Lean Meeting Machine - Workshop Slides

www.fastmeetings.com.au | +61 2 9502 2022 | Copyright © 2005-2012
FAST Meetings Co.
Lean Meeting Machine

F
Focus

Why are you here?
Share with the person next to you
(2min)

Meetings are at the intersection of…
Strategy (Process) Culture (People)Strategy (Process) Culture (People)
Action
MeetingsMeetings
Vision

A Lean Meeting Machine

Too many meetings
Decision makers not attending
Unclear meeting type
Unclear purpose
Encouraging participation, engagement
Keeping people on track
Managing dominant personalities
Getting decisions made
Agreement and commitment
Getting clear outcomes and actions
Having measurable action items
People accountable to follow through
Too many priorities to action
Measuring meeting effectiveness
What’s not working?

Purpose
Individual:
Learn the FAST framework to increase your effectiveness in meetings
Organisation:
Recognise the business impact of your meetings culture

Outcomes
Individual:
Apply 1-3 practical actions over the next 30 days
Organisation:
Consider next steps to drive Productivity, Speed, Engagement &
Innovation through your meetings culture

Process
Focus
Awareness
Solution
Traction

About FAST Meetings Co.About FAST Meetings Co.
est. 1997est. 1997
Meetings
Impact
1. Training
2. Coaching
3. Online tools & resources
4. Measurable ROI

A
Awareness

Structure guides behaviour

The FAST Framework
Focus
Awareness
Solution
Traction
Start
Finish

The power of structure; ignored or
used

Worlds Best Agenda Template
• 5 min video
• Download

FAST – Worlds Best Agenda
Template

Power of focus
"One of my mantras — focus and
simplicity. Simple can be harder
than complex: You have to work
hard to get your thinking clean to
make it simple. But it's worth it in
the end because once you get
there, you can move mountains.”
Steve Jobs, CEO of Apple Inc.

Banish unfocussed meetings
1. Distinguish the meeting type
2. Define a precise purpose
3. Right people for purpose
10%

There are 4 types of meetings
Type
Decide: binding decisions made
Consult: ideas sought, shared
Inform: one way downloads
Relate: trust and knowing others

Meeting type
Type Perception Reality Optimal Range
Decide 50% 30-50%
Consult 30% 40-50%
Inform 10% 0-5%
Relate 10% 10-15%
16%
53%
28%
3%

1. Inform meetings should be banished
2. Endless Consult/ Collaborate meetings are slowing
organisations down
3. Cancel Decide meetings if the right people are absent
Your reactions please!

Focussed meeting invitations

Email template for Unfocussed invitations
Dear First-name,
Thank you for your meeting invitation. I would like to help you
get the outcomes you want.
So that I can be a valuable contributor at this meeting, can you
please let me know why you are holding this meeting (Purpose),
what you want to walk away with at the end of the meeting
(Product) and how you want me to contribute (People).
Also, please let me know the 2 or 3 Questions at the heart of
the discussion, so that I can come prepared.
I will await your reply before I do anything further with this.
Cheers
Your name

Initiating focussed meetings
For a meeting you will attend soon;
a) Write the meeting name
b) Confirm the meeting type
c) Define a pin-point purpose if you
were initiating the invitation
(NOT generic statements)
a) Pose a central question for
participants to consider

Framing – Focus a meeting as it
starts
Context – the background surrounding the meeting/ topic
Purpose – Why - the primary intention for the meeting/ topic
Outcomes – What – the product to be achieved
People – Who - the people/ groups involved & their needs
Process – How - the approach & steps to be taken
Space – the room and set-up
Content – the question to kick off Awareness
Time – the amount available (for each step)
Risks - What not - pitfalls to avoid

Facilitating Awareness

FAST Framework
1. Ask powerful questions
2. Enable participation
3. Move from debate to dialogue
50%

Power of Questions

Define the central question
“If I had 1 hour to save the
world, I would spend 55
minutes defining the
problem and 5 minutes
solving it”
Einstein
“We spend a lot of time solving problems, and
then find out we haven’t been clear on the
central question we are trying to answer”
Senior Manager, Major Bank

Enable Participation

5 Participation Principles

Levels of listening - Defend

Levels of listening - Debate

Levels of listening - Dialogue

Engaging People
• Dominic the Dominator
• Kim the Quiet One
• Trevor that goes on Tangents
ValidateValidate
InviteInvite
ConfirmConfirm

Switch to Solution

Make decisions
1. Switch at 2/3 of time
2. Solve at the right language
level
3. Use a suitable decision
method
20%

Switch to Solution (2/3 of time)
3333
minmin

Solve at the right language level
Concept
Concrete
Detail

Solve at the right language level
Concept
Concrete
Detail
Eg.
Pilot stage complete
Pilot stage, 20 users tested,
evaluation results collated
Pilot stage, 20 users tested from 3
customer segments, evaluation metrics
including access, speed and price,
results shown with recommendations

Decide using the right method
• How much time is
there to decide?
• What level of
commitment is
required?
Time availableTime available
LevelofcommitmentneededLevelofcommitmentneeded

there to decide?
• What level of
commitment is
required?
AutocraticAutocratic
ConsensusConsensus

there to decide?
• What level of
commitment is
required?
AutocraticAutocratic
ConsultativeConsultative
ConsensusConsensus
CollaborativeCollaborative

“The tendency to move up to the right of graph has
become endemic.
This is slowing organisations down as leaders abdicate
their responsibility to make decisions.”
What are your comments to
this..

Deliver outcomes and actions
1. Be specific - What, Who,
When
2. Send Solution, Traction ≤ 48
hrs
3. Uphold accountability ≤ ≥ mtgs
10%

Be clear and specific
What Who When
A A vague, broad concept of the action All End Sept
B A clear, specific statement of an
action using concrete language so
that it is ambiguous and easy to put
into place
One
person
Sep 30

Meeting actions are like radioactive waste

The half life of meeting minutes
Send
Solution,
Traction
≤ 48 hrs
Send
Solution,
Traction
≤ 48 hrs

S
Solution
& T
Traction

The 30/ 30 Challenge
• Reduce your meeting
time by 30 mins per day
for 30 days

FAST Framework
1. Be specific - What, Who,
When
2. Send Solution, Traction ≤ 48
hrs
3. Uphold accountability ≤ ≥ mtgs
1. Switch at 2/3 of time
2. Solve at the right language
level
3. Use a suitable decision
method
1. Ask powerful questions
2. Enable participation
3. Move from debate to dialogue
1. Distinguish the meeting type
2. Define a precise purpose
3. Invite right people for purposeFocus
Awareness
Solution
Traction
10%
50%
20%
10%

Outcomes - Individual
1. What are the 1-3 ideas most
useful to you in increasing your
meeting effectiveness?
2. Will one of those ideas be the
30/30 challenge?
3. What will you do to apply these
ideas in practice for the next
30 days?
Apply 1-3 practical
actions over the next
30 days

Outcomes - Organisational
1. Lean Meeting Machine training
2. FAST Facilitator™ training
3. FAST Facilitation™
4. Free Webinar
Consider next steps to
drive:
•Productivity
•Speed
•Engagement &
•Innovation
through your meetings
culture

Support
Obtain - In 24hrs
• Worlds Best Agenda Template
• FAST Facilitator Toolkit
• Feedback survey
• Resources via Web links
Review - In 15 days
• Traction review
Ask - Ongoingly
• www.fastmeetings.com.auwww.fastmeetings.com.au
• info@fastmeetings.com.auinfo@fastmeetings.com.au

Lean Meeting Machine - Workshop Slides

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