SURVIVING MEETINGS is
An effective method for organizing smart meetings that are good for people and business
Are you tired of “as-is” meetings? Would you like to get straight to the point, understand, solve, and finish them and still have some positive energy to spare? If so, then this book is for you.
Today we have too many useless, continuous and often inconclusive meetings both in-person and online. Too many participants, excessive costs, wasted energy and opportunities: more effort than satisfaction…
Would you like to have just useful meetings, ones where the set goal is known beforehand and achieved in the defined timeframe? Would you like to come out of a meeting with more energy than when you walked in, and with the feeling that you and your colleagues are going to succeed, even better that you can even raise the bar?
For sure, it is not always easy to succeed. But it is possible: you need determination, a desire for well-being and a meaningful professional life, and also you need new tools that enable you to work differently. In this volume, we introduce you to TheMeetingCircle; a truly profitable method for organizing meetings, a method resulting from the most avant-garde developments in international organizations and with the contribution of neuro-science. The book contains a kit that will help you design meetings in a fun way, turning them into smart meetings in just a few steps: finalization, focus and flow, achieving the best result with the least effort, Psychological Safety.
However, we need to warn you beforehand. If you use TheMeetingCircle in your organization or with your team on a daily basis, your approach to problems and relationships among colleagues will also begin to change: you’ll see both people and culture evolve.
The reason being that meetings can unite energies and intelligences together. And in doing so make the heart of the business pulsate.
Marina Capizzi and Tiziano Capelli – Co-founder PRIMATE’s
Mental Health Has Become a Business Imperative
Of the many issues we have faced throughout the past two years, perhaps the most surprising but important is mental health. Studies now show that nearly 81% of workers face some form of burnout or mental health issue, and 68% of employees say their daily work has been interrupted by these challenges.
Health care is one of many industries, along with retail, transportation, and hospitality, that has been especially affected by burnout and stress as a physically and mentally depleted workforce has faced peaks in demand for services.
PRIMATE hosts CORPORATE REBELS
The 8 trends of organizational evolution
PRIMATE and The Fearless Organization Scan
The Fearless Organization Scan is the company that, in partnership with Amy Edmondson – author of Fearless Organization and lecturer at Harvard Business School -, has developed an agile and accurate survey to detect the level of Psychological Safety, comparing it with a wide-ranging benchmark. Together they created an international network: PRIMATE is the Italian partner.
AMY EDMONDSON PRESENTS THE ITALIAN EDITION
by Fearless Organization
INTERVIEW WITH AMY EDMONDSON
Thanks to James Taylor for authorizing the translation and distribution of his interview
Amy C. Edmondson‘s new book (Harvard Business School) is out, edited by Franco Angeli. A further step in the evolution of companies.
We will be finally able to face fear, one of the taboo themes of organizations, with managerial logic. Fear proliferates where there is a low grade of psychological safety, with significant damage to the health of both people and business. Increasing psychological safety frees up huge resources that greatly improve performance.
The preface of the italian edition is written by Tiziano Capelli and Marina Capizzi co-founder PRIMATE and Carlo Giardinetti MBA.
The heartbeat of the business
For some years now we have felt out of place in the world of business consultancy, where we have been operating since the 90s. Hundreds of projects considered “successful”.
So much gratitude from thousands of people. But inside, frustration was growing: outside of projects,
too little was transformed in organizations, compared to what is needed in this whole new era.
Too slow, too much distance between problems and decisions, too much talent wasted in every workstation, in every desk …
and in a circle of stress, fear, de-responsibility …
Together with the clients, we were looking for a different way and sense.
Shortness of breath. Vacuum dive into the heart.
We weren’t well.
With some clients, we felt the desire to start learning again, to co-design to discover new paths.
Together, we moved to the border.
In 2017 we founded PRIMATE.
We wanted to look this world in the eye.
With the passion, the responsibility and the audacity to make ability, vulnerability and imperfection sprout together. To let new visions and gestures emerge.
We went back to the origin, where actions shape the body, the mind and the world.
Together with our travel companions, we started to release energy and widespread talent.
We turn on the courage that warms the fear, we experiment.
Even with thousands of people.
And we put new disciplines and tools into circulation to mix work and meaning.
Day by day.
People, companies and communities can tune in their breath and beat.
To make the heart of the business beat.
PRIMATE is a Benefit Corporation and a Certified B Corporation®
Born as Benefit Corporation, since the beginning we sought recognition as B Corp™, because it was deeply linked to our PURPOSE…
During an era of epochal change, PRIMATE was born with the intention of contributing to the evolutionary leap of humanity, organisations, and communities, by freeing positive energies, innovating models and practices, and co-creating places where daily routine assumes meaning for oneself, for the business and the communities in which we live and work.
This is the footprint we want to leave on the world.
These are the questions we asked ourselves in 2017, when we were born
Today’s organisations structures stem from old times.
Can a new world come into being without a new framework?
Power is tipically concentrated at the top.
Is this the best way to meet customers’ needs?
Thinking, deciding and acting are part of the same process.
What do we gain through separating them?
We keep making plans we are unable to keep.
Hadn’t we better direct that energy towards the emerging future?
Organisations reward mistake avoidance thus strangling experimentation.
Is this the best way towards the future?
In our organisations a few people say to the many what to do.
Is it so surprising that motivation and engagement remain so low?
What we get is always less than what we need.
Isn’t how we do things part of the problem?
Platforms are revolutionising the way producer, consumer and developer meet.
Can organisations go on ignoring it?
Platforms enabled what organisations couldn’t: integration of stakeholders in the value chain.
How about implementing this logic within organisations?
Platforms are based on transparency, interaction, cooperation and sharing.
Any lessons we can learn?
From an architectural point of view, structures can nurture or hinder life and activities.
What about organisations?
For years we have been choosing people based on skills.
Is that still enough?
Work in an evolving world should be the ultimate place of learning.
How come performance evaluation isn’t the number one tool to encourage learning?
Our assessments are typically based on skills, aptitudes and motivation.
Is this enough to represent the whole person?
What’s the sense of developing the talent of just a few
if all the remaining people don’t tap into their capabilities?
Too many e-mails and not enough communication.
Is there no solution?
Meetings are often a waste of time.
Why do we still manage them the same old way?
Leadership programmes are always intended for bosses.
Does centralised leadership still make sense?
We create organisational environments no one likes to be in.
Isn’t it high time we trusted our desire for well-being?
The question “What would I like to give to others?”
has no room in many lives. Isn’t it the very reason we act?
Organizations don’t perceive vocation as being crucial.
Are we sure it isn’t connected to profitability?
Passion, feelings, intuition.
What if we could harness them towards business?
There exist needs that don’t recognise themselves as being community.
How can we intercept them?
Discover our Activities
The world is heading in the direction anticipated by PRIMATE… watch our clips
Beyond illusions, where the new arises
Words to be relighted in organizations
SENSE & RESPOND
SENSE & RESPOND
Who’s in charge of leading organizations,
has also the responsibility of looking for a new path.
Sense & Respond is an easy but revolutionary synthesis. In fact, through many business cases, it shows how the mindset of many organizations was born during the industrial era. That is over. Nothing is the same, even if it may seems so. We’re in the digital era: a momentous gap, more culturally than technologically. Concepts and methods, that were reference points for generations of managers, don’t work any more: for example, facing uncertainty and complexity with detailed plans. But most organizations still keep on working in the same way as in the past.
This book reveals how what we consider an inevitable problem is in fact the result of a deeper and deeper gap between our mental habits and reality.
So, where can we start from, and how can we go on? Read more