MICE (Meeting, Incentive, Convetion, Exhibition)

While working for a time at a federal agency, I found that the demeanor and morale of my co-workers was regularly hitting a low ebb. Part of the difficulty with the government job infrastructure is the lack of incentive based work. Since federal institutions do not run on a profit motive, there is often a feeling that incentive is replaced with threats that one might inadvertently violate some rule or regulation that will result in termination. Many managers in these facilities tend to reinforce the idea that workers need to strictly follow all guidelines in place, or risk dire consequences for the future. In addition to the looming clouds of nebulous regulations that nobody seems able to clearly define, government employees must also face the constant possibility of an interruption to program funding, or a congressional reorganization that might close a facility in one district, and open a new office in another. Each new day is met with some added scenario of why unemployment may be the next stage in one’s career.

Government agencies also surround workers with an atmosphere requiring people to carry identification badges at all times, and put workers in places with bunker like qualities that make the facility appear the same whether working at night or during the day. Nothing puts security guards on their toes faster than a commotion, or someone that scurries too quickly from point A to point B. Federal workers must be prepared to face the bleak realization that the longer they are associated with a government job, the less likely it is that they will ever escape to a viable career in the private sector.

In attempts to counter some of the dark aspects of constant criticism, redundant scrutiny, and potential threats mounted by a disgruntled public, agency leaders tend to use achievement awards doled out to those who are most successful in meeting the guidelines for positive public service. These awards tend to be nicely printed pieces of paper, signed by a supervisor or agency director, extolling the virtues of the recipient’s contribution to the cause. Sometimes, the awards are significant enough to be framed, but always, there is praise rather than money associated with these rewards.

In one particularly mindless moment, I decided it was time to conduct my own social experiment in the world of government service. It appeared to me that something new and unheard of was needed to raise the incentive and spirits of the workers in my unit. From this momentary impulse, the Friday bonus program was born. The concept was simple and quick to implement. I dug down into my pockets and brought up the change I had left over from eating in the cafeteria. There were about fifteen people working in my unit, and I found that I had just enough money in my pocket to launch the programfifteen cents. With as much pomp and circumstance as I could muster, I went to each member of my unit individually, and placed a penny on their desk.

Invariably, the person looked at the penny, then up at me with the question, “What’s that for?”

My response was also the same in each case, “That, my friend, is your Friday bonus from me to you., in recognition of the contributions you have made to the unit this week. That’s one more penny than you had before, and if you keep up the good work, there will be more where that came from.”

Each person in the chain understood the symbolic gesture associated with my bonus program, and each one of them thanked me for my contribution and took the penny from me. For a number of weeks to follow, I repeated my actions every Friday, sometimes giving out as much as a quarter for a particularly significant act of teamwork within the unit. As it turned out, this simple program was a significant success among my co-workers. The morale of the unit was raised, and for a time, there was an improved sense of teamwork among the group. My effort culminated some weeks later when I arrived at my desk to find the highest return possible waiting for me. In plain view on my desktop was a prestigious forged award from the agency director, congratulating me for the contribution I had made from instituting the Friday Bonus Program, complete with a photocopy of several coin denominations. Of all the awards I received for my government service, this was the one I cherished most.

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Don’t you just love meetings? Everyone comes; some talk, some take notes,
everyone leavesand then? What happened? Most of us just consider meetings a necessary evil – a major waste of time! Meetings are also forum for power. Someone wins – someone loses. Sometimes, we don’t even know WHY we are meeting! There IS a better way!

Being a conductor who must prepare for a rehearsal, I fell into an opportunity that
opened my eyes to a more effective use of time when groups gather to make
decisions, work out conflict, or formulate a plan. Some refer to this style of running
a meeting as Visually Displayed Thinking, Compression Planning, Creative Planning,
or Visual Mapping. But, for me, it is closely aligned to my skill as a conductor,
bringing out the best in each participant and building a sense of unity through the
process. The leader, in this case the facilitator, controls the PROCESS and the group
provides the CONTENT. How great this is! I always hate going to a meeting where
someone shoots off their mouth to get their way and the rest of the group lets it
happen! Or, the group, with no clear directive, uses up the allotted time with no
tangible result. The meeting expands to fill the allotted time, no matter what the
agenda! No wonder we all hate meetings!

Let me offer you a better way, one that coincides with the skills of a conductor.
Equip yourself as a knowledgeable facilitator, or hire an outside facilitator. In some
cases, only an outside facilitator can achieve the desired results. If you have time to
plan the process, do it. If not, hire an expert in process management.

Here’s a definition of terms:
Facilitator – This person plans the meeting, leads the meeting, and remains neutral.
Remaining neutral is central to the process. If the group feels that a facilitator
controls the content, then it will not function effectively. The ratio of planning to
meeting time is like that of a musical rehearsal. Two to three hours of planning for
each hour of the meeting is the norm. This is a minimum requirement if you expect
results.

The facilitator controls the process, the participation of members, and keeps the
group focused and on track. The pace of the meeting is crucial to the creative
planning process. Always stand, always look people in the eye, always listen
carefully to exactly what people are stating, always try to involve each person in the
process.

The facilitator also plans the design for the meeting. Notice I used the term
“design” rather than “agenda.” This implies that you’ve done more than write down
some words on a piece of paper, gathered people, and called it a meeting.

The Project Team – This team may be one already in place. If not, then select a team
that is not completely of one mind. For example, if you are planning a public
musical event, then include a non-musical person in the process. Too many similar
perspectives make a group blind to other tastes or opinions. An “outsider” or non-
expert can sometimes allow the group to experience a paradigm change which
could be most beneficial, not only to that ministry, but maybe to the whole
organization!

Another important issue is that of enabling groups of individuals, with all of their
individual perspectives and needs, to think and function as a team. Whether your
facilitation is a one-time project with a team you’ve selected only for this task, or if
you use these principles with an ongoing staff team, getting people to envision
themselves as part of a larger entity is the principle goal. Work for the win/win
situation in which individuals are fulfilled as the group’s success is manifest.
The “Meeting”

The following points are essential to a successful meeting:

Always start and end on time! Even plan the meeting for times that imply
punctuality, i.e., 9:02 to 10:32 a.m. Promise to start and end punctually – and do it!
Always!

Seat the group facing the visual support, usually around three sides of a table
with the facilitator at the fourth side. Some facilitators use chart pads. I use
storyboards and various cards of various sizes and colors. With cards, you can have
more flexibility. Print them with your computer and place emphasis on different
items by using different sizes and colors.

Appoint or seek a volunteer to be a scribe or recorder. Record the actions and
ideas of the group where everyone can see. This helps the group stay on track, and
reminds them of what they have created so far.

Tell groups not to take notes. Instead, I send summary notes to them within 48
hours. This enables everyone to participate equally (if they aren’t taking notes, then
they can pay attention) and ensures that everyone has the same details in their
notes.

Ideally, the group should be small – 7 to 10 people. This allows for full
participation from each person. If the group must be larger, then allow
opportunities for splitting the group for discussion, brainstorming, problem solving,
and other activities. When the group comes back together, each section reports on
its results.

If someone has a dominant personality or has a known strong bias, don’t seat
them in a dominant place. Choose a corner of the table. It makes a difference,
really.

Plan a timeline that includes each part of the meeting. Be conservative. Things
take longer than you might think. Allow for a summary or debriefing at the end, or
time to set up the next meeting.

The essence of facilitation is different than that of a meeting.

The essential parts are as follows:

Clarify – Give sound, clear reasons for the meeting. People want to know WHY
they are there and WHAT they are to do. Also give a time-line for the overall
project. Is it going to take 3 months or just one meeting of two hours? Give the
project a name or title, such as the title of a book. Choose the words carefully; they
will begin to set the focus for the team.

Examples:

Planning the Best Choir Retreat Ever
Building an Awesome Music Ministry
How to Recruit, Equip and Motivate Members in Ministry
Define – Prepare a concise statement defining the overall objective(s) of the
team. Be specific. Then define the measurable objectives for the immediate
meeting. Separate the long-term and immediate objectives as well as defining what
will NOT be discussed at this meeting. Make the objectives reasonable for the time
frame allotted.

Examples of Deliverable Objectives: (where to focus our energy)

Identify 10 unique ways to attract new choir members.
Define 5 concerts that will pack the church.
Identify and prioritize all the tasks for the Choir Council.

Examples of Off-Limits Items: (where we can waste time)

Dwelling on past failures
Discussing all the fine details of each event identified
Picking on personalities of those not present

Communicate – Tell the group HOW the process will work. They need to know
the total picture and how they are expected to contribute to the end result. This is
most important if each person is expected to contribute.

Examples:

First, we will explore all the options for question (topic)#1.
Next, we will sort and prioritize those options.
After the group gives weight to the options, we will develop a plan.
All of these steps satisfy the first objective.

Validate – Determine the common facts about the subject and present them to
the group. How many times has a group spent time debating something that was
unclear from the start? Make the playing field level – give everyone the same data to
begin. This will save enormous amounts of time. This could be called Background
Information or Givens or Common Knowledge Facts.

Examples:

List ALL of the known facts about the subject.
Don’t forget to identify the level of decision making ability this group is
allowed.
Agree – Allow time for every participant to review the common facts you just
presented, review the objectives for THIS meeting as well as the list of ways to get
off track. It is just as important to identify what the group is NOT going to do
during this gathering as to identify what they will accomplish. Ask if there are any
changes, additions, or deletions to the common facts. Then ask if they are ready to
proceed with the objectives for today’s meeting. Wait for comment. If you have no
comment, state that you will be moving forward by general consensus. Bringing the
group to continuing consensus is an important guideline. It is much better to work
by general consensus than to vote on issues. Make this your continuing goal.

Allow for this point to sink in. Bringing the group to one focus is crucial to building
the team. Consensus does not mean that everyone always agrees on every point.
Individual power must yield to group needs. The process builds the team. Eye
contact is essential here, as well as a pause for opportunity to comment. Once the
facilitator has determined there is general consensus, state the fact, looking at
everyone. Say that, because of the general consensus, the group can move ahead.
At the end of the session, ask again if there are any exceptions. Hearing none, or
after addressing the comments, ask the group to keep faith with the team by not
speaking contrary to the actions of the group when outside of the group.

Process builds team trust.

Prioritize -Get right to the first issue to solve or first question to ask. Here’s
where the facilitator earns his or her keep! In planning the meeting, ask first what
the end result should be. (The question to ask yourself in planning: “What do you
want to walk away with at the end of the session?”) Plan the meeting by addressing
the objectives for this meeting, keeping in mind the big picture – the overall goal of
the team. Therefore, keep it manageable by exploring ways to address the issue or
question.

Example:

Set specific, measurable objectives
Bad – Enlarge the choir
Good – 5 ways to increase numbers in the choir 15% in 3 months
Address the objective by having the group answer a question
Ways to have people clamor to checkout our choir
Reasons people might be interested in choir
Possible changes needed to attract people to choir
Sort the ideas; pick the best 5 (or more),
Use sticky dots (price stickers) for participants to “vote” for their best choices
Use markers to “dot” favorite ideas
Use a matrix (cost vs. difficulty or time vs. importance)

Focus – This could be “FOCUS, FOCUS, FOCUS.” The facilitator is in charge of
keeping the group on track. If you have written objectives and off-limits items, then
it could be as simple as pointing to those lists when things begin to get out-of-
hand. Address side conversations and irrelevant comments as they occur.

HELPFUL
HINT: Purchase small bells and give each member of the team one of them with the
instruction to use the bell if the group begins to violate any of the rules. Most of
the time the group will police itself. Keep the group energized by varying the
routine.

Examples:

Divide into groups of 3 or 4 people.
Have each group bring back 3 solutions and present to the team.
Put a time limit on break-out groups (1 minute per idea expected.)
After a long period, have everyone stand, stretch, and change places.

Formalize – When finished with a brainstorming and fine-tuning, move the
cards into some kind of order or priority. Figure out a standard of measurement
(cost, time, difficulty, etc.) to judge the ideas. You can buy colored price stickers
and let each person use them to vote for his or her choice.

One sticker for each ten ideas – this forces choices for the BEST ideas, and then the
group’s energy becomes clear to everyone. Bad or radical ideas receive no votes, so
it becomes clear to everyone that they are less valuable ideas. After this process of
sorting the ideas, you should have the makings of a plan.

Example:

Action Plan
Communication Plan
Next Steps in the Process
A Matrix of Options
A Plan for Reconciliation
And more

Review – Give time for the group to sit back and look over what they’ve done,
making sure that it all makes sense and is practical. Assign responsibility for any
action items or communications, and schedule the next session. Here is a good
opportunity for each person to take a turn in making a 30 second comment about
what they’ve experienced in the session. This can prove to be most valuable, and
will unite the group as they move on to their next event.

Follow-Up – Be sure to check on all delegated items before the next session.
Delegation does not mean you can forget about it. It means you don’t have to do it,
so you have time to check on it and assist, if appropriate. Be sure to send out the
meeting notes and follow through with any other commitments from the session.

Celebrate – When the objectives are successfully met, take time to celebrate.
This adds momentum and gives belief in process for future projects. Remember,
you are a team!

There are multiple benefits from running a meeting in this manner. There must be
a major reward since so much preparation must go into making the process
successful. After all, don’t we want to make the best use of each day God has given
us?

Benefits of running a meeting with neutral facilitation:

Creates positive team building and bonding
Builds trust through the consensus process
Gives the team common ownership in goals
Provides a safe communication environment (attack ideas, not people)
The goal-setting process boosts the synergistic characteristics of the team
Promotes an understanding of contrasting views
Empowers the team to respond within pre-set parameters
Gets things done

Types of facilitation projects and results:

Long-range Planning = Long-term Goals
Project Team = Action Plan
Budget Building = A Budget We Buy Into
Evaluation = Future Planning Resource that We Believe Is Valuable
Schedule Planning = A Team Calendar
Conflict Resolution/Problem Solving = Consensus

Running Meetings as a Transformational Process

The leader, in this case the facilitator, controls the PROCESS and the group provides
the CONTENT. Plan the meeting.

Note: Facilitation Design Worksheet downloadable at http://www.hughballou.com

HUGH BALLOU is an independent consultant, facilitator, executive coach and
motivational speaker. He has served as director of worship ministries for 40 years
in churches up to 12,000 in membership. As an independent and external presence,
he is able to assist in building strong ministry teams, minimizing conflict and
mapping clear strategies for success. His book Moving Spirits, Building Lives:
Church Musician as Transformational Leader can be found at Cokesbury bookstores
and Cokesbury online at http://cokesbury.com/bookstore.aspx?pid=525651 His
book Transformational Leadership Workbook has just been published. Other
information and articles on leadership are available at
http://www.synervisioninternational.com and http://www.worshipfulworks.com

His name sounds as Finn. He has beautiful blue eyes and the blondest of blond hair. He shares his name with Fionn Mac Cumhail. This is frequently anglicised as Finn Mac Cool. Finn Mac Cool is one of the most celebrated heroes in Irish myth.

Little Finn will be tall and beautiful. Now he is small and beautiful. He is learning to talk. He is learning to put distance between his immediacy. There will be a time when he thinks about his life rather than allow it to flow. He will learn to dance rather than be the dance.

Being around children reminds me that they feel their experience moment to moment. When they look they see what is before them. They do not judge their experience. They are their experience. This is why they are so delightful even if sometimes they behave as if this world belonged to them and them alone. They know this world belongs to them until they are told differently. This is their real understanding of this world. It is we who have forgotten. They are there to help us remember.

I am standing at the edge of Lough Allen. I have come to visit Corry Strand.

This is where I meet this giant among toddlers. My partner Barbara has met this child before. His Mum had come to hear a concert or play at the Glen Centre in Manorhamilton. While Mum watched the play Barbara minded child. When he became fractious and upset she walked him down the main street. She held him close in her arms and sang Gershwin. He settled at the sound of this melody sang softly into his shell like ear.

He quickly learned my name. He quickly gave me the gift of his trusting heart. It came as a delightful surprise to find him placing his little hand in mine. He had decided he and I would take a stroll along the sand. We walked and came to sit by the remains of a campfire. He told me stories. These were one-word stories.

These were one word stories facilitated by finger pointing. He reminded me of the old Zen Master who tells his student “I am only the finger pointing at the moon.” Here is my little Zen master teaching me the simplicity of seeing.

One story is “stone.” The other story is “dog.” Each is direct and immediate. There is no sense of fear. There is only the continued pointing of the finger. He makes the stones come alive. He sees them before ever they have labels.

Too soon there will come a time when he lives in labels. Too soon he will think he knows what a “stone” is. Soon he will forget how he once saw the wonder of that “stone” and that “dog.” He will swap wonder for knowledge. He will swap what is partial for what is holy. He will become a rational person rather than the mysterious little being he is.

He reminds me of Yoda in Star Wars. The force is with him. He is a wise little being with a hand that shows art in every gesture. He shows me the gladness of the ever-present moment. He is selfish as all children are. This is their world. However, they love to share it with you. This world is their playground and they want you to play here too.

On this shore of Lough Allen he reminds me of that other shore. This is the one we seekers long to sail for. It takes us to that timeless shore where we are forever young. My work is to do what Finn does best. I spend time patiently allowing myself to enter this mystery of life. He is still held within it. I am the amateur and he is the pro-fessional of presence.

He is a fount of wisdom. He does not have the words. He only has his finger. He uses this to conduct dialogues with this mystery of life. He allows the music of life to play through his little body. I am only a part of the orchestra and too often I feel apart from the music. He plays all parts expertly and is the music.

Time will be when he will forget he is the play of God. Time will wrap around him and he will be taught to “do life.” He will be taught that life has to be earned. He will be advised that it is more important to earn a living rather than be alive to love. He will be taught his creativity does not fit with economics. He will become productive and competitive rather than celebratory and abundant. He will give up his wondrousness for acceptance.

He will forget that he is forever enough. If he is lucky he will meet with other wise men and women who will tell him to “risk all for love.” He will forget that love is all he needs. He will turn from love in action to love of activity. His is the fall from the grace of being to the non-grace of persona. We are all destined to fall from this grace. He will be loved but he will feel separate from all that is.

When he is older he will, I hope, take another hand. He will stand on another shore.
He will remember to look at the beauty of what is without labels. He will no longer see it the way that we lost in social consciousness see it. He will, I hope, one day see again via his heart. The way he sees now. When this happens he will be a giant among men. He will be Finn. He will be fair of face and fair of hair.

Thank you Finn for your instruction. I am blessed to have shared your wisdom. You are already a giant among men. You are a child of the Universe. Never forget little one. May the force be forever with you and may you stay forever young in that little heart that you are so ready to share.

© Tony Cuckson 2004

Tony Cuckson is an Anam Cara. This Celtic term means “Soul Friend.” He specializes in providing insight for the spiritual journey, Blessings for YOU, words of wisdom and finding inner peace. Visitors to Irish Blessings Matter website and Tony’s Blog get the opportunity to develop a purpose driven life through articles, newsletters and other programs.

Get your free report called “7 ways to it’s a wonderful life” at http://www.irishblessingsmatter.com/, or go to Tony`s Blog at http://www.irishblessingsmatter.info/
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