!"#$%#$#!$&''&Set a time each week to focus on what's important.It may seem impossible at first, but once the habit is created and the meeting is structured properly, most people will look forward to the meeting and find they can't function properly without it.In fact, some companies have employees in a huddle of some kind on a DAILY basis.These team meetings are THE major building block for implementing your priorities.
To make these meetings productive and useful, I suggest using the following specific agenda.
I also recommend you back it up against a critical time deadline, like lunch or 5 p.m.
or 8 a.m.This will cause the meeting to end on time.Suggested Agenda 5 to 10 minutes
Good News Go around the group and have everyone share a SPECIFIC good news story, personal and business, from the past week.This is a way to counter the negativity of these meetings, since they are mainly focused on addressing challenges, and helps people begin to see the good, not just the bad.It's also a great way to get to know each other better and to give each other a pat on the back.This may feel awkward at first, but make sure everyone participates.5 to 10 minutes
The Numbers Go over everyone's individual or team weekly measures of productivity.Don't get hung-up in conversation.Just report the numbers.
Its best if every team graphs the weekly measurements as they are shared in the meeting.It helps people see trends in the data.10 minutes
Customer & Employee Data Go over the hassle logs.
Again, don't get hung up in conversation.Just review if there are any recurring issues or concerns that the team or its customers are facing day in and day out.Choose one issue, get to the root cause, and assign a person or small group to explore it.10 to 30 minutes
Collective Intelligence Open the conversation around a rocka large priority.Use the collective intelligence of the team to drill on a big issue.Have the person with accountability for a rock make a presentation on how they are addressing it.One Phrase Closes Go around the room and let everyone say a word or phrase that represents how they feel at that moment about the meeting.
Keep a Log Record who said they would do what whenThis 30- to 60-minute meeting each week, if effective, will help make everyone's job easier and more productive
.If it doesn't, reexamine how the meeting is being run and what is being discussed, but don't quit this crucial rhythm.Copyright
2009 Gazelles, Inc..
StaffmeetingsPage 1 Reinventing Staff Meetings By Jamie Notter
2006, Notter is the last time you heard anyone in your association say, Oh boy, its time for staff meeting! In fact, most
page 2 The second reason Lencioni cites for boring meetings is their perennial lack of contextual structure.That is, meetings (particularly staff meetings) tend to wrap different types of discussion into one meeting structure.In a single meeting, the staff will be discussing what kind of potato salad to bring to the annual picnic, whether or not to change the dues structure, and the possibility of merging with another association.
Agenda items tend to be covered in the order they were written down, so some important conversations get very little time, while other more tactical issues end up involving multiple layers of management unnecessarily.
Lencionis solution to this dilemma, believe it or not, is more meetings! In his book, Lencioni describes a suite of four types of meetings that match different structures to different purposes.
For a senior managem
Although the more meetings component can seem counterintuitive, the system can be applied successfully, even in the context of a small membership-based organization.Colleen Eubanks, CAE, Executive Director of the Christ Child Society, Washington D.C., has implemented a hybrid of Lencionis system as part of her efforts to increase staff communication and effectiveness.
In addition to bringing in a consultant to help her team develop conflict management skills, Eubanks developed a sequence of meetings for the office staff that alternated between tactical and strategic meetingsone every other week.With a small, interdependent office, she opted not to implement daily check ins.The strategic meetings, Eubanks contends, have been incredibly valuable.
For example, at one strategic meeting, the staff explored in depth how they could best develop their relationship with the Board of Directors.They ended up designing and implementing small but important changes in the way all the staff (not just the Executive Director) interacted with both the Board and Executive Committee.Eubanks could see the value of the strengthened board-staff relationships during their subsequent strategic planning process.
The new meeting structure has also brought some unexpected benefits.I hadnt anticipated it, but it has turned out to be a valuable pr.