Mark Evans describes how his frustration in recurring meetings spreads negativity to his whole team. He found that delegating operational tasks with clear expectations improved both his mood and team output, while visionaries joining these meetings tend to scatter ideas and create bottlenecks instead of solving concrete problems.
make a list of what you don't like. And again, like you said, this takes time. You know, these meetings, I feel angry or I feel happy or I feel motivated or I feel demotivated or I feel deflated. Like me showing up only makes it worse because I'm going to scream, yell, cuss, freak out. Not only does it derail them, it derails my day. So, and again, as opposed to like, okay guys, empower them, give them the tools. Here's what I need back to you. They're going to handle it way different. And shit, it still worked. It actually worked better because I didn't have a negative day. They got, you know, they got to do their thing. But there's problems. We're the bottleneck in the operation side of things anyways, right?
Like we're the visionaries. As soon as I get on a phone call, I start scatterbraining different ideas, dude. And it just takes people off the path of actually implementing the blocking and tackling that they need to do on a day-to-day basis. When I come in there and visionaries step into those operational meetings, dude, we start talking, we start throwing out ideas, dude. It just takes everybody off their path.
