Meetings are the Mirror of the Soul of an Organization
The way meetings are held in a company tells a lot about the corporation's culture and its values. Most large or medium sized companies have some kind of formal values they are committed to and a mission statement, that clarifies the purpose of the organization. However it is in everyday work life only that one will truly experience how much an organization and its members live up to these values and how purposeful they act upon their vision and mission on a daily basis.
When I set up and invite to meetings, I like to provide the participants with three basic elements in advance:
1. The purpose of the meeting (Why are we meeting? Why are you invited?)
2. The outcome and participants' expected input (What will be different after the meeting? What is expected/required that you bring to the table?)
3. Some basic agenda, if applicable. (Plan of time and topics)
Though most do, not all my meetings have a formal agenda. That is because when I approach a new topic, my initial meetings usually don't take longer than 15mins max. The purpose of these meetings usually is to create a plan how the team is going to approach - and hopefully eventually solve - the problem. The 15, or sometimes even only 10min limit has multiple benefits:
Be Brief
First of all, it motivates the participants to be prepared, as they will be aware, that every minute counts and that they will be asked to commit and to decide upon the further approach. It is essential to be brief and to focus on the most crucial aspects only. Especially it is key to avoid to elaborate on any minor issues or details, let alone engage in any discussions. I try not to invite more than a handful participants to these initial meetings, as otherwise they are not effective or there's going to be participants who don't contribute significantly. I will ask everyone to give their view on the topic/problem and to share a rough initial idea from the top of their head how a viable solution might look like. At this stage the 'solution' could just be anything, for instance, some more research or a more thorough analysis of the problem. In case this is done effectively, the problem is already sliced and diced for the first time into some basic elements and can be addressed in a more detailed fashion. If people are not used to this kind of communication and quick decision making without knowledge or information of further details, this can be a challenging task.
The outcome of these initial brief meetings is usually a common idea how to approach a problem and an agreement on the next steps - for example some focused workshops.
Be Bold
The second effect of short meetings is that they are easily squeezed into the busy schedules of even my busiest colleagues. Scheduling meetings with participants whose schedules have little available slots can be tricky and chances are you don't want to make an appointment the next month or in the distant future, but hopefully within the next few days. Common scheduling tools use 30min or even 15min planning buckets - so if you invite to meetings with 9, 12 or 24mins length this will immediately catch the recipient's attention. She might think you have made a thorough estimate of how much time is required instead of just using the standard 30min bucket the program would suggest. The recipients usually also feel less resistance to participate, as they will assume/anticipate -correctly- these meetings to be short and crisp for a reason: they are more focused and intense than longer meetings and usually participants walk away with a positive feeling, because the time investment is minimal and the reward in terms insights and decisions is maximal. This creates a positive vibe and momentum for further effort that I regard as more valuable at this stage than actual results on the problem itself.
Show Some Respect: Don't Waste Anyone's Time
Sadly we still witness this regularly: meetings start late, if only by a few minutes and are often extended beyond the scheduled end - sometimes way beyond. Certainly we all have multiple problems with this kind of behaviour - and I am not saying that I am completely innocent of some of the vices that are addressed here. Nevertheless we all make the same mistakes. So how can we be real pros in meetings and not fall for all these notorious meeting traps? Here's my simple rules how to master meeting excellence:
Prepare and set the expectations. This will not only give participants a general idea what the meeting is about but also about their role in the meeting. Clarify how they will be able to contribute and also answer the 'What's in for me?' question from the participants' point of view.
Show up on time...always! It is an absolute imperative to be punctual, especially at the meetings you own. If you can't show up to your own meetings on time, this sends a strong message to participants and I assure you, it's not the kind of message you want to send.
Be as crisp as possible. Make every minute count. Don't diverge or drift off topic or into insignificant details/discussions/diversions. If you want to talk about your weekend, or your last vacation, invite your colleagues to some coffee.
Own your meeting. Don't be bossy but be a guide and set some boundaries. Let everyone have their fair share of limelight. Circle back to the objective once in a while and why you invited the participant to the meeting. Make your point clear so everyone knows what needs to be done. In case of a briefing, let everyone know, how they are affected by the circumstances and why it is important they participate in the meeting. In case of a decision required, be clear about what is to be decided upon and what the potential impact of the decision on people is.
End on time. Wrap it up with sufficient time before the end and let the participants address some questions before ending the meeting. Meetings can also end ahead of schedule. Focus on results and productivity and not on busyness.
Follow up with results. Share the presentations, the protocol, your minutes, list of open items/decisions/information and everything else that is essential and which entails the outcome of the meeting.
You got this. Meet like a pro!
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