Archive for the ‘leadership’ Category

think about office housekeeping for everyone’s sake

Friday, March 6th, 2015

iStock-Unfinished-Business-10If you follow any business publications, recently you’ve seen articles related to office housekeeping, brought to the forefront by Sheryl Sandberg and Adam Grant. I appreciate how their opinion piece in The New York Times brought this important issue about how women and men take on office housekeeping in different ways, with the burden often falling to the women. That said, many of the spin off pieces focus more on complaining about the situation or go into how housekeeping already falls disproportionately towards women at home, turning into a rant.

For me, thinking about office housework affects everyone on the job. At Stanford, the majority of faculty are men and the majority of women are staff (with the exception of top leadership, which is predominantly male). That means that in my role, gender is not always played out in the same way, yet the principle of particularly people burdened by housework clearly exists.

What is office housework? I’d describe it as tasks that must get done for the workplace to function and have a healthy environment. Typically, these things are not fun, interesting, challenging and most importantly, they don’t lead to promotions or organizationally visibility. On top  of your regularly scheduled programming, they can contribute to emotional exhaustion as well as increase your workload. I’ll share a quick list of examples:

  • training and onboarding new hires
  • cleaning the fridge or kitchen
  • mentoring others
  • reviewing colleagues materials or providing feedback
  • taking notes and minutes at meetings (as well as white boarding)
  • planning office parties
  • ordering food for meetings
  • committee work
  • scheduling
  • organizing department retreats

Now some of these responsibilities might actually fall into your job description, particularly if you play an administrative role on staff. Also, certain people in the office actually enjoy doing these things. Yet, once you’re known as someone who loves to show appreciation by planning parties, or perhaps you have excellent handwriting to take notes, or supposed you’re a pro at planning off-site retreats – you may find yourself stuck there. No one else volunteers, you over-volunteer at the expense of other valuable work you could be doing or your co-workers intentionally or unintentionally take advantage of your happy disposition to keep up the good work.

Both individual contributors and managers should examine how office housekeeping plays out in your department and organization. Keeping an eye on these responsibilities helps even out the playing field between your staff and you should track particular repetitive tasks to make sure they are equitably distributed. I’ll offer some strategies to consider to balance the office housekeeping:

  1.  Prioritize your own needs over that of the organization. This seems like a selfish way to start my list, yet owning your career requires a constant balance between you and your work. I’m not suggesting that you don’t offer up your time to take on office housekeeping – I possess the perspective that everyone should pitch in. That said, you can take on some tasks when you have a lesser workload, feel fulfilling or offer you a strategic angle. I’m guilty of taking on several extracurricular committees and serving on interview panels. Yet, I’m deliberate about these commitments, only taking on committees that offer personal value. When I sign up to help interview, it’s only for positions where I offer a unique perspective or plan to work with that person a lot.
  2. Rotate responsibilities! For regular mundane tasks like notes, planning parties, retreats, ordering food, etc. If they aren’t in someone’s job description, taking on a process to rotate duties easily shares the burden. At the Alumni Association, I’ve seen departments do this in an effective way, whether it’s our executive cabinet with note rotation or Travel/Study in how planning their annual retreat gets assigned to the newbies with a seasoned staff member guiding them on a rotation. If you want to ask for volunteers to find out who’s interested in planning something, have them email you instead of raising their hand in a meeting so that you can see all of the hands raised and ensure the same person isn’t taking on the same task over and over again.
  3. Say no, nicely or strategically. You can say no more than you think. Sometimes it’s easy enough as directly turning down an offer to help and other times, you could offer up a process suggestion (like rotating) or suggest another person for the job. At times, this could be interpreted as passing the buck, and at other times, you might be offering an opportunity for another person to gain exposure in a new area (particularly for things like committees, mentoring and interviewing)
  4. Make the housework glamorous. You can’t do this for everything – making coffee is making coffee. Yet, if you’re stuck taking notes or white boarding, you have the unique role of positioning the message and offering strategic next steps. With a retreat, you can turn something regular into a game-changing experience for team or focus on an area important to your work. With training or mentoring colleagues, you can gain allies and build influence across the organization.
  5. Track what’s happening. I mentioned this above and I’ll say it again for emphasis. Managers and individual contributors need to look at what’s happening and if you see patterns that bother you, bring them up. As a mid-level manager, I get asked to contribute in many, many ways, and if I didn’t keep an eye on my commitments, I can easily find myself in trouble. As a manager of staff, I have an amazing team that steps up a lot. When I see them offering too much time or a perspective that might not demonstrate their expertise or skills, I’m quick to bring this up in our 1-on-1 meetings. It’s important to acknowledge the kind of professional behaviors that help us either gain respect or move up in the organization – for women, and for everyone.

Read more on office housekeeping from these sources:

Managing Up

Monday, August 4th, 2014

I’m almost finished with Stanford Manager Academy, a professional development program for managers at the university. Interestingly, many of our conversations during the classroom sessions commonly found their way to the topic of strategies around managing up – it’s an area where people find themselves at a loss and where work gets roadblocked.

Many definitions exist for managing up, and I like the one from Alison Green, the prolific mind behind Ask a Manager. She states that “managing up is about…working with your boss in the way that will produce the best possible results for your team, while at the same time making both your and your manager’s lives easier.”

I wanted to share a few resources I’ve recently run across in this area; a couple of my supervisors have let me know they appreciate my ability to manage up and it’s taken me awhile to fully grasp what that means.

Stanford Webinar: Managing Your Boss

If you work at Stanford, Learning & Organizational Effectiveness offers a free webinar on Managing Your Boss. Don’t let the 1990s appearance of the course fool you – the program is self-paced and has some gems in it. Particularly if you’re new to the workplace or figuring out why your manager seems to ask you about particular things with frequency – this webinar is for you! What I liked most was the concept of thinking about your supervisor’s communication style and how that should feed into your relationship approach – especially if the two of you fall into different categories.

Six Key Principles of Managing Up

Alison Green wrote this piece in Intuit’s The Fast Track blog centered on the following ideas:

  • Focus on what’s within your control.
  • Get aligned.
  • Make your manager’s job easy.
  • Pay attention to what your manager really cares about.
  • Ask for feedback.
  • Be emotionally intelligent.

Earlier in my career, I used to get incredibly frustrated when my supervisor continued to bring up something that seemed resolved to me. Now I’ve learned that means I haven’t closed the loop or made her feel comfortable enough that we can move forward. Overall, your relationship gets better when you try to see the world from your manager’s perspective and see how you can fit into their bigger picture.

How to Get Your Boss to Read Your Emails

Of course, sometimes you’re not focused on ongoing frustrations, and you simply want your boss to respond to an e-mail or deadline. Alison focused a short blog on how to get a good response – tips that can help you when you’re trying to get a reply from anyone, really.

In my job, I work with incredibly busy Stanford faculty and have 3 main principles for my e-mail correspondence with them:

  • Use obvious and action-oriented subject lines. For example: “Seattle: your availability for faculty meeting” and “Reunion CWOQ: your talk information” For co-workers, I always add “FYI:” in front of the subject line to let people know there isn’t an action item associated.
  • Make it easy to reply. If you are attaching a document, why not include it in the body of the e-mail? If you are going to a survey client with 1-2 questions, allow the respondent to reply with their answers in an e-mail. Sometimes it’s more work on your part, but you’re also more likely to get your answer. If you need a decision, have you clearly delineated each option? Also, always include a deadline!
  • Try to limit your e-mail to one request.  This is just good common sense in a world of short e-mails. I don’t always practice what I preach out of necessity, but when you really need particular information by a certain deadline, focusing on one thing will increase your chance of getting a reply.

Rise: 3 Practical Steps for Advancing Your Career, Standing Out as a Leader, and Liking Your Life

I’m currently in the middle of a great book by Patty Azzarello. On the subject of managing up, she focused on thinking about how your manager represents you to senior leadership. A lot of her concrete ideas are in the LOOK Better portion of her book around building credibility. She reminds you that doing good work isn’t always what moves you forward in the organization (especially if no one truly grasps your contribution!)

One of my big takeaways was around presenting to senior leadership. If you’re introducing a lot of new terminology and ideas, as opposed to speaking in their language around existing priorities, you aren’t communicating what they understand as core organizational values and business.

In GoodReads, you can find this book on my Working Smart shelf.

I hope these ideas get the gears turning in this area. I can’t emphasize enough how important this skill is – and the best part is that managing up isn’t only about making your manager’s life easier. When you do it right, it produces great benefits for you in the relationship (happiness and career trajectory), as well as your whole team.

Saying Yes and No in Your Life

Thursday, November 8th, 2012

What better time than elections to focus on what kind of agency we all have in our lives. More and more it seems like everyone feels inundated with work and overwhelmed by all of the details that go into living our daily lives. On some level, I think this is true. On another level, it’s a mix of first world problems and the inability to gain perspective about how much control we actually have over our own existence. We all make choices and those decisions lead into what makes our days what they are. I urge you all to recognize that you have power over your life and you can make changes…pretty easily, actually.

It starts with saying no to some things. Just take quick stock of some of the regular time sucks in your life that you aren’t getting rewards from and figure out a solution to getting your time back. I recently came across a short piece in The Chronicle of Higher Education on Saying Goodbye to What’s No Longer Working, even when it seems like a fun or regular thing.  As my job has moved over to alumni education responsibilities, I felt this anxiety about how some of my previous duties don’t really have coverage at this moment while we’re staffing up. When I decided to just stop attending those meetings, it was a relief. Although someone will need to make sure those areas get covered, ultimately, it’s not my responsibility, and letting go of that weight on my shoulders felt like a relief.

It’s not really fun to say no, but often it’s necessary. Your time is valuable and so are you!

It feels amazing to say yes. I love being able to help out co-workers and now that I’ve been here for awhile, many colleagues across the university still reach out to me as a resource or for advice on various things. Although this can be seen as a burden or time suck, I carve out time for it, because it feels like such a reward to me.

Check out The Huffington Posts’s piece on Be Loved: How to Get More Love in Your Life. The short synopsis is to do the following to get more love coming your way:

  • Sleep!
  • Stay inspired and creative
  • Find calmness in yourself
  • Let go and indulge in play

I think these suggestions ring pretty true. I’m hit or miss on the sleep part. I definitely stay inspired and creative. I feed my brain by reading so many books and always keep the arts in my life with dance performances and museums. Yoga helps with the calmness. Yesterday, my instructor and friend noted that it’s simple to find calmness in a dark room, wearing comfortable clothes on a mat, but we should stretch to bring that regularly into our day. And I could probably play more…who couldn’t?

I’ll leave you on that note and hope you take some time to empower yourself with agency in your life. If you’re not feeling fulfilled, make some changes!

The Six People You Need in Your Life

Tuesday, August 21st, 2012

This blog is a long time coming, as I’ve been in the weeds at work. If you find yourself visiting this page to see if I’ve written something new, did you know you can subscribe to e-mail updates when there’s a new post? Just enter your e-mail address on the right hand side.

Last month, I saw this great piece in Forbes, reminding me that you can’t get anything done alone in the workplace. It’s all about finding the right people to help you stay motivated, happy and successful in your job.

This photo represents the instigator. That’s the person I strive to be, as it’s more aspirational and forward-thinking. For most people, I probably fall into the category as the taskmaster, since I manage so many projects around the Alumni Association.

I think it’s an interesting exercise to go through the list and  first consider how your co-workers might see you, especially looking at how that relates to who you think you represent in the office. Beyond that, go through the list and see if you have your bases covered for these office advocates.

  • Instigator
  • Cheerleader
  • Doubter
  • Taskmaster
  • Connector
  • Example

For myself, I think I’m missing a good connector in my work life. Anyone want to volunteer to help me out? Otherwise, I feel like I have a strong base of people that keep me energized and focused around here.

Choose your battles – and your projects

Monday, March 5th, 2012

Matrix organizations such as the one I belong to, often lead some differences of opinion that sometimes go your way and sometimes don’t. Any job presents situations where within a group, some ideas rise to the top and others sink to the bottom. Additionally, depending on the groupthink involved, the chosen path might be the right one or led off from its the intended purpose. For some reason, I find myself in this situation often – usually several times in a week, perhaps based on my particular job.

Chip Conley did a tangentially related talk on Rypple recently about solving for happiness at work. Most relevant were his comments on anxiety, as he suggests you ask yourself the following questions.

  1. What don’t I know?
  2. What can I influence?
  3. What can’t I influence?

I think this is an immensely helpful barometer to help you choose your emotional battles. Honestly, if you have no influence and don’t have an alternate path to get there, it’s a waste of your time and energy to allow it to take up brain space. It’s the same idea that stress is when you want something to be a certain way and it isn’t. In a situation where you have no power to change it, don’t get upset or find a way around it.

This extends beyond the job. A small example is that there are times when I really can’t stand the slowness of the line in the alumni cafe downstairs. On a busy day, it’s a waste for me to spend emotional energy on getting irritated by the wait. My solution? Either grab and go to avoid it altogether, or get in a short walk in the sunshine and go somewhere else. It sounds simple and silly, but there are plenty of people put into similar repetitively irritating experiences who continue to get fired up – myself included.

Back to the subject of choosing your projects. I care deeply about the work that I do and since I have a perfectionist instinct, I’m always ready to go to bat for my ideas, as exhausting as that can sometimes be. If I feel like there’s a right decision, especially if I’ve invested thought and data into the process, it can be difficult for me to walk away. In a couple of meetings over the last two weeks, I’ve said my piece and when the decision goes the other way, I’ve just let it go, which can be refreshingly liberating.

With a 10 day vacation coming up this week, necessity has altered my perspective on my pile of work as well, and I think it’s a healthy experience. You eventually reach a place where it’s clear that it’s impossible to accomplish everything and decisions have to be made. The key is to know which items can fall off the list and how you manage those expectations. I’ll actually use Basecamp if I had something scheduled to do this week, by moving the milestone back a month or two if I can and don’t think about it until the time arises. Equally important is taking a wide view to determine what’s absolutely critical. In the next two days, I’ll be assessing my work, letting people know what I can’t finish and just let the rest go. This way, I can have a physical and AND mental vacation while I’m out of the office.

Do status meetings work?

Friday, February 3rd, 2012

Today I had a BeWell appointment, swiftly followed by four meetings that ran straight through my lunch hour. Lucky for me, only 1 of these constituted a status update meeting, but depending on the time of year, 2 more of these would turn into an hour where colleagues give brief updates around the table.

According to a recent survey by Harris Interactive,  I’m not alone in feeling these lead to counterproductive meetings, as “only 30 percent of U.S. information workers feel status meetings help them accomplish work tasks, and 40 percent believe status meetings are a waste of time.” For me, the most shocking findings from the survey were that half of information workers find preparing the information takes longer than the meeting itself and then spend 1-3 hours attending meetings to update each other. Shocking! Add to that people showing up late, not attending, playing on their phone, etc. and there’s a lot of time wasted.

I don’t find this is always the case. I’m do believe in productive, efficient meetings. You can realize this with a quick look at my calendar, where I frequently schedule 30 minute meetings and get project updates that aren’t on a weekly basis.

It’s a new year and I’ve noticed managers trying out new staff meeting tactics. Our team is still deciding the best format that makes sense. Another department is doing weekly updates through e-mail and the director consolidates and sends out notes. This works well if everyone submits and reads them – especially more effective for a team that is often traveling.

Here are a few tips from me to help you organize successful meetings:

  • Does a meeting even need to happen? Consider alternatives like a status update.
  • For project teams, is a weekly basis overkill? Why not organize these meetings around project milestones and collaborative topics instead?
  • The facilitator has to do the job of running the meeting. The facilitator should not consider herself/himself as an attendee as much as an organizer to ensure everyone is focused and on topic.
  • Know your meeting objective. Send it out in advance if that’s helpful.
  • If you send out the agenda, do this in the body of the e-mail instead of as an attachment. If I attend 10 meetings in a week and everyone sent an attached agenda, how many will I actually open in advance? If you want to increase chances your agenda gets read, placing text in the e-mail body allows colleagues to read on their phone or while glancing through e-mail.
  • How much time do you need? 30 minutes will often suffice. 45 minutes is ideal and attainable with some thought put into it. Also, everyone will show up on time to their next meeting, since you planned well.
  • Finally, outline next steps and responsibilities resulting from the meeting. It should feel like there was progress, or why did you all sit around the table in the first place?

The answer isn’t carrots or sticks

Wednesday, July 13th, 2011

I wanted to post a quick blog since I heard the best webinar yesterday. When I say that, I mean it, as I’ve been studying what makes a great webinar over the past year by researching how organizations succeed in this arena. (many slides, dynamic voice, humor, interesting subject, etc)

I’m on a work committee looking into talent management across the organization and as part of that, we’re focused on creating an engaged workforce and shifting the culture of the organization. Rypple puts on webinars every so often and this week, Paul Marciano spoke about his RESPECT principles at engagement in the workforce.

If you have some time, this 55 minute webinar is worth your time. You can even split it up, as the first half focuses on existing conditions in the work environment and motivational programs vs. cultural shifts and the second half dives into actual solutions.

After listening, I’ll definitely pick up his book to see what else he has to say.

owning your career and your right to competent management

Monday, May 9th, 2011

Career ownership is something no one ever tells you about on the job. Especially when you start out somewhere new or you’re just starting in the world of work, everything is tentative. You’re learning the ropes, you expect responsibilities to come from top down and you wait for people around you to tell you what to do next and how to move forward. The problem with that mentality is that it doesn’t get you anywhere, and if you are a part of a weak organization or you have a poor manager, it’s pretty detrimental to your future career. Always advocate for yourself and your own progress, as no one else is doing this for you.

You own your own career. Did you know that? HR does, and at Stanford they offer this class called Owning Your Career @ Stanford: A Roadmap to Your Success! I haven’t taken it myself, but I’ve heard great things about it and plan to this summer. The existence of the course proves that your manager is more concerned about you in your current job, and not necessarily your career. That’s not always the case and I’ve had 2 excellent managers in my past more concerned with my own path than the actual job, but I think it’s true most of the time, which means that you need to take up your own cause.

What does it mean to own your career?

It certainly doesn’t mean demanding raises and promotions, especially since who knows if it isn’t deserving. What it does mean is knowing that you also have a role in your job and you should step up to the plate.

Communicating with your boss

Does your manager lead your 1-on-1 meetings and feed everything down, or are you contributing just as much? If you go into the conversation expecting to cover certain issues, do you carve out time to actually communicate these to your boss?

There’s nothing more important than communicating often and clearly. If you aren’t feeling challenged in the job, you’re overwhelmed with work or desire more responsibility or a promotion, you need to initiate these conversations with your supervisor. How else is she or he supposed to know? In all relationships, no one is a mind reader, and it’s important for you to step up and communicate issues important to you worth addressing. If you can’t get your perspective into meetings because of time, try and schedule time outside of your regular meetings to get to things that matter to you.

Professional development and goals

It’s imperative to constantly revisit your on the job skills and goals looking ahead in your job. I’m not always the best at doing the “worst first” in terms of my daily tasks, which is always the best approach. I am pretty consistent and trying to do the worst first for professional development. For example, public speaking has always been a large hurdle for me, so I go out of my way to step up to speaking opportunities to force myself to get better. It’s a good idea to evaluate yourself and work on the skills you need to develop for your career. Aside from training classes, which can be a great way to develop yourself, think about professional development as much more than that. Here are some possibilities to consider:

  • read books that apply to your field
  • reach out to colleagues within your organization and outside of it for advice, lunch, mentorship or companionship
  • be on the lookout for conferences you could attend
  • subscribe to industry websites or periodicals through e-mail or an RSS reader
  • watch webinars from related and closely related topics
  • reach out to partners/competitors for a shadowing opportunity. depending on your industry, this might not be an option, but an exchange is a great concept!

Also, within the programs you run at work, set aside time every so often to think about your progress, both qualitatively and quantitatively, and also to brainstorm possibilities to improve. We all so easily get caught up in the day-to-day that we forget about why we do the work we do and how important it is to step back and look at strategy.

Your right to management

On the flip side of owning your own career is the fact that we do all deserve good management, and unfortunately, we don’t always get it. I enjoyed this Harvard Business Review blog post on The Right to Management Competence this past week. It’s what got me thinking about our own expectations about our work. Linda Hill and Kent Lineback suggest that direct reports should expect the following from managers:

  • be trustworthy
  • exercise influence beyond his or her group
  • create a team of his or her group
  • recognize individuals and support their development

I totally agree with these expectations, and I would add a couple of more to the mix:

  1. continue to develop and practice management skills
  2. lead by example

No matter how many years of management you have, it’s important to continuously develop your skills and stay on top of your game. Even if all a manager does is read about how to develop employees and themselves, the act of considering leadership is very important. Managing people is not just about meeting organizational targets, but so much of it is about motiving employees, keeping the team engaged and focused and coaching employees to help them succeed. On top of that, respect is earned when managers practice what they preach. As a manager, if you expect your team to meet strict deadlines, you have to follow through and so on. Leading by example truly goes a long way in earning respect from your employees and shows you expect what you yourself are willing to put out.

I could go on and on about taking control of your own career path, but I think this leaves enough food for thought for this week.

meetings, meetings, meetings

Tuesday, May 3rd, 2011

At the Alumni Association, we have a meeting culture. Part of it is the work that we do, which is very collaborative – another thing is that as a matrix organization, we’re always putting together several people to put together a program. I’m not someone that dislikes meetings off the bat; I feel they are important and opportunities for people to provide input. In fact, when I was just starting out on the job, I jumped at the chance to sit in on meetings to see how projects come together, observe how co-workers work together and also have the opportunity to provide input when requested. It’s a great way to learn on the job and figure out how to work with people, especially when you are low on the totem pole. It’s a missed opportunity to zone out until it’s your turn to contribute.

Despite my seeming love for meetings, there’s nothing worse than sitting through a bad meeting. In a given week, I attend between 10-25 hours in meetings. That’s a lot. My tech friends find meetings stupid, especially with the number of people and hours sitting around the table. Although I disagree – since it’s part of the work that I do  – I’m hyperaware when things aren’t right. 99 % by Behance posted a great blog on how to Treat Your Meetings to a Little QA, so check it out.

Personally, this is what I’m looking for in a meeting to be productive:

  • A facilitator. Someone has to bring the agenda and keep the meeting on target.
  • A known goal or objective. People around the table need to know why they are there and what they are supposed to bring. Sending a blank meeting invite is pretty disrespectful of people’s time. If you can’t send out an agenda, at least convey the goal.
  • Realistic timing. Don’t schedule an hour unless you need it. 15 and 30 minute meetings are a great idea and attendees will appreciate that you considered their time. On the same note, if you’re debriefing a program with 10 people, make time for the 90 minutes or 2 hours this will take.
  • Attendees that pay attention. Don’t play on your phone or even allow it to vibrate on the table. It’s so frustrating when 10 people show up in a conference room and people don’t have the courtesy to give full attention and put their phone aside. Take notes when needed and listen to others. If you keep attending meetings and zoning out, maybe you shouldn’t be there in the first place.
  • Start and end on time. If 12 people are in a meeting and the group waits on 2 people that show up 10 minutes late, you’ve essentially wasted  2 hours of company time (12 people x 10 minutes). It sounds trivial, but it adds up.
  • Action items. My most effective meetings are ones where I’ve used Basecamp and after the meeting, send out a message to the whole group with brief action items and the person it’s assigned to. I don’t always do this, but it’s brilliant when it works.

Of course, the rules aren’t the same for all gatherings.

Behance suggests that someone takes notes. One of the best changes in our department this year is that we got rid of notes at our weekly meeting. There’s only 8 people and every week, someone had to spend 30-45 minutes to send out notes that most people never read. Eliminating them has been a timesaver, yet I see so many groups continue this practice. Oddly, we don’t have anyone take and send out brief notes from our staff meetings, which over 100 people attend. If you miss them and don’t chat with a co-worker, you could have missed an organization initiative or important presentation relevant to your work. That’s not so smart in my opinion.

Brainstorms are a different ballgame. I’ve led a couple on random areas. There’s nothing more beneficial to a project than refreshing it wholly every couple of years and getting new perspectives. Sometimes this is easy – just to solicit opinions without a meeting. For example, last year I sent an e-mail out to Development and Alumni Association employees asking for ideas for campus tours and Classes Without Quizzes that I organize every year at Reunion Homecoming. I think I do a great job researching new ideas, but spending 10 minutes to craft an e-mail, I ended up with 13 pages worth of recommendations. Collective wisdom is invaluable! Creative brainstorms are better around a table. To look at pricing for reunions, I pulled in some folks working on the program, staff alums and some other random folks to get many points of view. These kinds of meetings can require more time, a solid facilitator and co-workers invested in the goal.

I’m on a task force at the Alumni Association reviewing performance management, and our cabinet member likes to do a plus/delta at the end of the meeting. I’m not sure I would employ it for all of my meetings, but it can be a great tool at the end to spend a couple minutes with the group deciding what worked well and what could have been better. Another great tool that I haven’t adopted (since I attend more meetings than I run) is available on Dan Markovitz’s Timeback Blog: the Standard Work for Meetings spreadsheet, which is a simple, great way to track how effective you are at running meetings.