In executive coaching, you hear a lot of singular techniques — one framework, one mindset, one magic fix that’s supposed to solve everything. In reality, even the best techniques only work when they adapt to the terrain. The central lesson is simple: knowing not just what to do, but when and why to do it. It’s the difference between approach and technique, strategy and tactic. When I run in the mountains, I shorten my stride whether I’m going uphill or downhill, but for entirely different reasons.
Sometimes It Takes All Day To Get Nothing Done
In the past three years, we’ve had to look for creative ways to collaborate. We’re in the era of real-time virtual technology mixed with in-person meetings. It’s overwhelming. When we’re overwhelmed and spread too thin, we tune out and barely participate in one meeting as we often try to multitask.
Zoom, Teams, Slack, WhatsApp, and many others give us no reason not to collaborate on our day-to-day jobs. However, with so many meetings, are we really getting anything done?
Interestingly, a recent McKinsey survey found 80% of those leaders surveyed say they find themselves spending too much time in countless interactions that produce an overwhelming amount of information and drain their productive energy. They report making changes to reduce the number of non-collaborative meetings that could be done asynchronously or in a condensed timeframe.
One suggestion in this research for improving collaborative interactions is to categorize them into three types of communication:
Decision making – Major committee decisions, like an investment committee.
Creative solutions and coordination – Innovating/brainstorming for a new product or service.
Information sharing – One-way sharing: videos and two-way communication such as at Q&A sessions or Company Town Hall.
The common thread in all these is knowing your communication strengths and areas for improvement.
Having a good framework to hang your thoughts on when you collaborate in a meeting is crucial. We know that 65% of the time we are in virtual meetings, at least one participant is busy doing other things.
Frameworks for delegating, problem-solving, and giving feedback are just a few of the tools a good Coach or Team Leader will use to grow their team members. A good Coach can help you speak and lead with confidence. This is a driver for effective collaboration.
Read the study here:
https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/if-were-all-so-busy-why-isnt-anything-getting-done
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