Shared Purpose: The Meeting Key

Have you ever attended a meeting where it became apparent that participants held different views about the purpose and objectives? Or found yourself in a working session where people seemed to be working on disparate tasks, effectively working at cross-purposes? Perhaps you've assumed that everyone understood a problem the same way, only to discover various interpretations of the issue. These scenarios are all too common, as we often assume that what we know is common knowledge and that others share our viewpoints and objectives. This can lead to confusion and decreased productivity.

The most effective meetings, collaborations, and problem-solving sessions take place when we do not make assumptions about shared objectives, information, or perceptions. Instead, we should consciously build a common purpose step by careful step.

Not long ago, I led a meeting with colleagues to address a problem that had been a topic of discussion for an extended period. Everyone used the same words to describe the issue, and frustration was mounting due to our inability to truly tackle it. Rather than assuming everyone understood why we were there, I took the time to explain the meeting's objectives, the reason we were gathering on this particular topic, our expected outcomes, and the subsequent steps following the meeting. As is often the case, this clarity prompted questions. Some attendees held different ideas about our purpose and offered alternative suggestions on how to proceed after the meeting. We took the time to discuss these differences before diving into the core of the conversation. A productive meeting necessitates that everyone is explicitly on the same page regarding the purpose, objectives, and next steps. Never assume. Explain.

Because we had all been using the same words to describe the problem, it would have been easy to assume we were all on the same page. Instead, I asked each participant to provide their definition of the problem and share their perspective on the consequences if we failed to solve it. I avoided leading or close-ended questions, such as "Do we all agree the problem is X?" or "Don't you think if we did Y, we could make significant progress?" Instead, I posed open-ended questions designed to encourage individuals to fully articulate their viewpoints:

• "How would you define the problem?"
• "How do you think this problem impacts us?"
• "What do you think are the most critical first steps to resolve the problem?"

Each participant had ample time to answer thoughtfully and engage with one another. Never assume. Explore. Does this approach take more time? Yes. However, does the time invested pay off later? Absolutely.

As we concluded the meeting, people felt energized about the work ahead, enlightened by the perspectives of others, and united around a shared purpose. The key takeaway is to resist making assumptions about what others know or how they perceive a situation. Be proactive in clarifying objectives, defining problems, and building shared understanding through open-ended questions and active listening. In doing so, you create an environment conducive to productivity and success, fostering a team that is aligned, informed, and motivated to tackle challenges together.