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How to Increase Effectiveness and Common Planning Time
- 1. #NAFNext2014
- 2. How To Increase the Effectiveness of Common Planning Time Michelle Swanson Swanson & Cosgrave Consulting www.swansonandcosgrave.com
- 3. How To Increase the Effectiveness of Common Planning Time Michelle Swanson Swanson & Cosgrave Consulting www.swansonandcosgrave.com
- 4. How To Increase the Effectiveness of Common Planning Time Michelle Swanson Swanson & Cosgrave Consulting www.swansonandcosgrave.com
- 5. How To Increase the Effectiveness of Common Planning Time Michelle Swanson Swanson & Cosgrave Consulting www.swansonandcosgrave.com
- 6. • Presentation • Discussion / Q&A • Table Group Work • Report Out & Wrap SESSION OVERVIEW
- 7. How’s it Going in Your Team Meetings? The one word that best describes my team meetings is ___________ .
- 8. How’s it Going in Your Team Meetings?
- 9. How’s it Going in Your Team Meetings?
- 10. How’s it Going in Your Team Meetings?
- 11. How’s it Going in Your Team Meetings?
- 12. MEETING CANCELLED How’s it Going in Your Team Meetings?
- 14. How’s it Going in Your Team Meetings?
- 15. Increase the Effectiveness of Common Planning Time 1. Don’t meet 2. Adopt a common “meeting mindset” 3. Establish meeting goals & objectives 4. Stick to the agenda 5. Convert from meeting to doing 6. Examine & refine your process
- 16. 1. Don’t meet
- 17. 1. Don’t meet • Only meet when contributions of team members can be incorporated to impact a future action or outcome • Ask: Do we need to meet about this? • Develop communication systems
- 18. 2. Adopt a common “meeting mindset”
- 19. • Value the time appropriately • Establish team meeting norms • Create a culture of “meeting discipline” 2. Adopt a common “meeting mindset”
- 20. Intel Corporation does meetings right GOOD MEETING QUESTIONS Do you know the purpose of this meeting? Do you have an agenda? Do you know your role? Do you follow the rules for good minutes?
- 21. 3: Establish meeting goals & objectives
- 22. • What would be the result of a “wildly successful” meeting? • Preparation is key • List goals on agenda, review at end 3: Establish meeting goals & objectives
- 23. 4: Stick to the agenda!
- 24. • Develop agenda & paste it into e-mail • Use & hold to specific times • Balance: Students, data, strategies, WBL, next steps • Learn facilitation from employer partners 4: Stick to the agenda!
- 25. 4: Stick to the agenda!
- 27. 4: Stick to the agenda!
- 28. 5: Convert from Meeting to Doing
- 29. • Create shared documents together • Use computers, not whiteboards or chart packs 5: Convert from Meeting to Doing
- 30. What should you be doing?
- 31. What should you be doing?
- 32. 6: Examine & Refine Your Process • Review & revise norms • Use a process monitor • Hold people accountable
- 33. 6. Examine & Refine Your Process
- 34. Increase the Effectiveness of Common Planning Time 1. Don’t meet 2. Adopt a common “meeting mindset” 3. Establish meeting goals & objectives 4. Stick to the agenda 5. Convert from meeting to doing 6. Examine & refine your process
- 35. Discussion / Q & A
- 36. Group Work Time • With a partner, discuss 1-2 strategies shared today that hold the most promise for your team. • Prepare to report out one next step that you’ll take with your team when you next meet.
- 37. Group Report Out What did you discuss? What next steps will you take?
- 38. Michelle Swanson Theron Cosgrave www.swansonandcosgrave.com Thanks For Attending! Get this presentation: http://goo.gl/3FVckb
Editor's Notes
- During this session we’re going to…
- How about your team? Come up with a word that best describes your team meetings, share with a partner, and explain why.
- When you ask academy teams about the meetings they have together, you there are several typical responses… 1) Oh goodness…do you really want to know?
- When you ask academy teams about the meetings they have together, you there are several typical responses… 2) well, we don’t always get along…
- Or… 3) “well, they are OK, except for this one person on our team…”
- Or usually… 4) “Our meetings are deadly dull. All we do is talk and we don’t get anything done.”
- 5) Or maybe you don’t really meet all that often. Ever notice how happy people get when they find out a meeting has been cancelled?
- Despair.com has some great motivational posters about meetings…
- More from despair.com…
- We’re going to look at six strategies for increasing the effectiveness of common planning time
- Seriously. Don’t do it. Or: “Only Meet when…” Meetings should only be held when the contribution of other team members can be incorporated to effect a different future action or outcome. One-way information dissemination vs. two-way information sharing Unilateral decisions vs. consensus Communication systems essential (email, social networks, connected studios, etc.) – don’t use face-to-face time for sharing what could be on an email!
- Or: “Only Meet when…” Meetings should only be held when the contribution of other team members can be incorporated to effect a different future action or outcome. One-way information dissemination vs. two-way information sharing Unilateral decisions vs. consensus Communication systems essential (email, social networks, connected studios, etc.) – don’t use face-to-face time for sharing what could be on an email!
- You’ll know if you DON’T have this if people come late, leave early, doodle “Meeting is over – time to get back to work” People should expect “crispness” to your meetings People need a shared mindset that meetings are real work! Develop a “meeting discipline” and expectation that everyone knows their value and importance to the team. Intel does this intentionally. Every new employee goes through their home-grown training on effective meetings. CEO Andy Grove used to teach it himself!
- People need a shared mindset that meetings are real work! Develop a “meeting discipline” and expectation that everyone knows their value and importance to the team. Intel does this intentionally. Every new employee goes through their home-grown training on effective meetings. CEO Andy Grove used to teach it himself!
- Go into any conference room at Intel and you’ll see a poster on the wall with simple questions about the meetings that take place there. Also, develop your own meeting norms (see norms page)
- What would a wildly successful meeting look like? Big, hairy goal? Clearly state what this would be…
- State clearly what would be true if the meeting were wildly successful Successful meetings take preparation – if you don’t have time, make it a meeting item to plan the next one List goals & objectives on the agenda, review at the conclusion of the meeting
- There are online tools that enable you to figure out the cost of a specific meeting. These tools are scary. This point is all about facilitation.
- It’s hard to stick to an agenda that doesn’t exist Develop agenda, paste into e-mail Use specific times, hold to them Be clear and up-front about the decision-making issues and style: Authoritative/Consultative/Voting/Consensus Have a strategy for each type Balance agenda: students, data, instructional strategies, WBL, next steps Use a parking lot Make sure agenda includes next steps with the who and when Call in partners to learn facilitation Use facilitation mentors – like employer partners This is your business
- Here’s a sample agenda from MetWest HS Notice: Norms stated on agenda Roles stated on agenda Time for each item specified Facilitator/discussion leader listed for each item WHY (purpose) listed for each item (NOTE: Simply including this on the agenda probably weeds out unnecessary topics)
- Here’s more of their agenda… Notice: Next week’s stuff (urgent) College trips for spring (not quite as urgent) Deep dive on math program (important but not urgent – but still on agenda!) Lots of text – lots of planning went into this meeting!
- …and the final page. Notice: Process observer (we’ll get to that later) Appreciations Roles rotation on agenda
- Focus on creating shared documents Switch from whiteboards and chart paper to computers and big monitors or projectors – fundamental change to a “computer-augmented collaboration” Make sure you document the key decisions and share with others
- Focus on creating shared documents Switch from whiteboards and chart paper to computers and big monitors or projectors – fundamental change to a “computer-augmented collaboration” Make sure you document the key decisions and share with others
- What should you be doing together? This Linked Learning Communities of Practice Continuum tool (in your handouts) lists some of the things you should be doing together…
- What should you be doing together? This Linked Learning Communities of Practice Continuum tool (in your handouts) lists some of the things you should be doing together…
- Finally…Examine and Refine your Process Review & revise norms Use a process monitor Revise agenda process Adapt roles as needed Monitor what works and hold people accountable
- Remember the MetWest agenda’s Process Observer? This person reflects at the end of the meeting on the groups’ process together…
- OK, so those are the six strategies…
- What questions do you have?
- Pair up with someone near you…discuss these questions.