Inside JLC: Context, Purpose, Outcome to Open Meetings (Part 1)

Foreign. Ladies and gentlemen, thank you for joining us here at JLC Media. This is the Jorgensen Learning center and I'm excited to have friends with me today that are going to participate in this podcast. And we've been actually asked to do this podcast by a number of people that we work with. We use this process regularly and we've never done a podcast on. Exactly what are you doing when you start a meeting? So today that's what we're going to do and I'm hoping that you find value in this and if you do, let us know and if you don't, tell someone else and we'll move on from there. That'll be your call. Let me introduce my friend. So Colleen.

Absolutely. Colleen Sullivan. If you've listened to some of our podcasts, you probably are familiar with my voice. Worked with the Jorgensen Learning center for so many years I can't remember the number. And it's just this is, I'm really excited about this podcast just because this is one that Ray mentioned. I mean, it is one of our fundamental leadership communication protocols and practices. And we were talking about the other day with a client and I went through all of our podcasts and we didn't have one. So I'm looking forward to really providing you guys with a great, great set of conversations and examples of how to really use this communication protocol, really instantly. It's a great one.

Thanks, Colleen. Kathy, tell us about yourself. Hi there.

My name is Kathy Rode. I am a educator and I've been in the classroom for 15 years and before that I've been in different forms of education and other types of leadership. And I'm really excited to be here and learn more about this.

Really happy to have you. Welcome, welcome. And welcome of course you, Colleen. So I'm going to go into this with some understandings. The first is that if I was actually running this meeting, I would have sent a pre read so you would know what the agenda is. And Colleen actually did that with Kathy so she knew what the kind of the setup for this particular piece is in this particular part. It is one agenda item and the one agenda item I'll go over in a, in a moment. When you run a meeting, there's always a intention for the meeting and then there's an intention or we invite people to have intentions for each of the items you're going to discuss at the meeting. This one today is one, one and only one. And I'll set it up right now and I'll show you how we set it up. And model the practice. So my not ready for primetime players, I think are ready to go. So here we go. Taken over the beginning of the meeting. Thank you both for being here today. Our intention today is to identify three pieces, three concepts that help us start meetings. Well, the three concepts are, the first one is the context of the meeting. The next is the purpose, and then the outcome. By the time this is over, we will have developed a common understanding about each of those concepts, Context, purpose, and outcome. So that when it's over, anybody listening? And each of us will become even more dedicated and more capable of using that particular three concepts to start any meeting. So that's the intention of today. Colleen, what'd you hear me say?

Sure, absolutely. I heard you lay out a set of sentences that talked about why we're here. It talked about also what we're going to learn together, and that was these three little pieces called context, purpose, and outcome. And I also heard very specifically at the end of our podcast, we're hoping that us three, as well as anyone who's listening, can take this little tool, cpo, and, and apply it to have more effective meetings.

Yeah, well said. And. And what we do is we transfer to people that work with us certain theories and methods and tools. So this is kind of a tool that turns into a method once you understand the theory behind it and then you apply it. So, Kathy, did you hear something more different or what did you hear?

Pauline did a wonderful job summarizing, but I really like the. Just the intention behind this, you know, the intention and how to start. Start with a plan.

Yeah, we need to plan well. And actually, Colleen has prompted me to do another one with the three of us where we'll talk about backwards design planning, and we'll use context, purpose, and outcome to do that. And I think that'll be another good podcast for us to do so. Well said. All right. Launching in the context that I stated already that you guys are going to understand that are listening, what those three concepts really mean and how to apply them. Context, purpose, outcome. Context is why. Why are we talking about this? And if we don't take the time to say this is why we're talking about whatever the agenda item is, we will ramble. I cannot tell you how many meetings I've gone to where somebody starts the meeting off and starts, okay, the reason why we're here today is. And three, four, five minutes later, they're still talking, and we're still a little bit confused. So the. The context piece is really big because the why pulls you in and Colony and I have been studying all the work of Jeff Bezos and all the work done at Wharton, at Haas Business School and others. And they talk about meetings need to be no more than 60 minutes, 90 if you have to. But less than 60 is always the best and it should be a small number. But when I say this is why we're here, then everybody in the room should know that they need to be here because we need you. So context is very simple, very simply stated, this is why we are here today. And I stated in the beginning, the reason why we're here today. The three of us is to go over what is context, what is purpose, what is outcome. So we can define each of the concepts and then do a couple of examples. So with that said, I'll do one. That would be a very typical meeting with a parent. So ma', am, the reason why we're here today is that there are things that have happened in your kids behavior that are impeding his ability to be as successful as he could be. We'd like to develop an understanding about what those behaviors are so each of us can work to mitigate them, including your kid, so your kid can be successful. Notice how easy that is. Rather than saying we're here to fight about the discipline you gave them a Saturday detention or two day suspension. That's nonsense. That doesn't help us at all. The why we are here to make sure that we can do whatever we can to enable your kid to be as successful as possible and meet your kids and your family's goals. How understanding the behaviors together that are stopping this youngster from being successful. Finally, what will each of us do to move forward? So Kathy, you start. How did that land on you as a good way to start a meeting with a parent about a kid who's having some issues at school?

Well, Ray, I would love for you to be in my classroom or be on that phone or email to smooth it on like that because that was, that was a beautiful example. Honestly what landed on me first was the context of why is avoid confusion. Because we all were nodding our head. That is it starts there. If we don't know what we're doing and why, why we can't be even start with what. So avoiding confusion really hit me hard. And then how your example framed the behavior issue in such a positive way is just a high impact and very valuable.

So that's beautiful. And you know what? I've worked with so many deans and assistant principals and the parent shows up to fight about the consequence, and I keep saying that's irrelevant. The consequence is irrelevant. The consequence is intended to get your attention. So you'll come here and have a conversation with us so we can figure out what to do to enable your kid to be successful. You said that beautifully about making sure we're clear about why we're here. Colleen, something to add?

Yeah, no, I like that as well. And I think it really. Not only does it get everyone on the same page quickly, but it connects to what it is you're trying to do. And I think many times people will start any meeting and to your point, Ray, they just jump into the agenda item or without. Once again, you beautifully state the outcome. We are here mutually invested in your child's success. We want to ensure that all of us are thinking about what are the best ways moving forward so he can really. Right. Be successful in this classroom. And so, you know, I think many times we cut corners. I mean, how many times we heard meeting leaders go, I don't have time to give a cpo. Well, you laid it out. It can be quick. And to Kathy's point, it gets you on the same page fast. So for those of you who are listening going, oh, I don't know if I can do that. You can. And I think that once you really start to hear us unpack each piece of this and you begin to use this tool, and I like that people want another tool in their tool, you know, in their tool, toolbox. This is a quick, easy one that you can apply. That has a huge impact.

It's so. Yeah, it is. It's almost like I have a colleague in the. In the. In the neighborhood that had. Youngster was struggling at school, and the teacher sent home 19 behaviors that he was graded upon and 12 of them. He's doing fine. He's doing very, very above average to great. The others were. No, these were the others that. Not so good. And so when I talked to mom, I said, well, let's kind of move through this thing a little bit. And I said, the reason why I think we're talking is to help your kid be even more successful at school. I think we need to develop a common understanding about the behaviors that are going very, very well so we can accentuate those moving forward so each of us, and especially your youngster can focus on the kid's strengths so we can mitigate against things. But, you know, I can't make a squirrel fly, and he can climb a tree better, but I can't make him fly or fly an airplane. It's not going to happen. So making sure that was another very simple example of cpo. These are simple context. Why are we talking? What are we going to understand together? What will each of us do at the end? So the, the context piece and people get mixed up about context. They want to tell me a big story about why we're here. Now. It's this specific agenda item, this specific meeting. This is why we're here to visit today. There's plenty of other things out there and, you know, I may need to learn some other things to expand my understanding of your youngster or expand my understanding of the team member. At the same time, we need to be very clean and clear about this. Now when we go to the four step meeting process, we'll do the cpo. And then the second step is to surface and clear obstacles. We find out, did something land on you in a way that was upsetting and can we put that in the park or do we need to deal with it now so we can move forward? You know, much of what I read in preparation for this conversation today is to deal with passive aggressive behavior where people are trying to stop the meeting or slow it down or run down a rabbit hole. They won't do that if we have a very good CPO and you keep returning to it. You keep returning. No, we're not here to talk about why the coach is a jerk. We're here actually to talk about your kid's success. You know, so there, there's so much in this simple way of starting a meeting. Why are we talking? What will we understand together? What will each of us do to have success, to achieve the expected outcome moving forward? I think that's really important to notice and to actually put into practice. As soon as you can. Let me stop for a minute, Colleen. Any other thoughts about this?

Yeah, well, it was funny. I wrote down. It frames the conversation and limits rabbit holes, which is exactly what you said. So, you know, and I think people, that's one of the things they come to us for their executive coaching. You know, everybody's going down a rabbit hole. Well, once you set the stage and you frame the conversation with the why and what it is we're going to chat about and learn together and what it is we want people to do, it frames the conversation. So to your point, it limits those rabbit holes. But the other thing that is so incredibly powerful is it embeds accountability and outcomes because people want action. We live in a world right where. I gotta hurry and I don't have much time. And, you know, and I've got to get this thing done. And I'm working on this collaboration with this project. And so I think the other piece is it sets the conversation up and each agenda item for people to be thinking, oh my gosh, I'm gonna have to do something with this information. So you're almost leaning in, listening in a different way. We call that creative tension. If you just start your meeting and you're. And, and to Kathy's point, I'm struggling to figure out what you want me to do and what are we talking about exactly. I'm missing it. Right? How can we quickly frame the conversation, get people leaning in and get them thinking about what am I supposed to be doing with this information is really important.

Yeah, you just really did an incredible piece in this work, for those of you that are listening is the outcome. Because when I say Kathy, at the end of this meeting, each of us will do blank. All of a sudden, there is a subconscious cognitive pull into this meeting. Okay, I'm expected to do something at the end of this meeting. One of our wonderful colleagues, when he was at a very high level in leadership, he ran every meeting this way. And when people realize that he meant that each of us will do this at the end of the meeting, he actually collected all. We actually called those promises. He collected those promises and at the start of the next meeting. So the meeting doesn't live in the ether. He started the next meeting as he did his CPO with, okay, we made some promises last time. How'd we do? Not how do we do? How'd we do? Did you have enough resources? Are you okay moving forward? Blah, blah, blah. So it's more about co creating the desired reality that we want. Kathy, what are you thinking now?

Wow, I'm, I'm. I'm just making connections kind of in my own personal experience. And, and Colleen did a nice job with that. That summary of really focusing and the framework and, and keeping people accountable. The thing that stuck with me on that was the topic, keeping on the topic. What if the context is someone's behavior? Then everything else that goes. The rabbit hole, parking lot. That goes to the parking lot. Okay, I hear you. And put it to the parking lot for. We're going to stay focused on this. So I think it's kind of a big job and some people struggle with that is just not allowing those rabbit holes to have. Keep the context and the purpose in the right direction. I feel like that gets lost.

It gets lost, and then we get lost in the meeting. So for example, we've worked with leaders that support different medical facilities. So the reason why we're here today is exact. Is a good example. Reason why we're here today is to talk about the fact that we have a shortage of nurses in this particular clinic and we need to develop an understanding about the impact of that shortage so that each of us knows what to do to fill those holes as the week goes forward. And then this is just, I have to sit up and listen in that one because that's affecting someone's life and I know I have some responsibility because of. Each of us will know what to do. Context. Why are we here? Purpose. What are we going to understand together? Outcome. What will each of us know and be able to do at the end of this conversation today? Because a great meeting is just a great conversation and we want to really always begin with the conversation starter, which is the C Context P Purpose O Outcome. Let's kind of close out with this and let's assume, Kathy, that your best friend is listening to this and is really interested in building this capability. What's one recommendation you would make to a best friend about using this process?

I would say practice, you know, really go in with intention. Starting going back to that word, this format. Or I'm. What do you. Protocol is. It's a beautiful way to communicate with anybody.

Right.

Really, it doesn't have to be for a meeting. It can be for an important conversation you need to have with somebody in your life or with your best friend that who's having a hard time or not have, you know, planning a wedding or whatever it is. Like, you know, it's just a great way to focus conversation.

Yeah. Whether it's a one on one conversation or a one on many conversation, the process is useful. You can just get started. And I love the fact that most of the the material I read in preparation for this podcast talked about how people get lost. Well, they get lost because their mind. We listen at about 140, 150. We speak at 140, 150 words a minute. We listen at over 400. So our minds are constantly going somewhere else. And we also, in this day and age, we practice distraction. If I don't have a good solid intention for the meeting, I'm going to get lost in seconds. Colleen, what would you tell your best friend?

Yeah, well, I, I like, you know what Kathy said about being intentional and because people go, okay, well now I have this new tool, it's too difficult for me to use, so I'm Going to lay one more example on that kind of surfaced with me, Ray, because you did a great CPO of this is a meeting agenda. I've been working with several senior leaders and. And they've been working on how can I set up my meeting with a meeting CPO so quickly is, you know, just even laying something simple on the table in your own words. Thank you very much, everyone. I'm so appreciative that you're here for our weekly senior leadership meeting. As the, you know, as the CEO I am. I'm dependent upon each one of you to share your best thinking, to share what's going on from your perspective. So it eliminates my blind spots and I can make a more informed decision. So as we go through our agenda today, I encourage each one of you to speak freely and to help me with all the information that you have as boots on the ground so you can bring that forward. And I, and we as a team, and especially me, can make a more informed decision moving forward. So just another way, as you're thinking about applying this cpo, think about where you are in your leadership journey, who you lead, and then it goes back to that intentionality. Many times in meetings, we want people to share their perspective, and yet they don't, and they lean back. But that meeting cpo, and when you have them in those first few minutes, don't pass up that opportunity to share with them your expectations and desires as your team and as leaders around the table.

Well, thank you, both you guys are wonderful today. Thank you for your comments and your insights. And the examples are just. They're magnificent. We have lots of examples. And if you want to learn more about starting a meeting, running a great meeting, I mean, I guess we're not the sexiest company in the world, but what we do is we help people have a better meeting. That's just. That's really the fundamental work that we do. There's a lot of people talking about it, and there's a lot of theory out there. What I think Colleen and Kathy provide are some very specific practices that will turn theory into useful practice. And I love one other comment. Always practice like the lights are on. Practice as though this is a real meeting. This is a real situation, which the three of us attempted to do today to the best of our ability. Thank you for listening to us here at JLC Media, and feel free to reach out to us at any time if we can help you with a discovery, conversation or anything that you're working on. What we do. Take care, Be well Thanks for joining us. Sincerest thanks for listening to this episode of the Everyday Leadership Conversations podcast. The Jorgensen Learning center offers a variety of programs for individuals and organizations to enhance their communication and leadership skills. To find out more about programs and upcoming webinars, check out our events page@gojlc.com.