Not many organizations choose to have conferences and hold meetings where I live in northern Wisconsin. (Maybe our annual snowfall has something to do with that decision.) That means that, to do my work, I need to travel. When you stay in hotels often, you sign your name frequently. Check-in. Check-out. Room service bills. Bar tabs. Snack from the gift shop. Each form has three lines, one for your room number, one for your signature and one for the PRINT YOUR NAME command. The other day I realized that, because I paid attention in penmanship class, my signature is perfectly legible. So I declined to follow the PRINT YOUR NAME command. The server who picked up my check noticed this omission and asked, nicely, if I would print my name. “Why,” I replied, “since my signature is perfectly readable?” “Because you have to,” he announced. “Not necessary,” I answered. “I’ll have to call the manager,” he said. “Give the check back to me,” I demanded. With the offending charge slip back in my hands and tempted to lower his tip, I scribbled my name illegibly in the heavily disputed PRINT YOUR NAME space. Why, if my handwriting is a nonissue when I pay for a meal in the hotel’s restaurant directly with my MasterCard, does it become a matter of state security when I want to charge something to the hotel bill that will eventually be settled with the aforementioned MasterCard? Not a big deal, but enough of an annoyance to encourage me to find a restaurant outside the hotel for dinner the next time.

Your customers never encounter a policy or procedure problem when they do business with you, right? When was the last time you checked? Every business needs systems, policies, and procedures to function. Employees need to understand their jobs, the technologies that support their work, and the boundaries that limit their authority. Leaders need to deliver decisions in context, envision opportunities for the future, and watch budgets. Where is the voice of the customer heard? Internal systems are seldom viewed from the outside, and until they are, you can’t call yourself customer-friendly. The only way to understand how your systems and processes feel is to ask a customer. Just as it is impossible to proofread something you’ve written, it is impossible to judge your own systems with a clear eye. Asking this question of lots of customers can be an eye-opening experience, and the answers might provide some clear directions for changes that need to be made to your policies. Making things hard for your customers, even when it’s by accident, isn’t a good idea.

Believe it or not, there isn’t a right or wrong answer to this question. Leadership takes on different meanings depending on the person who leads and the people being led. On any given day, leadership can mean teaching, coaching, assigning, cheerleading, counseling, guiding, correcting, protecting, explaining, and observing. Leadership asks you to fill out forms, chair meetings, hold hands, explain decisions, think about the future, and resolve conflict. None of these actions or tasks will happen discretely; usually they’ll happen all at once. If you thought becoming the boss would give you more control of your time and tasks, think again. Like the new entrepreneur, you’ll discover that you have less control over your daily activities as you work to help and support the people you lead.

The trap I see new leaders fall into most often is the inability to see that their work has fundamentally changed. Since leaders are typically promoted because of their technical skills in an area—they were really good at dealing with customers so they were promoted to lead others who interact with customers—it is predictable that the new leader will continue to practice the skills that got them the promotion rather than understand that they have a whole new skill set to develop. No one has explained that their primary responsibility has shifted from doing to helping others do.

Since so few organizations provide the forum for discussing and learning leadership skills, you’re going to have to have the discussion with and for yourself. Start by asking yourself what leadership means. Review your opinions of those who led you in the past. What did you admire about their behaviors? What behaviors did they exhibit that actually got in the way of your doing your job?

Identify the best leader you know inside your organization and invite them to lunch. Ask them to describe their view of leadership and how they developed it. Then, seek the company of a leader you admire outside your organization and ask them the same questions. Compare the responses. You might be surprised by how much the culture of an organization influences perceptions about leadership. If you have the time and opportunity, have this same discussion with a few additional leaders. But, make sure you do at least two.

After your research is done, go back to the original question. What does leadership mean? and answer it for yourself. This is a pencil and paper answer. Write your own definition of leadership and post it where you can see in it your office, put it on the back of one of your business cards and carry it in your wallet, and make it the screensaver on your computer. Just don’t chisel it into stone. As you grow into your role as a leader, you’ll probably want to revise your definition. Not because your first answer was wrong, but because your later answers will be better for the experience you’ve gained.

Tip 43: To Meet or Not to Meet—Study the Question.

How many times have you accepted an invitation to a lunch meeting only to realize that you spent an hour and a half on something that could have been done in a 5-minute phone call or a 10-minute memo? The higher you go, the busier you get. And the meetings you attend must count. If you get a reputation for conducting useless meetings, the busiest and best people won’t show up.

If you’re asking to attend someone else’s typically unproductive meetings, defer with one of the following: “Is attendance mandatory?” “I’m unavailable. Is my attendance important enough to change my schedule?” “Could I send a representative?” “Would you mind if I offer my input in writing or by phone?” Others will generally surmise that you expect meeting time to be well spent.

Tip 44: Call a Meeting Only for the Right Reasons.

When you call a meeting, make it significant and be prepared. In a client situation, you may have been working on a deal for months that will either thrive or nosedive on a single meeting. The higher you go in your own organization, the more expectations others have for your abilities to conduct yourself in a meeting–either as a participant or leader. Take things seriously.

Skip the meeting if you have nothing special to discuss, if you don’t need others’ input, if you have already made up your mind about what you plan to do, or if getting others involved would only complicate your plan.

Do call a meeting if you need to present information to a lot of people quickly and you don’t want to write it, if you want input from others on your idea, if you want to gain “buy in” from the team, or if you want to motivate and energize the team about the idea.

So how about the wrong reasons? Meeting as a substitute for work. Rubber-stamping a decision. Complaining. Demonstrating power to make everybody show up. Because joy and misery love company, sorting out true motivations may require some soul-searching.

Tip 45: Set an Agenda.

Some people think that agendas lend too much structure to a meeting, that people can’t be spontaneous, or that the atmosphere will be too formal. Nonsense. That’s like saying if you plan for a vacation by packing the right clothes, arranging for transportation, and deciding on a destination that you can’t relax and be spontaneous along the way.

If you’re leading the meeting, set an agenda. Use active verbs, summarize in a sentence the issue at hand, and let the group know what you expect on each issue–“for discussion only,” “for their information only,” “to collect your data,” or “for decision.” Whether you stay right with the agenda or take a few minutes’ detour, having an agenda will give others a little peace of mind that the meeting is going somewhere.

Tip 46: Start with the Most Important Idea or Issue and Work Backward.

There’s a great temptation to begin with the routine matters–the FYI items. But the all-too-frequent problem is that when you save the most controversial and important item until the last, you run out of time. Maybe a Freudian move?

Tip 47: Own the Setting.

If you plan a clandestine affair, go for a dark bar with soft music. If you want an energized group, go for a well-lit poolside table. If you want an informal chitchat session, try somebody’s office. If you want an equal, on-target exchange, look for a conference table in neutral territory. If you want authority and a no-nonsense atmosphere, schedule the boardroom. If you want to play host-and-guest, provide coffee and snacks in a parlor. Whatever your choice and purpose, if you’re in charge, be comfortable with and “own” the surroundings.

Tip 48: Stay Out in Front if You Intend to Lead.

Nothing frustrates more meeting attendees than having a supposed leader who doesn’t lead. State your role at the beginning and what authority the group will have. Do you intend simply to facilitate a discussion? Will you let them set the process and agenda? Do you intend to tell them how you will discuss each idea and come to a decision–consensus or vote? Do you intend to have the final say or will the group have authority to make the final decision? Are you going to keep the discussion moving or abdicate that responsibility to others randomly? Are you going to be a silent observer on each idea or do you plan to put in your two cents worth? Are you strong enough to stop a feeding frenzy should the stronger people begin to attack the weaker person’s ideas? When the group starts spinning its wheels, be there with a comment such as: “Where do we go from here?” “What’s the solution?” “Which way do you want to do?” “Let’s back up and redefine the problem.”

Tip 49: Encourage Participation from Others—If You Want It.

Some meetings serve only to inform. If that’s your purpose, tell the audience what you’re going to tell them and be done with it. But if your intention is to generate ideas, get feedback, or come to a decision, you may need to take a more active role in encouraging participation.

Try these techniques: Ask for a show of hands on an issue. Toss out an open-ended question and see who takes the ball. Toss out an open-ended question and suggest that you go around the circle and let everyone give his or her views individually. Present your question or issue in writing, give all members a copy, and ask them to jot their responses quickly. Take up the responses and read them to the group for reactions. Invite nonparticipators by name: “Carl, we haven’t heard from you–what do you think?” Finally, you might assign two or three people a devil’s advocate role and ask them to toss out any objections that they can think of.

Participation takes effort, and some people are too preoccupied, uninterested, or tired to contribute without encouragement.

Tip 50: Don’t Set People Up to Refute You.

If you’ve already made a decision and intend simply to present the decision at a meeting, say so. If you still have doubt that your decision or planned course of action is the best, say so. But not like this: “I’ve decided to do X unless someone has a serious objection.” Few will have the chutzpah to speak up. If you want to get feedback whether or not you plan to change your mind, try something like this: “I’ve decided to do X. What do you think the fallout will be from our customers/employees/management?” or “I plan to proceed with Y; what positives and negatives do you think I might have to deal with?”

Tip 51: Discuss Taboo Issues Anonymously.

If you know certain issues are hot topics and politically dangerous to careers, you have to work hard at creating a safe environment. Consider doing an anonymous survey on the issues and simply “reporting the results” for discussion. Or, you can quote anonymous sources from the grapevine. Say: “Someone has expressed the fear that….How do you think we can handle that fear?” “Other people have stated that they don’t intend to…What would make people feel that way? What suggestions do you have for convincing them otherwise?”

Tip 52: Participate; Don’t Pout.

Even if you didn’t want to attend and “you’re there,” be there. Listen to what’s going on rather than fidget with your paperwork, glance at your watch, or roll your eyes. Your body language can speak volumes to those who think the meeting is important and do want your ideas.

Tip 53: Summarize Frequently.

Whether or not you see your official role as the summarizer or leader, if no one takes on that role, do so. To keep the discussion moving on target, somebody had to recap what’s been said and point out the next topic for discussion.

Tip 54: Call for a Process Check Occasionally.

At times, the group process will stall. You’ll be talking in circles, covering the same territory. You’ll hear tempers flare. You’ll feel that people are under personal attack. You’ll notice that you are deciding, undeciding, and redeciding the same issues. Be the one who calls attention to such breakdowns: “We don’t seem to be getting anywhere. Let’s see where we got off track. We had started to brainstorm the Y issue. Does somebody have a more effective suggestion for moving us along?”

Tip 55: Don’t Digress, Ramble, or Sidetrack.

Determine that you’ll not be part of the biggest meeting problem of all. Stay on target. If you can’t remember the issue, jot yourself a note as the group moves from agenda item to item and refer to it often. Not only is the agenda topic important, but also you should keep track of where you are in the process of dealing with each topic. Are you into the overview? The analysis? The idea-generation phase? Suggesting solutions? Testing agreement on the proposed solutions? Don’t be two or three steps behind everyone else.

Tip 56: Omit War Stories.

While they have an audience of admirers, some people fall to the temptation of telling war stories, sharing inside jokes, and recounting wonderful things they once did. Unless time is of no importance to the rest of the group, don’t.

Tip 57: If you Don’t Have Something to Say, Don’t Say It.

Participating doesn’t mean you should necessarily feel obligated to comment on every issue. If someone hands you the baton and you have nothing to contribute, pass it on: “I think everybody has already expressed my views.” “I don’t have an opinion one way or the other.” “I don’t know a thing about the subject and don’t want to confuse the issue.” “Thanks, I’ll pass.” People will love you.

Tip 58: Don’t Set a Pattern of Expressing the “Downside.”

Yes, you will disagree from time to time and make a valuable contribution by expressing that differing viewpoint. But don’t make it a pattern. Offer solutions and encouragement when the others get down, dumb and defeated.

Tip 59: Disagree Without Being Disagreeable.

Never let yourself become a victim of “groupthink,” a condition in which group harmony becomes more important than results. If the purpose of a meeting is to generate ideas and get input, by all means speak up when you disagree. Just don’t be disagreeable. The difference is attitude.

Tip 60: Don’t Invalidate Others’ Feelings.

Examples: “Jim, I don’t know why you’re so punchy about that.” “Jennifer, there’s no reason to get so defensive.” “It’ll be okay, Javier–really, it will.” To say or imply that people don’t have a right to their feelings makes them robots. People do not live by logic alone.

Tip 61: Use Another’s Question As Your Platform.

An excellent way to get a message across without having to hog the floors is to look at someone’s question as a platform–an invitation to speak up. Have your prepared message ready and look for the opportunity to step in when someone raises the appropriate question. You’ll be accomplishing your goals on someone else’s time.

Tip 62: Be Flexible on the Issues.

We’re not talking about flip-flops like the politicians make–whatever the polls support today they “believe” tomorrow. Instead, be open to the facts and flexible in your feedback. The purpose of meetings–most staff meetings anyway–is to exchange ideas. If someone presents facts and sways your opinion, don’t hesitate to change your position. That’s not being wimpy; it’s democratic.

Tip 63: Listen to What’s Going On.

Consider listening to be more than the absence of talking. It takes careful attention. And listening increases in difficulty as the number grows from one person to a group of individuals all competing for airtime. Listen and interpret so that you’re not the one who’s always asking for a repeat of issues already discussed and clarified.

Tip 64: Remain Seated if You Want to Emphasize That You’re Tossing Out Ideas “Off the Cuff.”

Bringing up an idea while seated plays down your forethought and preparation. It conveys that the ideas are spontaneous and relevant to the issue at hand. Your position says that you’re on equal footing with the rest of the group and that you encourage give-and-take. As a result, you’ll probably get feedback, pros and cons, agreement and disagreement.

Tip 65: End With Impact: Don’t Just Fade Away.

If you’re presenting an idea, don’t limp away with a sputter. Don’t simply drop your eyes, tune out with body language, or let others grab the floor and run away with it. Bring the discussion to closure. Summarize your idea, the pros and cons mentioned, any decision made, and suggest the next follow-up step. Also take responsibility for the fate of the entire meeting. Do your part to make it successful. If the meeting is unproductive and disruptive, decide on the corrective action you’ll take next time to change the dynamics.

Tip 66: Don’t Sound Like a Broken Record.

Present your idea and support it. After a fair hearing, if the group nixes it, move on. Bring that discussion to an end and meet the next agenda item head on. Nothing irritates others more than having someone continue to bring up a pet proposal or peeve and whine, whine, whine.

Tip 67: Withhold Your Ideas Until Last if You Want to Encourage Others’ Input.

This strategy makes sense if you’re in a position of power to make the final decision. If you state your views first, your team may lapse into groupthink and let the matter pass without expressing concerns or opposing views. When that’s the case, toss out the issue, minus your opinion, and ask for others’ reactions first. The responses may be more honest.

In any case, don’t announce your decision or plan in such a way that people have to “refute” or “oppose” you to give you feedback. If you want feedback and forewarning of the difficulties, make it easy for people to speak their minds.

Audience: stockholders, members of the press
Message: We’re slowly turning the company around now in a difficult environment.
Tone: formal
Timing: will vary, depending on insertion of financial, managerial, and legal details

Good evening, ladies and gentlemen. I am (name), president and chief executive officer of (company). With pleasure, I welcome each of you to the company’s (number) annual shareholders’ meeting. Let me first introduce our Board of Directors.

[Introduce members.]

These people have served with dedication, integrity, and indisputable expertise. And as you know, they stand today for re-election to another one-year term.

Our corporate secretary will now take the podium to describe the steps necessary to officially convene today’s meeting and observe our legal requirements. Then I’ll update you on our year’s progress.

[Insert details of opening the meeting, election of board members, and collection of proxy votes for any matters before the shareholders.]

With those details out of the way, let’s review the year. We began in the wake of the biggest downturn in our industry in recent history. To say the least, as management, we were uncertain what the year would bring. Investors were cautious, keeping our shares at $(amount) for almost (number) months. Although we faced a difficult environment, (company) became stronger despite these difficulties. There’s an old saying that “adversity builds character.” Certainly, we built character this year.

Despite the environment and discouraging start, we reached several milestones. We’ve started and finished a solid foundation for our future. Let me get specific about what we’ve done in four areas: international marketing, customer service, new product development, expense cutbacks.

[Insert details in each of these areas.]

To spearhead these efforts I’ve just outlined, we have a superb new management team in place. (Name) and (name) you already know for their past excellent performance: (first name) in the area of (position) and (first name) in the area of (position).

I’m also pleased to introduce some new management team players who’ve joined us this year and already have made some impressive decisions that resulted in dramatic turnaround results.

[Insert names of new management team members.]

This new team is a welcome addition. They are all outstanding professionals with the skills and knowledge to strengthen the areas we identified in past years as strategic to our growth.

But to get specific about these dramatic changes I’m referring to: First, at a time when others in the industry have been forced to cut back on [insert detail], we have expanded our services in the area of [type].

Another of our strategic accomplishments has been to [continue with accomplishment details].

In the area of internal controls, we’ve added to the training plans for our key personnel and gained control of hiring and compensation practices. We’ve attracted many new star performers in key slots and our turnover of staff has fallen sharply—roughly by (number) percent.

In (month), we expanded our participation in [overview program].

In the areas of communication—telephone and data-processing—we have made tremendous strides. You could say we’ve gone from quill and ink to lasers and modems. Thus, our state-of-the-art equipment has provided us with the opportunity to concentrate on customer services and quality,… rather than on shuffling internal paperwork.

Additionally, we think we have put our ear a little lower to the ground to hear what the market is telling us in the area of [type of problem]. During the last six months, we have conducted a market research study with our own staff to learn to what extent [insert details]. The response has given us immediate insight into new ideas for services and products.

[Insert new product and service plans.]

Public awareness is another area we’ve tackled. We found that the public is almost totally ignorant of (number) percent of what we really do here. So, education of the consumer has been a major goal. To improve awareness, we’ve participated in and sponsored several events in the local community and in the larger industry arena.

[Insert details about increasing public and consumer awareness.]

These are just a few of the ways we’ve been working to strengthen our relationship with the (industry) community and local citizens. We plan to continue our promotional efforts by [insert details].

Of course, we will not see positive results of these last promotional efforts until next year.

Turning our attention to management of our finances, we’ve made these areas our priority for investing our reserve cash.

[Insert details about investments.]

Our primary aim is to generate consistent above-average return through traditional forms of investment management. With so many capital needs for personnel, equipment, and marketing, you may be wondering why we didn’t aim for home runs rather than dabbling with singles and doubles. In our opinion, the philosophy of a consistent foundation played a critical role in providing the return we needed for expansion.

In each of these areas I’ve outlined—public awareness and promotion, new product and service ideas, recruiting—we’ve made progress in a difficult environment. Our competitors have seen almost a (number) percent decline in gross revenues. On the other hand, our gross revenues totaled $(amount), with a net income of $(amount). Our share prices have maintained their value at $(amount).

Yes, it’s been a rough year. But these cyclical downturns are nothing new to people in the industry. History has shown that with a game plan in hand, the situation will improve. It is, in fact, turning around. Until that about-face is complete, we have reorganized to survive and even grow in these circumstances.

We’ve pared expenses and increased efficiency.

We’ve added services for our customers and quality to our products.

We’ve changed our management team’s philosophy from “wait and see” to “go and tell.”

We’ve let the community know who we are and have built stronger relationships in the process.

Without a doubt, our (year) achievements directly reflect the expertise and dedication of our employees, and I want to publicly thank them for their outstanding work.

We have a game plan. We’re committed. We’re stronger. And, I hope, we have your continued confidence and support. The strength we’ve built makes us a tough competitor when it’s our turn to bat.

May I take your questions now?

[Call for questions and answers.]

[Convey the results of any earlier voting.]

In closing, I want to point out that virtually all lasting structures require foundations. And frequently that foundation is the most difficult, time-consuming part of the construction. We have laid the foundation.

We have learned from the past, and the present is our platform for the future. This year we plan to continue and complete the projects that will make us strong. I’m convinced that we have the management and staff, the enthusiasm, the pride, and the skills for the opportunities that lie ahead.

Audience: stockholders, members of the press
Message: Our steady growth continues.
Tone: formal
Timing: will vary greatly, depending on the insertion of financial, managerial, and legal details

It’s my pleasure to welcome you today to our (number) annual meeting of (company) stockholders. Your copy of this year’s annual report should now be in your hands—a report that reviews our (number) years of continued growth.

Last year can certainly be tagged as one of the most turbulent in the history of our industry. Negative impacts ranged from a troubled world economy to declining [insert specific problem faced during the year], to increasing costs for [insert details]. Yet we weathered those challenges. We made substantial progress on a number of fronts.

Although the year started off like a bad joke, the punch line has been this: We achieved sales of $(amount) and revenues of $(amount)—setting a record for the (number) year in a row. Our earnings totaled $(amount), a record surpassed in only (number) years since we opened the doors. We saw new investments of $(amount) in the future growth of the company, our total assets being $(amount). The price of our shares has risen from $(amount) to $(amount) during this past 12 months—a direct reflection of our steady plodding even in troubled times.

Of that total investment, we funded [type] programs. Additionally, we joined other groups in participating in [type] activities.

[Insert details about new product lines and services.]

Our involvement in all these areas looks promising. Specifically, we’re excited about our ongoing research into the field of [type]. Never before have the possibilities been so ripe for plucking.

[Insert research details and practical applications.]

Now that we know what the potential here is, we owe it to the public and to you to continue to move ahead with our quest into this new technology. What’s taking place in our laboratories today will create a healthier, happier, safer world tomorrow.

Congress has made great strides in correcting the problem of [type]. We are encouraged by recent tax legislation to [overview purpose of legislation].

If our timetables are accurate, we should see an impact from these new programs and tax changes in the last quarter of the year. We are resolved to succeed in keeping our rates competitive and accomplishing a smooth transition in current programs.

We want you to know of some current field-testing in the area of [type]. The results of these field-tests should prove valuable in assessing [purpose of the testing].

We are also pleased to report that we have no litigation pending at this time. That’s a welcome change. For the past few years, I’ve listened to our legal staff and the opponents argue versions of the childhood chant: “Did.” “Did not.” “Did.” “Did not.” Thank goodness, we’re now at peace with our neighbors and colleagues. Our patent infringement suit filed against (competitive company) was settled in our favor in (month, year). With the $(amount) we were awarded, we plan to [overview plans for funds].

We do have some discouraging news, however. Our foray into the (type) market has not been promising. We’ve learned several things. First, [insert details]. Second, [insert details]. Our plans to turn this around next year include [insert details].

In the end, all of us understand that it isn’t enough to run every program and then immediately define its success or failure only with the short-term numbers. All I can say is that we’re going to keep it under the microscope.
As you can see, this was a year of steady operation and consistent growth, as well as one of new direction. Our financing program was improved by an additional upgrading of the company’s debt and preferred stock rating: A vote of confidence from the financial community.

The fortunes of the company have improved dramatically since our beginning, (number) years ago. The price of our stock has gone from a (year) low of $(amount) to this year’s high of $(amount), an accumulative return of (number) percent.

Fundamentally, we are a sound company. We have a substantial net worth of more than $(amount). We are a broad-based enterprise with a recognized diversity and world-wide presence.

(Company)’s performance during (year) demonstrated a sound financial foundation and an efficient operation. We expect to continue that situation. And we have every confidence that our (number) years’ experience in the (type) industry and our pioneering spirit will take us in new directions,… at the most appropriate junctures.

So what are our most important goals? Making your corporation more competitive globally. Our primary objective continues to be to enhance the value of your shares over the long-term and maintain or improve your dividend. The (year) actions we’ve planned to meet this objective include

[Insert details of key goals for the upcoming year.]

I’m sure those goals have brought some issues to the forefront of your mind. What questions do you now have?
[Take questions and answers.]

Thank you for coming today. It’s been very pleasant for me to be here among new and former friends. And, I might add, it’s also been nice to report to you on our continuing successes and our optimistic future.

I’ve done my best to use this time to give you a detailed snapshot of how I see our company. An impressive picture, we think. And our research reflects great things to come. We plan to continue our growth and repay your initial and ongoing confidence.

In short, we plan to rekindle your excitement.

Welcome stockholders by making them feel a part of the company.

Present a state-of-the-company summary, including your financial position, new product or service information, marketing issues, ongoing research, pending legislation that will affect you, pending litigation, management and staffing changes. Also include comments on the negatives, particularly responding to press coverage and downturns in the economy.

Overview your plans for the future.

Invite the stockholders to ask questions or offer suggestions about the organization’s operations.