I Plan to Take My Own Advice — Sometime Soon

A couple of weeks ago I wrote a post about a guy, a spotlight, and a broom and how that guy (Emmett Kelly) held the attention of an entire crowd with only a broom and a spotlight.

My point was that we often turn events and meetings into three-ring circuses with many things competing for our attention. Something simpler and more focused often works much better.

Last week I was working with a client. I taught them the basics of my Batteries Not Included Map™. That went well.

But then it was time for me show them how to apply what they had learned. I drew their attention to a challenge they said they had wanted to work on. I asked them to use the map to indicate the flow of energy from the beginning to the end of that project. And use my approach to identify when energy — whether resistance or support—grew or waned. And identify the common (or unforced) errors that got in the way. And come up with a way to avoid that problem in the future.

Out of my excitement and desire to help them get the most out of this session, I gave all those instructions at once. It was like Emmett Kelly trying to do his silent routine while aerialists, wild animal tamers, a brass band, and high-wire artists competed for our attention.

I gave people too many things to look at. And a lot of people got very confused. I had taken a simple tool (let’s call it a spotlight) and slopped on so many additional ideas and suggestions that was difficult for them to stay focused.

If I had paid attention to what I had written about the guy and the broom, I might have asked them to draw on the map. If that worked, then I could have asked them to use my model of resistance and support to look at what they just drew. If that worked, then I could have done something else, and so forth. Each step would have been relatively simple and easy to apply. And I could have spotted confusion or lack of interest pretty easily.

I’ll bet you’ve got stories. I’d love to hear them. And I would love to hear how you have successfully avoided turning meetings into three-ring circuses.

Rick MaurerAbout the Author, Rick Maurer

Rick Maurer helps leaders turn major changes into opportunities to engage people and strengthen commitment. His work has been featured in The Wall Street Journal, The Economist, and Fortune. He is the author of several books on change and leadership.

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