When your meeting is too important to leave to chance ...

Does your meeting in the Room or on Zoom have any of these behaviours:

  • Blaming

  • Being Defensive

  • Distraction

  • Withdrawing (or not even showing up)

  • Being oppositional

  • Playing politics

  • Talking over each other

  • Personal agendas

  • Winging it (because they didn’t prepare)

  • Falling asleep

A NEW Book ...

An online handbook for guiding teams to quality solutions twice as fast at half the cost with three times the impact!

Imagine how much better your meetings would be without the behaviours listed above!  Oh, and if you can't facilitate these behaviours in a Room, you will struggle to do it on Zoom.

If your organisation is like most, you are already placing a greater focus on teamwork rather than individual decision making. This makes productive teamwork critical to your success, which means your teams must work constructively and effectively together.

The most effective way to achieve this is to have a set of Ground Rules and use a Rational Problem Solving Process. 

But, not any set of Ground Rules will do. If your Team does not own them they will not use them and, if they don’t use them you will end up with the behaviours listed above.

NEW Ground Rules: Unlocking High Performance Teams in the Room and on Zoom will show you how to create customised Ground Rules to reduce these behaviours, speed up the process and increase the quality of Team decisions.

It's coming soon!

Add your email to the mailing list to be the first to know when the book is published.

  • Practical tips

    Practical tips for facilitating high performance teams in the Room and on Zoom.

  • Drawn from extensive experiences

    Drawn from his extensive experiences as a high performance facilitator, trainer and strategic mentor, Karl Perry’s proven techniques will help you transform your team meetings into highly effect, cost efficient and high impact sessions.

  • User-friendly

    With this user-friendly guide, you will learn how to take your team meetings to a new level of performance to discover innovative, quality solutions and get them to implement at high speed.

About the Author

From the perspective of others ...

Patrick Behrendt

General Manager (SVP) of Continuous Improvement | Includes Operations Research and PMO – Air New Zealand

“I’ve had the absolute pleasure of working alongside Karl as we introduced a more collaborative workplace across Air New Zealand. Karl has a unique and extremely valuable skill set within the philosophy and practical implementation of High Performance Engagement. He has rich and real capabilities in this space to think and engage strategically with internal and external stakeholders, build effective and improved working relationships, and facilitate workshops & training sessions across all levels of complex organisations. His toolbox and methods, combined with his deep understanding of human and organisational psychology, enable him to be a trusted & impartial partner and advisor. I would absolutely recommend Karl to any organisation serious about creating a High Performance Engagement workplace.“

Clarke Ching

Author of ‘The BottleNeck Rules’, ‘Rolling Rocks Down Hill’, ‘Rocks into Gold’ and ‘Six Lessons’ a MasterClass with Eli Goldratt.

“I don’t know if he was born this way, or he somehow learned it, but Karl is IMHO astonishingly clever about how people work. He uses this skill, combined with Eli Goldratt’s ToC Thinking Processes, to help individuals and groups gain unique insights into what they need to change, what they need to change to and, how to implement change in order to achieve sustainable high performance. He uses his approach – called High Performance through Engagement Strategy (HPtE Strategy®) – to help clients across the globe, providing strategic guidance, operational support, facilitation, mediation, culture measures, psychometric assessments, coaching and training. He is – literally – an astonishingly good thinking coach."

Lois Cameron

Senior HR Manager – Christchurch Engine Centre, part of the Pratt & Whitney Group

“Karl makes complex problems simple, using an Interest Based Problem solving approach. The unique thing about Karl is that he runs a very robust process, without making the process obvious. Instead, he facilitates effective communication between parties that would otherwise be at conflict, and by working through some simple steps, comes up with solutions that everyone can live with. Karl maintains energy, enthusiasm and skill throughout the process. He is nimble in his approach, changing direction to meet the needs of the team. He is also an expert in diffusing emotion so teams can focus on the facts. I would highly recommend Karl as a Facilitator, Coach and business ally.”

Richard Nanton

UK Director of Flight Operations/Director Group Airlines Pilot Management - Thomas Cook Airlines

I had the privilege of working with Karl to overhaul and re-engage a pilot workforce that had started to feel disenfranchised. This disenfranchisement had taken place over a number of years and the trust had broken down to the extent that industrial action was undertaken. It was clear that a mindset change based on our individual relationships and built around a rational process would be the only way forward. Karl, brought that capability along with the capability of articulating a new concept and what it would mean to both the Company and employees. This articulation and the coaching that Karl invested into the process showed significant results in a short space of time. The work that Karl did was not only invaluable to the Company but also brought a new sense of involvement to the pilots. Whilst the concepts that Karl coaches are simple, the way that Karl delivers them is key to an understanding that no matter what challenge is presented it can be overcome for the benefit of both the Company and employees.

Sarah Williamson

Group General Manager Business Performance - Air New Zealand

Air New Zealand is working towards being a more collaborative workplace. As part of this change a number of steering groups have been put in place with multiple (union/employee/employer) team members, and a number of new ways to problem solve issues have been introduced. One of these is an interest based problem solving technique. Karl was engaged to provide facilitation to enable stakeholders to work through an employment issue that had been around for some time. There are a limited number of facilitators endorsed to provide assistance with collaborative problem solving within Air New Zealand. Karl brought to the table a range of frameworks and methodologies to tussle with the issue, managed the inputs and interests of the stakeholders, resulting in a successful outcome. I would confidently re-engage Karl in the future for his facilitation abilities.

The Content

(In development)

  • 1

    Foreword

    • Foreword.

  • 2

    Introduction

    • Meetings, what are they good for ... almost everything!

    • The Exec meeting.

    • The Improvement Team.

    • The pay talks.

  • 3

    Chapter 1 - Competence, Problem Solving and Behaviour

    • Competence is just the tip of the ice berg.

    • Problem Solving.

    • Inter-personal Behaviour.

  • 4

    Chapter 2 - Handbrakes and Accelerators

    • Behaviour Styles.

    • Handbrakes and Accelerators.

    • Behaviour and Group Effectiveness.

  • 5

    Chapter 3 - Owning Ground Rules

    • Create or borrow?

    • Our immunity to changing our behaviour.

  • 6

    Chapter 4 - Subject Matter Experts, Behaviour and Process

    • Three necessary conditions for group effectiveness.

    • Quality and Acceptance.

    • Meeting facilitators.

  • 7

    Chapter 5 - Self Improving Teams

    • Competency based Teams and performance over time.

    • Problem Solving based Teams and performance over time.

    • Behaviour focused Teams and performance over time.

  • 8

    Chapter 6 - Creating Ground Rules that work

    • Systems Thinking

    • Create your customised Ground Rules

    • Social Learning

  • 9

    Chapter 7 - In the Room or on Zoom?

    • In the Room

    • On Zoom

  • 10

    BONUS Chapter - The Process

    • The Challenge

    • Interest Based Problem Solving (IBPS)

    • Accelerating IBPS - Why Change? What to Change? What to Change to? How?

BONUS Chapter

Learn how to overcome these process based obstacles:

  • Multiple (conflicting) goals

  • Having different ends in mind

  • Prioritising local over global needs

  • Going down 'rabbit holes'

  • Decisions taking too long

  • Contributions falling into black holes

  • Agreeing to disagree (no consensus)

  • Answering "what to change", "what to change to" but not "how to change"

  • No real decision or commitment achieved

It's coming soon!

Add your email to the mailing list to be the first to know when the book is published.

About the Author

Karl Perry

Karl helps people achieve breakthroughs in performance. He works across the globe with clients who are seeking to become High Performance Organisations. Providing strategic guidance, operational support, facilitation, culture measures, psychometric assessments, coaching and training in systems thinking Karl helps implement all aspects of High Performance through Engagement. If you want to harness the collective intelligence of your people then Karl is your man.