Meetings Should Matter

Oct 1, 2025

Death by Meeting

This is the title of Patrick Lencioni’s 2004 book. It proclaims what many of us think but don’t say out loud: Our meetings can often be ineffective and a waste of precious time. What comes to mind is distinct memories of an organization in my past where we had meetings to have meetings.

Ever had a meeting, and thought, “what was the point?” I already know the answer. It is merely a punch in the throat to get us thinking about how we can make them more effective. How can we build out formats that deliver a better use of time with greater intention, and at the end…have a point?

Maybe we should write a new book, like Success by Meeting. What would the differentiator be? I don’t think it is in the vision or the inspiration wrapped around a cause. Most organizations have a clarity of purpose. I believe the pivot is the WHY into HOW. It is in the clarity of action. I believe we are great at ideation, but executing those ideas… is the gap in meetings.

Meetings must have a Blueprint 

That is what Lencioni was alluding to. We transform from one type of meeting to another. To a more disciplined meeting model that reduces ambiguity and waste by fostering passion, directing purpose, AND THEN culminating in an aligned course of action.

He proposed a four-part meeting model to improve engagement and productivity: a Daily Check-In for quick alignment (under 10 mins), a Weekly Tactical Meeting to address immediate issues (45-90 mins), a Monthly Strategic Meeting for in-depth discussion of critical organizational topics (2-4 hours), and a Quarterly or Bi-Annual Off-Site Meeting for high-level strategy and team development (1-2 days).

I wholeheartedly believe the most effective meeting format is the Check-In Meeting. A consistent meeting that provides a “pulse check” forum with team members (a.k.a. the implementors and front-liner contributors doing the work in real time). I also believe it not only precedes all the other meetings, but it also exists as a necessary meeting format in the midst of implementation, and especially after all the meetings to ensure follow-through. Adoption will always be the critical element of any endeavor. Checking in keeps whatever the thing is top of mind and directs specific action towards its’ successful output.

Bottom line, a meeting is only as good as the action it directs. So, when we have a meeting, we need to have a point. It’s so much better for the attendee.

How important are the components of meetings? 

Aristotle famously stated, “The whole is greater than the sum of its parts”. Yes, this concept can be true that a combined whole creates something more meaningful or powerful than its individual components could achieve on their own. As it pertains to meetings, I contend “The whole is made great because of the sum of its parts”. It is what we promote and permit in the meeting that creates a culture of effectiveness.

Simply put, meetings must have a clear “what, why, how, and to what extent”.  Every component in that meeting must clearly answer those questions. It needs to consider an active engagement of all parties with a shared vision, cohort interaction, collaboration of insight and best practices, clear behavioral expectations, and a defined follow-up and follow through action plan. This can happen in 10 minutes or 2 days. Time isn’t the thing; it’s clarity of action. As Marie Forleo said, “Clarity comes from engagement, not thought”, or hosting a meeting just to talk about stuff.

We are about to have the second of our bi-annual leadership summits. We are intentionally and collaboratively looking at how we ensure the meeting has purpose and a defined action plan to follow. We are making it more an experience of sharing best practices towards the goal of clarity of action. We want people to leave inspired AND equipped to do what needs to get done. The emphasis is on the action that follows. We want the meeting attendees to all have an aligned answer to the question…what’s the point? The effectiveness will be revealed in the answer.

If you’re interested in developing effective meetings, consider the following questions.

• What is your definition of an “effective” meeting?
• How are meetings currently seen by your organization, departments, and/or team?
• What is your current blueprint for meetings?
• What elements make them effective?
• And if they are seen an “ineffective”, what needs to change?
• What is your post-meeting adoption strategy?
• If I asked someone to assess their last meeting with you, what would they say?

Executing Culture; Part Two How is it?

Sep 2, 2025

From “who?” to “how?”

Besides the obvious rearrangement of letters, these two words take us on two journeys. The first answer is what we want to find in establishing a culture by focusing on who is executing it well and why. Who Does Culture Well? That was our last blog. The second represents a reasonable follow-up. If we know ‘what’, specifically the ‘who’ with a backdrop of ‘why’, the next most important and logical question is ‘how’.  How Do We Do Culture Well?

How does an organization ensure a team member can deliver a clear set of behavioral expectations? Expectations are designed with the intention of establishing a desired cultural experience. How does it get others up to speed in knowing, executing, and even cementing these expectations into second-nature behavior?

I have always said that culture is an outcome. It is a byproduct of particular things done or not done that trigger a response in the other party. Good or bad, culture is a result of action. Actions can be what the team member does, and, perhaps most important, what the leaders do to guide and empower the team member to execute those preferred actions. Which means it comes down to choices. How do we influence the choice?

Teach Me, Show Me, Let Me 

I like simple. If I have a desired culture in mind and want to ensure a consistent living out of the behaviors I expect to make that happen, then I need a way to help direct the actions of others. A simple way made up of three principles—three concepts that cultivate a type of knowing into a doing process for making culture happen…even if I, as the leader, am not present to see it happen.

Teach me is pure upload. It gives the team member as much input as possible to impact the output. Help them to know and understand the vision. Share the why and the distinct reason for this being a thing worth pursuing. This would include the ubiquitous WIIFM and all additional benefits to all parties involved.  Think ‘greater good’ and not just because someone said so, or maybe through stories about specific examples that provide context and reflect on what good looks like. Then, clarify the expectations. Make them clear, make them real, and make them easy to do.

Show Me is demonstrating what good looks like. It is the process of practice, practice, practice. It’s more than just practice though.  It is about practicing, getting feedback and practicing again. It is also talking about all the possibilities the expected behaviors will encounter.  Maybe presenting different scenarios for a broader perspective. Maybe through role plays and simulations. Where practice meets problem solving and creative thinking. And then we show them in real time in real situations.

Let Me is what it sounds like, and more. It is allowing the individual to cultivate their personality into the most authentic way to deliver the desired expectations. It’s also giving them something to aim at. Some type of target to guide desired outcomes. It becomes stronger when encouragement, observation, and coaching with feedback and correction comes alongside the efforts. AND perhaps most important, it’s trusting them to do it.

Bottom line, the more we learn, practice, and engage in the possibilities, the more we cement second nature behavior.  Creating a moment when a team member can pull from memory and feel confident to deliver a culture experience that is not a mistake or accident. Something that’s engrained.

How many of you have been told to do something, but not given the how to do it? 

We can create the most amazing mission statements. We can craft compelling guiding principles and core values. We can define our vision and the type of culture we have or want to have. At the end of the day, telling me what you want me to do and why will never yield the full measure of telling me how you want me to do it, as well as how much and how often. Remember, max input produces max output, and HOW goes a long way in establishing and executing a culture.

If you’re interested in growing a HOW culture, consider some of the following questions.

• Remember the definition of culture, how well do others know it?
• What kind of environment do you have in creating understanding?
• How often is it mentioned, developed, and practiced?
• How are others exposed to what is possible through your modeling behavior?
• How are you promoting observation, feedback, coaching, measurement, and recognition?
• Do others feel safe and trusted in their delivery?
• How do you reinforce the culture over time and repetition?

Want to learn more about our culture? Visit our Podcast or one of our Locations!

Executing Culture; Part One What is it?

Jul 30, 2025

Who Does Culture Well?

In 2015, a CEO in Canada asked me that question over dinner after a leadership workshop. We had been talking about the steps in building a desired culture. To create a little context, I told a story from back in the day.

There was a speaker at a conference who asked the audience a question, “Who is the best at customer service?”  Many answers were thrown out until one stood out above the rest…Nordstrom.  The speaker asked the audience, “How many of you think Nordstrom’s has great customer service?”  Nearly all the hands were raised.  The speaker said, “Keep your hands up if you have actually been in a Nordstrom’s store.”  More than half the hands went down.

I have heard this shared repeatedly and often wondered if it was the truth or merely an urban legend to prove a point. Either way, our excellent customer service experience tells a story of culture. We have all heard stories about businesses that get it right.  We even have our favorites. Amazon.  Starbucks.  Southwest.  And yes, Nordstrom.  Whether it is our experience or someone else’s shared story, culture is a byproduct of behavioral choice; those choices create an experience, and the expertise influences a reputation.  And the reputation can very well precede any subsequent experiences.

What is “it” That Makes a Good Experience? 

If you are a customer, it could be many things. It is the widget.  It is the products and services we want or need. Also, it could be the vision or backstory of the business we like.  We like their cause and who they are as a company.  They stand out in the marketplace or the community very compellingly. Maybe it is the people we like—their personality, energy, and enthusiasm. The team is well-trained and expert at what they do. They legitimately care about every person. Or it is the way they conduct the business. The process.  It is like clockwork, and the consistency is seamless. We know that when we show up, everything flows.

Let us be real: culture can be the feeling we get, and we like that feeling.  When all those things collide, the result…it feels right.  It is the experience: the products, the vibe, the people, the systems, the interaction. If broken apart and viewed only as parts…each have a place.  They are all important.  It is the sum of all parts. For the customer.

Culture is a Result.

As it pertains to the company, one of my peers shared a perspective that really hits home. “Culture is the sum equation of what you promote and what you permit.”  This suggests it is still a matter of choice. In fact, all the things that the customer likes in their experience are all guided by the efforts of managers and leaders to make them happen through the efforts of their teams.

All the things that the customer needs, wants, or desires are influenced by how the business supports and directs the behaviors to make it all happen. So then, culture is an output. Good or bad, companies create and external experience (for the customer) and internal experience (for the team member) by what they inspire and what they allow.

Genuine Experiences are Remembered and Shared.

It is pretty simple.  If it is a good experience, we remember it.  If it is bad, we tell everyone. Yes, in retail as in life, our reputation proceeds us. We are all advocates in one way or another.  We celebrate and forewarn. Culture is something we can see, hear, feel, and store way in our memory.

So, who does culture well? It depends. I’ll leave that up to you.

If You Are Interested, Consider Some of the Following Questions.

• First off, how do you define “culture”? What about “good culture” or “bad culture”?
• What is the story circulating about your company and the customer experience it provides?
• How are the people around you taught the culture?
• How do people demonstrate the culture where you work?
• Do the people around you believe in the culture, especially what, why, how, and to what extent?
• What systems are in place to reinforce the culture?
• What is promoted and what is permitted, and how does it all get managed?

How to Start a Business with Verizon

Jul 15, 2025

Have you been looking for ways on how to start a business? Verizon offers tailored solutions for businesses of all sizes—yes, even yours. Whether you are running a home-based business, a growing startup, or managing multiple locations, Verizon has the tools to help you thrive.

What Type of Business Does Verizon Support?

Verizon supports a wide range of businesses—from sole proprietors and remote workers to enterprise-level organizations. Whether you are a freelance graphic designer working from home, a retail shop owner, or a field-based construction business, Verizon Business provides scalable solutions that fit your needs.

Examples of Businesses Verizon Supports:

• Home-based businesses (consultants, creators, e-commerce sellers)
• Small-to-medium-sized businesses (SMBs) (boutiques, salons, local services)
• Mobile workforces (construction, real estate, event planning)

How to Start a Business with Verizon Business Internet

While Verizon Home Internet (including 5G and LTE Home) may suit very small or home-based businesses with basic connectivity needs, most growing businesses will benefit more from the enhanced speed, security, and reliability of Verizon Business Internet. If you rely on multiple devices, handle sensitive customer data, or need consistent performance to support your operations, Business Internet is the smarter, more scalable choice.

For businesses that handle sensitive customer data, operate multiple connected devices, or need priority support and advanced networking features, Verizon Business Internet is the smarter option. It includes options like Business Fios, 5G Business Internet, static IPs, and professional installation.

Why Should You Use Verizon to Start a Business?

Verizon is not just a phone company—it is a business partner. Here is why so many entrepreneurs and companies choose Verizon to power their operations:

• Reliability: Verizon has one of the most reliable networks in the U.S. for both wireless and wired services.
• Speed: From fiber to 5G, Verizon delivers the speed businesses need to stay productive.
• Scalability: As your business grows, Verizon offers flexible plans and products that grow with you.
• Security: Verizon Business Internet and Mobile plans come with advanced security features and available add-ons to protect your operations.
• Support: 24/7 business-grade customer support ensures you are never left in the dark.

How to Get Started with Verizon for Your Business

Getting started is easier than you think. Here is how:

1. Identify your business needs
   Are you mobile? Office-based? How many employees? What devices do you use daily?
2. Explore Verizon Business Solutions
   Visit a Russell Cellular location to compare plans and solutions or speak with a Business Specialist.
3. Choose the right internet and mobility solutions
   Whether it is Business Fios, 5G Business Internet, or wireless plans for your team, Verizon will help match you with the best setup.
4. Get set up and stay supported
   Enjoy professional installation, ongoing support, and the ability to scale up as your business grows.

Final Thoughts

Starting or upgrading your business with Verizon means you’re investing in connectivity that works as hard as you do. From day one to scaling success, Verizon is ready to support you every step of the way.

Procrastinate Much?

Jul 1, 2025

Never put off until tomorrow what you could do the day after tomorrow.

That’s a quote loosely attributed to Mark Twain. It’s a cheeky way of calling out extreme procrastination and highlighting the absurdity of delaying tasks even further.

It’s also a humorous counterpoint to something Benjamin Franklin famously said: “Never put off until tomorrow what you can do today.”  This emphasizes the importance of not delaying tasks unnecessarily. While we all understand the need for efficiency, diligence, and follow-through, we still struggle with being mindful of how we manage our time and tasks.

Procrastination is…

The simplest definition of procrastination is the act of delaying or postponing tasks.

Being real, while I write this, I am knee-deep in some irony. I have procrastinated writing this blog for two weeks. I have had “other things to do,” and this task seemed to keep moving down the list until I realized, “Oh man, this is due tomorrow.” The thing is, I love writing, so it wasn’t procrastinating on something I don’t typically like doing. I believe this to be more situational irony.

This is an example of knowing I had an article to write, targeting it as a post on procrastination, and then allowing a thousand other things with varying degrees of importance and urgency to take precedence instead of just knocking it out. I think it was more a loss of sight than procrastinating. Regardless, I am clanking away at the keyboard in the eleventh hour before the deadline.

Procrastination is too easy.

Based on some research, the reasoning behind delaying tasks is more than mere laziness, lack of motivation, or poor time management skills. While those certainly can play a part, I have found that there may be deeper, more psychological factors in delaying select tasks.

Procrastination can stem from emotional responses like fear of failure, judgment, doubt, unrealistic expectations, low self-esteem/efficacy, or difficulty with emotional regulation. Essentially, procrastinators may delay certain tasks, even when they know it’s harmful, to avoid negative emotions associated with the task, thus creating a cycle of avoidance and increased stress.

It’s a cycle that begins easily enough with some immediate gratification by avoiding or doing something else (typically more pleasurable), and then the avoidance leads to longer term issues of stress and anxiety. To me it’s like having a cold. The truth is everyone will get it. The severity of it depends on how we treat it. The longer it lingers, the more dangerous it can get.

Stubbing out procrastination requires action.

If you want to eliminate or treat procrastination, it will require some intentional energy and effort. Dan Pink recently shared a vlog, This is How to Finally Stop Procrastinating; 7 ways to stop stalling and start moving. In this 10-minute video, Pink provides seven considerations to combat those urges to not do something or make it, whatever it is, less important. Here’s the seven things with a tiny bit of commentary.

Follow the two-minute rule. Whatever you can do in two minutes or less, just do it. Anyone can do 120 seconds. Let it stimulate more complex things that need to be done next.

Remake your environment. Create a workspace free of distraction and noise to help focus your productivity. Get rid of the stuff that can derail your effectiveness and follow through.

Bundle your temptations. Pair stuff you should do with stuff you want to do. Make the mindless and mundane mindful and meaningful.

Visualize future regret (and success). Allow your future self and the possible outcomes to direct how your present self decides to act and react in the current set of circumstances.

Break tasks into microtasks. This one is simple. Break down tasks into more do-able bite-sized chunks. Spread them out and then celebrate each completion as a means to keep going.

Make a public commitment. Let others know what you’re doing. This accountability makes it harder to avoid stuff if you know you have created expectations others are now watching.

Say, “Just five more.” Five more minutes, five more tasks, whatever; this is about giving and doing a little bit more each time. It’s challenging our drive and resilience to keep at it.

Procrastination is self-sabotage.

It doesn’t have to be. It’s a choice. So is engagement and getting after the stuff we need to get done. We get to decide how we respond to the important, urgent, and everything else in our day, which means ‘someday’ is not a day of the week. Get it done!

If procrastination is something you wrestle with, or may in future, consider your answers to some of the following questions.

• How do you define procrastination?
• What are some of the emotions that come to mind when you define procrastination?
• What are the tasks you typically avoid or put off?  Make a list.
• Why do you typically avoid or put off those tasks?
• What tasks do you never avoid or put off? Make a list.
• What’s the difference between the lists?
• What is one thing you could start doing today to diminish procrastination in your life?