1)     First, break the project down between group and individual tasks 

A meeting between two people can be more effective than a large group meeting. A duo can get ideas rolling, outline some options and create a starting point for the larger group to work from. 

Individually, you can take the time to review the material instead of waiting until the meeting and asking someone to explain it to you.  You can identify questions and email them to people so they can prepare their answer. Summer is a more relaxed time for you to complete research, prepare statistic and develop specific written work that is required in the project.

2)     Block off time to work on the project

Show the way as the Leader
Typically our calendars are less scheduled in the summer. It’s easy to almost get almost lazy as we go through days not sure what to do with white time. Instead, when you block off a set time to work on a project in your agenda, it gives you the ability to focus in for that 2-hour period.  

Tell those around you that you are unavailable and not to disrupt you. Treat the time you have identified as if it were a meeting with another person. This not only keeps others from chatting with you but ads in the layer of the accountability. By clearly identifying to others that we are working on a project, you tend to feel more motivated to stay on task. After all, if you say you are working on it, you should have something to show for it after. Try to set aside time in the morning when you are better able to stay focused on a task.

Get participation
Ask participants on the team to also identify a block of time or times when they are working alone on the project. Have them identify what specifically they will be doing during that time. Ensure they commit to their part by a certain date. 

Keep everyone accountable
Hold each other accountable for what you say you will be working on. Set conversation times with others for the afternoon when it is easier to get derailed. Perhaps meet out at the picnic table or do a walking meeting. This will increase creativity and innovation into your conversation as well as the ability to enjoy all that summer has to offer.

3)     Set realistic goals for summer

Look at a calendar and at people’s schedules to determine how much time you actually have to work on the project over the summer period.  Once you identify how many hours you truly have work on the project, then, you can consider realistically what can accomplish.

It is then extremely important to write down your goals. According to one study, written goals have a 42% greater likelihood of being achieved. Put them in a place that everyone has access to and be specific about the part of the project that you all will completed by the end of August. Having a clearly identified target to work on keeps people motivate and on board.

4)     Build in frequent review systems

Review is a critical component of goal achievement. It keeps people aware, engaged and interested. Listed below are some ways to develop a review system for your team.

• Use online project management software such as Trello, Basecamp or Asana to keep track of the parts of the project, persons responsible and deadlines. 
  
• Use a Google document that all team members have access to allowing you all to keep track of what parts have been completed and what is needing reviewed. 
  
• Have weekly 10-minute conference calls for whoever is in attendance to update what is happening. Have them recorded so others can listen to them when they return from holidays to keep up to date.  The key is this have to be very short and completely on task. 

1)    Have staff take turn leading parts of the meeting

If there are regular things that you cover, each person can take a part in preparing and leading certain discussions. It changes who’s voice you are hearing, but more than that, it gives employees an opportunity to grow their courage and confidence which is something vital in leadership.

2)    Always include food & make the break longer

Meetings are social gatherings. As such, they should be treated somewhat socially. The best part about meetings is usually the break. That is when the most engaging conversation happens and bonds between staff are built.

Rotate the responsibility of who is bringing the food. If possible have a tiny budget so that the company is paying for it. Simply let the staff who’s bringing the food know how much they can spend that the company will reimburse.

3)    Vary the location

The office boardroom is like the principal’s office. Everyone dreads heading there. Try to find a location with natural light when possible. Head outside even for part of the meeting if possible.

4)    Design activities in the meeting that break the team into smaller group discussions

The whole idea of meetings again is engagement. The more people get the chance to talk, the more engaged they become. Smaller groups also allow those shyer members to feel more comfortable contributing. 

5)    Ask for feedback at the end of every meeting.

Simply go around the table at the then end of the meeting and ask, “What was the best part of todays meeting?” Do not ask what was the worst. Build on what is working! What keeps people engaged?

1)     Become aware of your reaction to the situation
Noticed that perhaps you have been avoiding or hiding from the issue. Possibly you push it away, praying someone else will deal with it. You’ve probably noticed, unresolved, the issue continues to rise again and again. Each time you become aware of it, you probably tense up, get a knot in your stomach or feel anxious. Noticing when something is off helping you to identify the problem that needs to be dealt with clearly.

2)     Name it or identify it
Jennifer was able to recognize the challenge was when her boss skipped over her role and function and did her job. She would have preferred they discuss it privately and that then Jennifer would communicate the message to her team. She identified it as being undermined. This step is about getting clear on what precisely your problem is so that you can communicate it.

3)     Take responsibility
Stop pushing the problem away and blaming others for not fixing them. Recognize that it is your job as a leader to take responsibility for resolving the issue at hand. No, it may not be your problem but recognize that it is your responsibility to lead your team into a more effective cohesive working environment.

That may mean that you need to be the one that grabs the bull by the horns. Jennifer did just this when she initiated a conversation with her boss.

4)     Set a time
When you realize the problem was not going to go away and that no one else is going to deal with it, it’s time for you to address it. The best way to move through the muck is to get clear that you’re going to do it. Set a time that you will have this conversation by. Perhaps maybe it is by the end of today or the end of the week. Once you set the time, in many ways, the hard work is done.

5)      Have the conversation
I suspect that you may have some training on effective communication, know all about how to use your listening skills. Perhaps you even have taken training on how to navigate conflicts. It wouldn't hurt to go back to some of those skills and plan how you initiate and then move through the conversation. Then take a deep breath and dive in.

Questions: 

1. What challenging conversation have you had to deal with?
2. What was the result of taking responsibility for and having the conversation?

*comment below
​
Note: In the video below I go through 3 steps...in watching it, you'll see why I clarified the 2 extra steps here.