documented these risks will be very valuable to you and the team. If you are proceeding, work with the team to prioritize risks and identify mitigation strategies and/or back-up plans for the most severe risks.

Remember the triple constraint – when they change one element, it impacts the others. If there is a reduction in time, emphasize the impact on cost and scope. (e.g. Jim, I understand that you now need to roll out the new release a month earlier than planned and we can do that, but there will be an impact on cost and scope. I can either reduce the scope and hold off on some of the features until the next release or spend about $50K more to expedite things. What is your preference?)
Push back if it’s not realistic…(e.g. Jim, I would be irresponsible if I didn’t tell you that I don’t think this can be accomplished with the level of quality we would expect. I know you would prefer that I be very honest now (before any time and money have been invested) rather than hear a laundry list of apologies after an unsuccessful project. I’d really like to be positioned for success, and I honestly have real concerns here).

Sponsors are supposed to be our protectors and oftentimes they are. Unfortunately, the difficult sponsor can make an already challenging project excruciating! Admittedly, dealing with a sponsor is a unique challenge due to the political realities, and there are no easy answers. Sometimes a difficult sponsor does not respond to reason and helps contribute to a very negative experience for the business analyst. More often than not, the business analyst is too intimidated to deal with the situation at all. Don’t make that mistake. Proceed with caution, use tact and diplomacy, be strategic, but do address the issue. The sophisticated business analyst can indeed manage many stakeholders – even the difficult sponsor!

Don’t forget to leave your comments below

Dana Brownlee is President of Professionalism Matters, Inc. which owns and operates www.meetinggenie.com, an online resource for meeting facilitation tips, training, and instructional DVDs. Her latest publications are “Are You Running a Meeting or Drowning in Chaos?” and “5 Secrets to Virtually Cut Your Meeting Time in Half!” She can be reached at [email protected].