Matt Eventoff

Portions originally in USA Today

“If you had to identify, in one word, the reason why the human race has not achieved, and never will achieve, its full potential, that word would be ‘meetings.” – Dave Barry

We all attend them, participate in them, and to varying degrees, loathe them. The meeting. One study estimates that executives spend close to 1Ž2 of their time, during working hours, in meetings. Numerous studies, with varying results, estimate over 10 million meetings occur – each day.

A decade old University of Arizona/University of Tulsa study found estimates of meeting expenses range from costs of $30 million to over $100 million a year – a decade ago! Meetings can be an organizational “silent killer” as you are literally losing money while ruining morale. If an organization found a project that was continuously losing money, leading nowhere and causing top flight employees to leave, what do you think it might do?

I have worked with countless senior executives whom have meetings scheduled every hour, on the hour. No time to return phone calls. Or use the facilities. Or think. When I ask when the executives actually do the work, the answer is always the same – at night.

If you are in meetings all day, an organization doesn’t just lose productivity, employee satisfaction and a boatload of money. It loses groundbreaking ideas, new concepts and new approaches to handle a dynamic marketplace. In other words, it doesn’t just cost thousands today; it will cost many more thousands tomorrow.

Here are steps you can take today to save a lot of money:

1. Set an Agenda – Not just an agenda stating what is going to be discussed. An agenda should also have a…

2. Clear Call to Action – What is the purpose of the meeting and what should be accomplished? What does success look like? A document? A decision? An agreement? Even if you don’t achieve every objective, have clear objectives laid out, in writing, and discuss where you are with each before the meeting ends.

3. Clear expectations for every employee – Who is responsible for what, both before the meeting begins and when it wraps up? Who is responsible for following up? Articulate this out loud – assumptions are a dangerous game.

4. Pre-meeting homework – I have sat through hundreds of meetings at myriad organizations, and invariably a few people come un-prepared. A defined agenda with clear goals, defined assignments and a clear call to action get people thinking before they enter the room. (Hint – you want this).

5. Hard start and end times – all meetings can get off track – a lack of preparation and clearly defined goals guarantees this will happen, which will lead to…. another meeting.

6. Break the cycle – have two less formal meetings a week, and see what happens. Give defined assignments and give people a bit more time to accomplish them, rather than just scurrying to create a last minute work product in their “free time.”

7. Film a few – sounds tedious, and you certainly don’t want to film every meeting, but if you lead over 25 meetings a year, the one hour investment of watching the tape will show you where meetings go off track, and where you lose time.

8. Communication Practice – If you were paying each employee by the hour, meetings would be a lot more concise. It is critical that every member of your team knows how to a) put together a message and b) deliver that message accurately, concisely and clearly.

Time is a precious commodity, and it is crucial that employees can convey and articulate concepts, arguments and facts succinctly and quickly. Senior executives simply don’t have time for an employee to take twenty minutes to make a point that could be made in two.

There are 3 things every executive, business owner and employee needs to know about any crisis:

Crisis Fact # 1 – They usually don’t occur on a Tuesday afternoon in the summer when things are slow, all key personnel are available, and everyone has free time.

Crisis Fact # 2 – The crisis itself is often not what causes the most harm to an organization or an individual – the response is.

Crisis Fact # 3 – Results usually mirror preparation – a prepared organization suffers less collateral damage for a shorter period of time than an organization that is “learning as we go.”

Part I of this series addressed the first 5 steps to address when developing your organization’s Crisis Response Blueprint.

Here are 10 more things to consider… today:

1) Voice

Who is the voice of the organization? Is there more than one? How many lines of business is the company involved in?

Should it always be the CEO? (Answer – it depends) Who communicates internally? Externally? Who ensures that your business continues to operate even as the crisis develops?

2) Get your lists together

Media contacts? Adversaries? Advocates? Stakeholders? Who, outside of your organization, will speak positively about your organization in crisis? How about negatively? Who are the most crucial regulatory contacts? Trying to put these lists together in the midst of crisis never works.

3) What do you say?

Do you say anything before you know anything? Failing to respond, or saying “No Comment” says a lot more than no comment.

This is where preparedness training, drills and live simulations really help to prepare key executives and spokespersons for the real thing.

What if there are reports of injuries? How are you receiving information? There will be a lot of incoming requests for information – how will you reach out to stakeholders that are not yet beating down the doors?

4) Stop and breathe.

Practice putting yourself in a semi-stressful position through crisis response drills. Warning – this is absolutely not a substitute and not representative of what you will feel like in the middle of a crisis.

What it does do is prepare you to know how to breathe properly to control epinephrine and control your heart rate. I have a number of breathing techniques I favor

5) What does the filtration system look like?

In a crisis, there may be a number of parties who want answers and access public, victims, press, regulators, investors, elected officials – who filters each call and determines who answers; what are the answers for each?

6) Who is monitoring social and web media?

What is the process of answering questions and comments online? What does the strategy look like? Whose responsibility is this?

There are a number of excellent social media crisis communication professionals – having contact with one is never a bad idea.

7) Opposition Research

Every real political campaign not only researches the opponent, the campaign also researches its own candidate to determine what might “pop up” at the most inopportune time.

Do a comprehensive internal “opposition research” report on yourself – what else will come to light in the face of a crisis? What else should be on your radar screen? What are your answers?

The reality is that any negative information that has ever been identified, or may exist, about the organization and key executives is

8) Inside/Outside

Do not forget to communicate internally! This point is important enough to mention twice.

How you handle yourself during a crisis sends a strong message to employees, and a star employee who is a little rattled is a star employee who is looking.

9) Spokesperson

Make sure your spokesperson(s) is trained and media ready – this is one area where on the job training never works! Being a spokesperson in the midst of a crisis is a brutal job to begin with – doing so with no preparation is not only unwise, it is unfair – and will hurt your organization.

10) Pay Attention to Borders

If you are a multi-national or do business abroad, how does a crisis abroad affect your business here? What are your answers? Who is doing the answering?

Recent corruption allegations against major multinationals that occurred thousands of miles from US borders still got a lot of media attention in the US.

“When one teaches, two learn.” – Robert A. Heinlein

I recently returned from conducting workshops throughout Japan on behalf of the State Department, U.S. Embassy and Consulates with one goal – to teach Japanese executives, future leaders and top college students how to incorporate “Western” communication and presentation skills into each individual’s communication repertoire.

Japanese students are taught very differently than are U.S. students, and the expectations for speeches and presentations are different. Lectures are lectures, and questions from an audience are rare. Emotion, regardless of topic, from a presenter is infrequent. Powerful openings, calls to action and use of story are not the norm. Developing a very clear, coherent and compelling message is not taught. Frequent interaction with the audience isn’t either.

My job was to present ideas and methods that were completely contrarian to those methods…and it worked. Audience members had an immediate chance to implement these new lessons and give presentations, which is where my teaching stopped, and my learning began.

So what can communicators from the West learn from our counterparts in Japan?

1) Courteousness – Lecturing to hundreds of people, not once did someone look at their Smartphone – a regular occurrence in any U.S. audience. All eyes remained on the speaker. The advent of “smart” devices has a distracting effect on audience members, and while a speaker might be ineffective at delivering his or her message, that does not mean it is acceptable to be impolite. One thing we can all learn from the Japanese is how to be an audience. No smartphone use, no banter while someone is speaking, and plenty of support for colleagues who are willing to try new things;

2) Open Minds – I present in a way that is completely different than what many Japanese audiences are used to – I involve the crowd throughout, walking around, and making the entire workshop is interactive. People tend to cast a skeptical eye toward someone imparting information that runs contrary to the information, and communication method, they have learned for decades, and utilize now in the working world. That did not happen – each audience member, no matter how skeptical, shy or nervous, participated and approached each exercise with an open mind.

3) Support – Presenting can be scary. Presenting in a second language is even more intimidating. To a person, each and every speaker had the full attention, encouragement and support of the audience – it was amazing. Each participant utilized learned techniques immediately, and everyone participated – not an easy, or comfortable, thing to do. The peer support made all the difference.

Empowering Japanese students and future leaders with additional tools to communicate even more effectively makes for a stronger Japan, and that benefits us all. In a world that grows increasingly smaller, the opportunity to interact and become stronger cross-cultural communicators is crucial to our mutual success.

コミュニケーションに関して世界が日本から学べるもの

「教えるのは1人だが、学ぶのは2人である。」-ロバートA.ハインライン

私はある１つの目標のため、国務省とアメリカ大使館、領事館の代表として日本中でワークショップを行い、最近帰ってきたところです。その目標とは、「西洋の」コミュニケーションとプレゼンテーション技術を個人のコミュニケーション・レパートリーに取り入れる方法を日本の経営陣や将来のリーダーたち、最も優秀な大学生たちに教えるということでした。

日本の学生は米国の学生とは非常に違った方法で教育を受けており、スピーチやプレゼンテーションへの比重の置き方も異なっています。講義はあくまでも講義であり、聴衆からの質問は滅多になされません。いかなる話題であろうとも、話し手が感情をあらわにすることはあまりありません。話の冒頭を印象的にしたり、行動を促したり、物語を引用したりすることも基本となってはいません。明確で首尾一貫した説得力のあるメッセージを展開することは教えられていません。同様に、聴衆と頻繁な対話をすることも教えられていません。

私の仕事は、彼らのこういったやり方とは正反対のアイディアや方法を提示することであったのですが、うまくいきました。聴衆メンバーは、新しいレッスンをただちに応用してプレゼンテーションをする機会が与えられました。そして、そこからは私の教えることはなくなり、今度は私が教えられる番となったのです。

さて、西洋出身の話し手は、対する日本の話し手から何を学ぶことができるのでしょうか？

1) 礼儀正しさ－数百人を前に講演をしていると、アメリカの聴衆ではよくあることですが、誰かがスマートフォンに目をやることが一切ありません。全員が話し手に目を向けています。「高性能」機器の出現は聴衆メンバーにとっては気が散る要素であり、講義中の話し手はおそらく何の影響も受けないからといって無礼な態度をとることが許されるわけではありません。私たちすべてが日本人から学べることは、いかに聴衆となるかということです。スマートフォンは使わない、誰かが話している時にはひやかしたりしない、新しいことに挑戦している仲間たちを一生懸命に応援することです。

2) オープンマインド－私は日本人聴衆の多くが慣れ親しんでいる方法とは完全に異なる方法で発表をします。つまり、始終群衆と関わりあい、歩き回り、ワークショップ全体を対話的にするのです。人は、自分が何十年もかかって学び、現在の仕事環境において活用している情報およびコミュニケーション手段に逆らう情報を伝える人間に対しては懐疑的な目を向ける傾向があります。しかし、それが起こらなかったのです。どんなに懐疑的、内気、もしくは神経質であろうとも、各聴衆メンバーはそれぞれの練習に広い心を持って参加し、取りかかりました。

3) サポート－発表をすることは人に恐れを抱かせる可能性があります。第二言語で発表するとなると、さらに恐ろしいです。どの話し手も、その人に対する聴衆の完全な注目、励ましとサポートがあり、素晴らしいものでした。それぞれの参加者は学んだ技術をただちに利用し、全員が簡単でもなければ必ずしもやりたいものではないことに参加しました。仲間のサポートがあってこその結果でした。

日本の学生および将来のリーダーたちに、より効果的なコミュニケーションをするためのさらなるツールが与えられることで、日本はより強くなり、それによって皆に利益がもたらされます。ますます狭くなりつつある世界において、相互に交わりあい、異文化間コミュニケーションにより強くなる機会は、私たちが相互に成功するために重要なことです。

The effectiveness of any leader is not determined during a campaign appearance or positive earning announcement, but rather during a time of crisis.

Three days ago my hometown was decimated. My place of employment as a teenager now resides in the Atlantic Ocean. Much of where I spent my childhood no longer exists. Where I married the love of my life now rests in the Atlantic.

My parents are in my residence, watching the community where they raised us for 30 years from a television, as they can’t live in theirs. My heart breaks every hour for my friends, neighbors and those people who I have never met that have been so severely affected.

There is no better situation during which to judge communication acumen than during times of crisis. This is when it matters most.

We elect politicians to lead us through crisis, not just for the ability to perform during campaign appearances. Leadership often begins when politics ends.

Our Governor has been called a lot of things, but during this crisis, there is only one word to describe him – Leader. From days before the storm to every minute, literally every minute, since the storm, a true leader, and an example of how to lead in crisis. A leader – from a communication perspective and every other perspective. Thank you Governor.

Our President is at the precipice of one of the biggest events in his life. Within one week his own personal history will change dramatically, one way or another. So where was he? Not playing politics, but leading. He is a man who was initially elected largely due to his ability to communicate. Paradoxically the President has also stated that his biggest weakness during his first term has been his ability to effectively communicate his message. He’s getting it right when it matters most. Thank you Mr. President.

What lessons can we all take away about effective communication during a crisis from Hurricane Sandy?

1) Visibility – the Governor looks like heck, sounds like heck, has a horrible cold, and has been visible, quite literally 24/7. Radio, television, print – regular press conferences, updates, coordination, answers, etc. Not just platitudes and motivational speeches, but real updates and answers.

2) Leadership – often in a crisis, big or small, there is a question as to who is in charge. That does not exist here. It is clear who is in charge, it is clear there is a plan, and it is clear that there is order. What does this mean? It means some semblance of stability, in a completely unstable situation.

3) Humility – the Governor has been an incredibly harsh critic of the President, and the President and surrogates have been incredibly harsh critics of the Governor. You cannot overstate how harsh they have been. And when millions of people are hurting, the two men not only compliment each other, but also put aside differences to do what is right. There are plenty of nefarious suggestions as to why this “bromance” is occurring. “Why” doesn’t matter, “what” matters, and the “what” is cooperation, communication and stability for a ravaged region in a crisis.

4) Internal Communication – during any crisis your ability to communicate internally is crucial, as an organization’s biggest weakness is usually insiders communicating messages that run contrary to organizational messages. My friend and media expert Brad Phillips has a terrific post about the importance of this here. Federal, State and local officials throughout the Garden State are all sending similar messages, and I have to believe that is due to the level of communication that is happening between said officials.

5) Planning – We started with 2.5 million people without power. That number decreases every hour. I have driven throughout the State and see line trucks, tree-cutting trucks, contractors, etc., either deployed or waiting to be deployed. There was no way to prepare for something like this, but there is also no question this State was as prepared as could be expected. There has been effective communication throughout this disaster – that sends a message, and is one of the reasons that people have been patient so far.

Not everyone has led publicly. Thousands of heroes are getting the work done, rescuing people and saving lives. Their stories are being effectively communicated through others, and to thank them with words is insulting. You are heroes and should be recognized as such.

The men and women putting sleepless nights restoring the power to all of us, making our roadways safe and getting us back to some semblance of normalcy, you are heroes as well. Thank you.

Then there are elected officials who lead not via press conference and site tours, but through communication and getting things done. An example of that here in the Garden State is Senator Kevin O’Toole.

The Senator is known in Trenton as one of the most effective communicators in the Legislature, and has demonstrated why behind the scenes for the past 72 hours. Serving as a communication hub between residents, local officials, police, fire, educational leaders and the Front Office, he has displayed everything that is right in a leader – making sure everyone knows what is happening, what resources are available, and helping to cut through red tape to get those resources deployed. More importantly, he has led through finding what resources are not available, finding them out of state and coordinating getting them on the ground here.

I would also like to thank our local television station – NJ 12. The coverage, availability, and access to those without power made a huge difference. NJ 12 has proven itself during our most trying time, and has illustrated that the Network can compare with any of the “majors” in New York and Philadelphia. I can only speak for my own household, but you have a daily viewer for life here.

I would like to thank NJ BIZ, which continues to be the go-to source for New Jersey business news, and will be a crucial resource to all of us in the coming years. We are lucky to have you as a resource.

My heart is touched as I watch brave business leaders throughout my State who haven’t slept in the past 96 hours like Joe and Mike Jingoli, Frank DiCola, Chris Paladino and hundreds of others, do everything possible to help employees and their communities before even thinking about business.

Having spent weeks on the Mississippi Coast following Katrina, I have an idea of what is to come, and know how hard the next few years will be. Communication challenges at the outset hampered the recovery during Katrina and I am hopeful that effective communication from the outset this week will continue to speed the recovery process after Sandy.

I am heartened by the teamwork millions of people around the State that I am so proud to call home are already showing, opening homes and hearts to friends and complete strangers. We will get through this and be even stronger.

MTV owes this region a year of nonstop, daily coverage around stories of neighbors helping neighbors, to show the world the real Jersey Shore.

*The second in a series on global communication in the 21st Century.

Every person reading this has had a high stakes presentation or communication opportunity.

There are few people for whom the stakes are higher when speaking then Minister Nelson Chamisa in Zimbabwe.

For those who don’t know, Zimbabwe is trying desperately to be a free country, although “President” Robert Mugabe and his regime are trying just as desperately to prevent that from occurring.

Innocent civilians have been terrorized and tortured while trying to exercise simple freedoms we often take for granted. It is truly heartbreaking.

Nelson Chamisa, star of the opposition party Movement for Democratic Change (MDC) is not only a force to be reckoned with, but is one of the most eloquent statesmen in Africa right now.

He has also been hospitalized due to a brutal attack and left for dead with a broken skull in the middle of the airport in broad daylight – due to his ability to move crowds with his public speaking prowess.

Minister Chamisa is a threat to the current establishment – and it is because of his communication skills.

Chamisa is an effective communicator for a number of reasons. Here are a few:

Message – Nelson always has a clear and compelling message;
Audience – No matter whether his audience includes members of a Village or members of a European governing body, Chamisa also hits the right chord to move his crowd;
Presence – While not a tall man, he commands a room through posture, proper use of pausing and movement;
Passion – Chamisa always speaks from the heart, and always moves crowds, and individuals, when he speaks;
Timing – The average age in Zimbabwe is 18. Chamisa is in his mid-30’s, and is the youngest prominent elected official in Africa.

Nelson Chamisa is a global communicator worth watching out for on a regular basis.

* Disclaimer – Nelson is a good friend and I know that his passion, intelligence and communication style will bring change to Zimbabwe and southern Africa.