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5 Rules for Successful Meetings

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Meetings. The word has almost become synonymous with wasting time. To quote Captain Kirk, “A meeting is an event at which the minutes are kept and the hours are lost.” Call a meeting and you could almost hear the collective groan from down the hall.

As an executive or a manager, if you are calling a meeting, here are five rules to ensure that your meeting does not end up wasting time, resources and money.

1. Before you schedule a meeting, justify it.

We are under the impression that meetings are, per se, productive. What if it were the opposite? What if meetings are mostly unproductive, and advisable only under specific conditions?

Before you call a meeting, justify it. Ask yourself, “What is my intended outcome? What am I trying to accomplish? Why do I need to put people in a room together?”

If you can not articulate the need for a meeting, don’t convene it. If you can, the process of articulation will enable you to sharpen your focus of what you want the meeting to accomplish and increase the chances of the meeting achieving your goals.

2. Invite players, not spectators.

We tend to over invite people to meetings. Just as we over “cc” people to emails, we assume it’s better to over-invite to a meeting then miss someone. That way of thinking may make sense for the annual holiday party, but it doesn’t for corporate meetings.

As a kid, I remember hearing a story about a village that wanted to honor their king with a barrel of wine. The townsmen mandated that everyone bring a pitcher of wine and collectively they will fill up the barrel. Each villager, assuming that everyone else would bring wine, filled his pitcher with water. The king received the gift only to find that the wine barrel consisted entirely of water.

The more people in a meeting, the less responsibility each person has. If each person does not feel necessary, they won’t be as diligent to follow up on discussed items. They will assume that others will do it. By limiting ‘spectators’, you keep the meetings shorter, more engaging and easier to have effective follow up. In short, you get more wine.

3. Meetings should not fill allotted time, allot time to fulfill the meeting.

We tend to meet for blocks of time that fit neatly into our calendars. That is a backwards way of looking at time allocation. You don’t fit the meeting into the calendar; you use the calendar to capture the time needed for the meeting.

Meetings should go only as long as they need to accomplish the specified goal. When you schedule a meeting, ask yourself how long you would it will take to accomplish the intended outcomes. Plan the meeting for that time, even if not in blocks of hours, half hours or even tens of minutes. Schedule an 18-minute meeting if you feel that’s what you need. Should you accomplish your goals in a shorter time, adjourn earlier.

Most of the unproductive time comes when people feel like there is more time allocated than necessary. Show your colleagues you respect their time by allocating what you anticipate is necessary and then end early if the task was accomplished sooner.

4. You called it, you own it.

Whoever called the meeting, needs to be responsible to drive the agenda and keep the meeting focused and action oriented.

Many times, a meeting is called and there is a lack of clarity as to who is in charge. One person starts and then another chimes in and redirects the conversation. While everyone should be able to participate, only one person should be responsible for the overall flow of the meeting. The “owner” should begin with an agenda and take responsibility to shepherd the meeting along in an efficient manner. At the end, the owner should be the one to allocate, and record, the action items.

5. End with action steps.

Meetings are a place to talk, but talk is cheap unless it’s followed by action. At the end of every meeting, there should be an announcement of action items that emerged from the discussion.

Those actions items should be circulated to the group and then discussed at the beginning of the next meeting. Meeting participants should know what they should be doing and that there will be a time where their actions will be reviewed.

Meetings can be the most powerful tool in the success of your business. However, like any tool, you can only fully reap the benefits when you use it properly.

 

source: http://www.entrepreneur.com/

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ISACA INSTALLS 2018-2019 BOARD OF DIRECTORS

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Schaumburg, IL, USA (11 June 2018)—ISACA, a global business technology association serving more than 450,000 professionals, installed its 2018-2019 Board of Directors at its Annual General Meeting in Chicago, Saturday 10 June. Rob Clyde was elected to lead ISACA’s board as chair.

“It is an incredible privilege and opportunity to lead this dynamic organization as we help enterprises navigate digital transformation and help individuals transform their careers,” said Clyde. “I am grateful to serve alongside a global professional community that is ensuring the technologies and advancements we embrace are safe, secure, reliable and resilient for both individuals and for enterprises.”

An industry leader within the security and technology space with more than 30 years of experience, Clyde is managing director of Clyde Consulting LLC, which provides board and executive advisory services to cybersecurity software and other companies. In addition to his role as ISACA’s newest chair, Clyde serves as executive chair for White Cloud Security, board director for Titus and executive advisor to HyTrust and BullGuard. He is also a Board Leadership Fellow of the U.S. National Association of Corporate Directors. Prior to his current board and executive advisory work, Clyde served as the chief executive officer of Adaptive Computing, was chief technology officer at Symantec and cofounder of Axent Technologies.

At ISACA, Clyde previously served as board vice chair and director, chaired the board-level ISACA Finance Committee, and served as a member of ISACA’s Strategic Advisory Council, Conference and Education Board and the IT Governance Institute (ITGI) Advisory Panel. He is a frequent speaker at ISACA and other global cyber security, technology and governance conferences. He also serves on the industry advisory council for the Management Information Systems (MIS) Department of Utah State University (USA).

“Rob has served ISACA and our global professional community for many years, and his technical expertise, paired with his business acumen and leadership skills, make him an ideal choice for ISACA board chair,” said ISACA CEO Matt Loeb. “The expanding digital business challenges and risks facing the enterprises and professionals we serve requires innovative thinking, including new expert resources, assessment tools and training solutions. Our 2018-2019 board members are remarkably experienced and dedicated individuals who will contribute to ISACA’s increasing visibility, influence and impact globally.”

Also named to a new leadership role on ISACA’s Board of Directors is Vice-chair Brennan Baybeck, vice president of Global IT Risk Management for Oracle Corp. Baybeck has more than 20 years of experience in IT security, risk, audit and consulting, and has worked in various industries designing, implementing and operating enterprise-wide programs to address global security risks. He has held leadership positions at Sun Microsystems, StorageTek and Qwest Communications.

In total, 13 leaders were installed on the 2018-2019 ISACA Board during the organization’s annual business meeting:

  • Chair Rob Clyde, CISM, managing director of Clyde Consulting LLC
  • Vice Chair Brennan P. Baybeck, CISA, CISM, CRISC, CISSP, vice president of Global IT Risk Management for Oracle Corp.
  • Director Tracey Dedrick, former chief risk officer, Hudson City Bancorp
  • Director Leonard Ong, CISA, CISM, CRISC, CGEIT, CPP, CFE, PMP, CIPM, CIPT, CISSP ISSMP-ISSAP, CSSLP, CITBCM, GCIA, GCIH, GSNA, GCFA, associate director at Merck & Co., Inc.
  • Director R.V. Raghu, CISA, CRISC, director of Versatilist Consulting India Pvt. Ltd.
  • Director Gabriela Reynaga, CISA, CRISC, founder and chief executive officer of Holistics GRC Consultancy
  • Director Gregory Touhill, Brigadier General (ret), USAF, CISM, CISSP, president of Cyxtera Federal Group, Cyxtera Technologies
  • Director Theodore H. Wolff, CISA, head of IT & Security Global Assurance practices in Vanguard’s Global IT & Security Risk and Control group
  • Director Tichaona Zororo, CISA, CISM, CGEIT, CRISC, COBIT 5 Certified Assessor, CIA, CRMA, IT advisory executive with EGIT | Enterprise Governance of IT (Pty) Ltd.
  • Director Matt Loeb, CGEIT, CAE, FASAE, ISACA chief executive officer

Past chairs who remain on the ISACA Board are:

  • Director and Chair (2017-2018) Theresa Grafenstine, CISA, CGEIT, CRISC, CPA, CISSP, CIA, CGMA, CGAP, managing director at Deloitte & Touche LLP
  • Director and Chair (2015-2017) Chris Dimitriadis, Ph.D., CISA, CISM, CRISC, ISO 20000 LA, group director of Information Security for INTRALOT
  • Director and Chair (2014-2015) Robert E Stroud, CGEIT, CRISC, chief product officer at XebiaLabs

The 2018-2019 Board will lead ISACA as it celebrates its 50th anniversary in 2019. Photos and biographies of all board members are available at www.isaca.org/board.

United States and China.

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USING AI CAN HAVE UNINTENDED CONSEQUENCES

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Artificial intelligence protects us from known and unknown threats, helps us connect to one another, and provides better answers faster and cheaper than humans do. But what about the unintended consequences that come with its use?

A new Insight from Bain & Company provides a list of risks to beware of when considering leveraging AI, among them:

  • Unlike traditional rules-based programming, AI models are statistical representations of the world. They provide answers based on their learning, but they are imperfect. Consider autonomous vehicles—their training data is growing exponentially and the models based on it are improving, but errors in those algorithms continue to be discovered, sometimes only after loss of life.
  • Overreliance on AI can lead to loss of skills, critical thinking, and understanding of the fundamentals of your business and what’s truly driving demand.
  • The lack of transparency in algorithms raises concerns about bias, since any algorithm trained on historical data will make conclusions that reflect the bias present in that data. As these algorithms take on broader roles—setting a price on an e-commerce site, determining car insurance rates, making hiring decisions—a very real risk is simply repeating how things have always been done.

How can these risks be addressed?

Bain & Co. advises that top executives be involved in establishing the goals and limits around the AI used by their businesses. Every materially important algorithm should also have a product manager to review and test the algorithm, audit its outcomes, and assess and improve its performance.

See the full Bain & Co. article: “Tackling AI’s Unintended Conseque

 

Source: Carrier Management

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DOING THIS ONE THING EACH NIGHT WILL MAKE YOU MORE RESILIENT

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Sheryl Sandberg found a nighttime routine that built up her resilience.

After the unexpected death of her husband, she began writing down three things she did well that day before she went to bed. It didn’t have to be a big thing: ran a successful meeting. Listened, when her instinct was to talk. Said something kind to another.

Sounds simple. But the results were game-changing.

“It is transformative,” Sandberg said. “I don’t think I realized how much time I spent beating myself up for things that went wrong, rather than focusing on the things that went well.”

Why Sheryl does this

In her book Option B, which has been translated into a free LinkedIn Learning course on resiliency, Sandberg said she struggled with self-confidence throughout her career. But, she managed to build up her confidence over time with the success of her book Lean In and helping other women break the glass ceiling – only for it to come crashing down after her husband Dave Goldberg’s unexpectedly died in 2015.

In the months after Goldberg’s death, Sandberg’s confidence was shot. Psychologist and Option B co-author Adam Grant noticed and told her the only way she’d build it back up again was by adopting self-compassion – which means approaching yourself with the same kindness and understanding you’d show to a friend.

Part of that is highlighting wins, instead of losses – much like you would accent a friend’s strengths, as opposed to picking out all their weaknesses. And one tactic for doing that is journaling each night three things you do well, instead of what focusing on what you failed at.

Sandberg took the advice in the months after her husband’s death and is forever grateful for it.

How this applies to you

Perhaps you haven’t gone through a tragic loss like Sandberg did. But the technique isn’t just for people going through hardship, it can apply to anyone.

I’ll take myself as an example. Before I go to bed each night, I too focus on everything I did wrong that day, while rarely giving myself credit for anything that went right.

All this does is make small struggles bigger, erode my confidence and lower my resilience.

I’d never treat anybody else this way. And that’s Grant’s whole point: we focus so much on building great relationships with others, and yet we often form terrible relationships with ourselves.

Maybe this is a foreign idea, and you go to bed each night thinking of all the great stuff you did. But, if that’s not the case, perhaps it’s time for a change – and to take time to write out what you did well, instead of what you did wrong.

According to Sandberg, that simple action will build your resilience, increase your happiness and ultimately make you happier. And it takes all of five minutes.

Seems worth trying.

By Sheryl Sandberg and Adam 

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