As a coach to executive leadership teams at major corporations, I often also facilitate different kinds of departmental or large company meetings to get a front-row seat to the impact of our High-Impact Teams (HIT) methodology. HIT introduces collaborative problem-solving, among other new practices, to the executive staff meeting to cut across silos and build a team-first mindset and a laser focus on strategy. These large company meetings are often where the rubber hits the road: How well are the stronger bonds and improved communication and collaboration of leadership translating at a company-wide level?
A practice I like to introduce at these company events to move that process along is something I call “netgiving.” Rather than bring people together for coffee and danishes to make small talk, where they inevitably separate into their own social groups, netgiving brings associates together to have substantial conversations before the meeting even begins.
The goal of netgiving is right there in the name: creating a network where each member “nets” added help or insight—often from people within the organization whom they’ve never met. Set up like speed-dating, without the butterflies and built-in disappointment, netgiving pairs up participants for a short period of time so that they can find a way to support each other in an important project or endeavor. Each person speaks for four minutes while the other person listens, focused exclusively on what the other person is describing. In the next four minutes, the listener describes where he or she could add time or expertise, and at the end the pair exchanges emails for follow up (if they don’t already know each other). Rounds continue until all designated pairs have met.
Before the session begins, I offer the following coaching: “Go into each conversation asking, ‘How can I be of service?’ but be aware that sometimes your honest answer may be “I can’t.” Not everyone’s skills or missions complement each other. But if that’s the case, try to think of another person who may be able to help. Sometimes, you’re just the matchmaker.
The speed aspect of netgiving is part of why it works: with just four minutes to speak, you have no choice but to cut to the chase and talk about what’s most important to you. When the rounds are over, not only have you heard new perspectives on where the organization is headed, you’ve gained insight into the other participants’ work and goals. Best of all, you’ve likely gained a net add of new team members and increased your company’s ROI on its significant talent.
I talk a lot about the importance of leading with generosity, and it’s more important now than ever before. As technology evens the playing field with regard to product quality and reduces the need for manual labor, our work becomes more interdependent, and our greatest resources become each other. By practicing netgiving often, your company meetings become not simply a sum of the talent sitting in the room, but an exponent of it—all while creating a culture of more connected, more committed people who have everything they need to succeed.
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