Into the room
We all have hoary problems that never go away.
Like the troublesome supplier who does good work, eventually, but leaves you guessing between infrequent updates. Or…
Let’s invent a checklist for running a meeting:
– Get the right people in the room. Which is as much about who you don’t bring in as who you do.
– Have an objective. And make sure there’s consensus on what the objective means.
– Agree a start time that works in the planning and means something in the having.
– Open by giving context (objective and purpose) and setting the stage (agenda and housekeeping).
– Be clear about roles. Is this a committee, who is the facilitator, the note taker, how will decisions be made?
– Keep on point, honour interesting distractions by visibly parking them for later.
– Squeeze for value, and keep dominating-voices in check.
– Summarise the outcomes, check in against the objective, agree the actions, clarify communication channels for who needs to know what about what just happened.
– End on time, or early.
Skippy strategy: Make meetings make meaning.
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Category:
Skippiness
With all the big things you’re working on - the people and team issues, the projects and proposals and all that water you’re pushing up…