One of my favorite topics is culture and incentives, which I’ve written about before. Culture is the name we give to all the behavior of a group, which is mainly influenced by incentives.

Part of your job as a leader is to create the culture by aligning values, incentives, and your own behavior. But when it comes to getting the day-to-day work done, ordinary incentives aren’t always enough.

That’s where the cathedral comes in.

Do you know enough about yourself to lead with confidence?

Great managers are curious. Curiosity leads to new awareness, which leads to opportunity, which ultimately leads to success. People with more self-awareness perform better at their jobs, get more promotions, and lead more effectively¹.

Today I’ll offer the first of many tools for improving your self-awareness: The Four Tendencies.

In part 1, I offered my “table stakes” requirements for organizing a stellar meeting. In researching for this series, I discovered that the vast majority of articles written about meeting etiquette are written for meeting organizers.

That makes sense, because of course the organizer of a meeting has the most control over whether it’s going to be a shitty one or not. Yet I’m told that attendees of shitty meetings outnumber organizers by as much as ten to one!

So what can we do as attendees to improve this whole meeting situation?

Have you ever gotten to the end of a day and looked back and wondered what it was you accomplished all day long? You were in back-to-back meetings for most of it, hardly a moment to get a bite to eat, and yet… What actually happened?

I think we’ve all had days like that. But why are some of those meetings so… Unproductive?

An early 2010s billboard from GPS maker TomTom proclaimed:

You are not stuck in traffic.

You are traffic.

We are desperate for a “solution” to this neverending “meeting problem,” but the question we never seem ready to ask ourselves is… What can I bring to improve this situation? Well, let’s get into that.

This is part one of a multi-part series. In this article, I focus on the low-hanging fruit: how to be a stellar meeting organizer.

All meaningful change is an act of creation.

In fact, when setting out to make substantial change happen, I believe that most people overlook one key element that must be woven through all successful, durable change: understanding.

Today, let’s build a new framework for change that puts understanding at its core.