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Module 5: Improving Meetings at Your Organization

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How to improve meetings by creating universal meeting guidelines.

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Module 5: Improving Meetings at Your Organization

  1. 1. Work Focused Improvement® Management Essentials for Daily Use and Ongoing Improvement By Sam Pratt © 1986-2013 Samuel H. Pratt / SHP Consulting Limited Module 5 How to Improve Meetings By Creating Universal Meeting Guidelines
  2. 2. Funny, shocking and Interesting statistics on meetings from MeetingKing 1. 37 percent of employee time is spent in meetings 2. Managers attend more than 60 meetings per month 3. 47% consider too many meetings the biggest waste of time 4. 39% of meeting participants admitted to dozing off during a meeting 5. Over 70% brought other work to meetings 6. It is estimated that 25-50% of meeting time is wasted 7. The researchers found that the more meetings employees attended, the more exhausted they felt and the higher they perceived their workload to be
  3. 3. Universal Meeting Guidelines Session 1. Before the 1st meeting, give each team member a copy of the 4 slides below [suggestion: use print option of 2 slides per page] 2. At the 1st meeting, have the selected team members pick a Team Leader 3. Allow 10 minutes for members to select up to 8 good rules … and editing a rule or creating a new one is just fine 4. Show the team the 4 slides below one at a time, and solicit comments 5. After discussion, ask for additional rules or revised rules and list these on easel board 6. Give everyone a five minute quiet period to rate items a. 2 points for each person’s top idea , 1 point for all others b. Go around the room asking people to read their top rule (not yet on list) c. Continue circling the room until it’s clear that key rules are on the board d. Now circle the room recording final votes for rules on board with each person allowed to give 2 points to the top idea on board e. Voting results are information ... this session is not for final resolution 7. Before 2nd meeting, the selected rules 8 or less will be organized, wordsmithed and published by the Team Leader for review, tweaking, and approval at the 2nd meeting … which should be very short! © 1986-2015 Samuel H. Pratt / SHP Consulting Limited
  4. 4. Google’s Meeting Rules 1. Every meeting needs a leader 2. The meeting needs a clear purpose and structure 3. Meetings used for sharing information or brainstorming still need owners 4. Have a meeting only if it's necessary 5. Don't include more than eight people 6. Include only the necessary people, and no more 7. Strictly follow time constraints 8. Be fully present in the meeting Prompts
  5. 5. Things to Thank Steve Jobs For How to Have a Great Meeting 1. Throw out the least necessary person at the table. 2. Walk out of this meeting if it lasts more than 30 minutes. 3. Do something productive today to make up for the time you spent here. Prompts
  6. 6. Team Advancement Meeting Guidelines 1. Focus on the work (performance and enabling of organization) 2. Stay away from personalities, politics, turf, blame, rigid positions, and “me” issues (hygiene) 3. Let it be known early in the discussion if a decision will be Type I, II, or III (I decide, I decide with your input, we decide) 4. Emphasize the understanding and use of Key Performance Indicators 5. Value listening & cooperating more than persuading & winning 6. Spend enough time on issues to develop widespread understanding and support © 1986-2014 Samuel H. Pratt / SHP Consulting Limited Prompts
  7. 7. Performance Review Meeting Guidelines 1. One Hour Time Limit Enforced (this is a fast paced review of performance with limited discussion on specific issues … stage hook at 5 minute mark) 2. If follow-up is needed on a topic, agree on who/when/where and move on 3. Focus on the work (performance and enabling of organization) 4. Stay away from personalities, politics, turf, blame, rigid positions, and “me” issues 5. Emphasize the understanding and use of Key Performance Indicators, but do not spend more than 5 seconds on a new data point close to a positive trend line 6. Value listening & cooperating more than persuading & winning 7. Manage with, and focus on facts 8. Keep an eye on Strategic Targets a. Become one of the very best companies to work for in the world b. Insure that business mechanisms are fair to individuals and the company c. Continuously improve and be able to show this factually d. Be world class in every respect © 1986-2014 Samuel H. Pratt / SHP Consulting Limited Prompts
  8. 8. The following slides are included because they have been helpful from time to time in Meeting Guideline Sessions …
  9. 9. Universal Rules for Meetings of a Performance Company 1. Add rule 2. Add rule 3. Add rule 4. Add rule 5. Add rule
  10. 10. Work Focused Improvement ... in a nutshell  Endorse & understand the underlying premise: When a group of people work in concert to advance the business, a by-product of the effort is a better functioning social unit  Distinguish between the two basic types of work: linear and non-linear and design all business mechanisms to match the work  Focus on the work, performance and result, not on … – Hygiene: company policy, wages, working conditions, security, status, supervision, and interpersonal relationships – Feelings & Emotions – Turf, politics, personality, or blame  Be a student of management and build a profound understanding of all leadership and management mechanisms, tactics, and concepts Background
  11. 11. Work within an established process Work on a case by case basis Focus on facts (descriptive) Focus on opinions (evaluative: characteristic based) Communicate openly Communicate guardedly Be preoccupied with the work and performance Be preoccupied with hygiene, personalities, turf, politics, emotions, blame, and credit Exhibit respect for group member opinions Exhibit intolerance of others opinions Driven by priorities and knowledge of what flows to bottomline Use deadlines to delay action in short term & then extend deadlines in small increments Deliberate with all key impactors Decide by power play or control of information Refer to recorded plan (or Advancement) Fly by seat of pants Live by consensus, tradeoffs, accommodation Live by confrontation & stonewalling Do as you say Don’t do as you say or just don’t say Build and value trust Ignore trust considerations Work Group Assessment Robust Fragile Organizational Dynamics
  12. 12. Types of Decisions Type I I decide Type II I decide with your input Type III We decide Type IV You decide More decisions at lower levels under Team Management Leadership Styles© 1986, 1986-2012 Samuel H. Pratt
  13. 13. WFI Team Advancement Meeting Expected Outcomes  Improve bottomline performance of organization  Enable the organization  Enable individuals and teams  Emphasize inter-departmental communications  Foster cooperation and respect  Build a robust organization with widespread ownership, understanding, and alignment  Assure that all key business mechanisms are continuously improving and working in concert Continuous Improvement© 1986-2014 Samuel H. Pratt / SHP Consulting Limited
  14. 14. Define objective in terms of KPIs, outputs, and other measures or results Communicate clearly with the objective of two way understanding Build natural follow-up points for feed back such as month-end reports, and Performance Reviews Document discussions, agendas, actions, issues, performance over time Follow-up as promised (lead by example) 5 Step Closed Loop System A. If project or task, repeat until complete B. If process, repeat on ongoing basis © 1986-2012 Samuel H. Pratt / SHP Consulting Limited
  15. 15. Deliberations According to Pava ... Pratt ...  Deliberations are sequences of exchange & communication used to reduce the equivocality of a problematic issue  Deliberations are not decisions, but are more continuous sequences of activities from which decisions occasionally crystallize  Deliberations are not meetings, which are simply gatherings of people  Organizations always have a lot of ongoing problem areas that people talk about in an effort to make improvements  In struggling with any particular subject, gains are made gradually … usually two steps forward and one step back  Good discussion and debate can take place anywhere, including the golf course Organizational Dynamics© 1986, 1986-2012 Samuel H. Pratt
  16. 16. Discretionary Coalitions According to Pava … Pratt ...  Discretionary Coalitions are the populations (from 1 to n) dealing in deliberations  Effective coalitions reach informed tradeoffs and avoid lapses into ritual posturing or arbitrary battles over turf  Discretionary Coalitions are groups of people that informally band together to make improvements  Effective coalitions focus on the problems and the work and ignore politics and individual credit Organizational Dynamics© 1986, 1986-2012 Samuel H. Pratt
  17. 17. Topics & Forums Topics are deliberated in forums by discretionary coalitions Process Social group Organizational Dynamics© 1986, 1986-2012 Samuel H. Pratt
  18. 18. Performance Review Agenda (example)  Quick Hitters (urgent, important, but most of all quick)  Finalize Meeting Guidelines  Review Financial Performance  Review Department KPI Performances  Discuss Communications Options – Newsletter Schedule and Ownership(s) – Scoreboards – Core Worker Attendance at Performance Review Meetings  Discuss impact of “silos” in our organization  Training: “Fast Decision Making Organizations”  Review FMLA policy  Other © 1986-2014 Samuel H. Pratt / SHP Consulting Limited

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