SlideShare a Scribd company logo
Best Practice Communication Tools 173
Making Managers Better Communicators © Melcrum Publishing 2004
Fig 6.11
The Bank of America “huddle” sheet
Step Minutes Information to cover
Open huddle
Tell associate:
• What’s going to change
• Why it’s important to the associate and
the company
• What you want them to do differently
Clarify topic and challenges
• Ensure associates understand what’s
being asked of them
• Solicit issues, challenges or concerns
about making this change
Develop solutions
• Solicit ideas to address any issues,
challenges or concerns associates have
• Solicit ideas for measuring success
with this action
Agree on actions
• Confirm and get commitment on what
needs to happen next
Close the huddle
• See if there are any questions
• Express confidence
• Wrap up discussion
Cover topic: Make sure associates know what’s changing in the company or
what needs to change and why. Tell them, specifically, what they need to do
differently themselves, if they need to get customers to do something
differently, or both. Outline what will happen if they do change, and what
could happen if they don’t (the potential positive and negative impacts, to the
business and/or personally). Tell them, specifically, how they and/or their
customers will benefit from this change.
Ask questions to ensure all associates understand the issue or topic, and
everything that was covered in “Open huddle” above. Ask questions to
uncover any issues around confidence with skills/support or with motivation to
make the change. Ensure all associates have a common understanding of
related terms, procedures, products, policies, processes, etc. Ask questions to
identify, from their perspective, what possible barriers exist to making this
change. Also, ask questions to identify what problems they think their
customers might have with it.
The questions you ask should be focused and open-ended; avoid closed,
“yes”/”no” answer types of questions, and avoid rhetorical questions or
statements that do not allow the associate[s] to participate. Ask questions so
associates generate possible solutions to overcoming each of the challenges
and issues. Identify solutions to these challenges and ways of successfully
making the change happen. Capture these ideas.
Decide, as a group, on specific actions to take and who is responsible. Ensure
everyone’s clear and on board.
Express confidence in positive outcomes. Identify any additional next steps.
Encourage associates to come to you with questions they may have later.
3 minutes
4 minutes
3 minutes
1 minute
1 minute
Date: Date or timeframe within which huddle will take place.
Topic: Topic to be covered in huddle.
Coach: Leader who will facilitate huddle.
Associate(s): Associate(s) who will participate in huddle.
For more details: Printed materials, Web sites, other associates, etc. to explore for more information on the topic.
Desired outcome: Specific, expected behavior change(s) that associate will demonstrate after the huddle.
©Development Dimensions International, Inc., MMI, all rights reserved, and confidential and proprietary information of Bank of America
The Bank of America "huddle" sheet

More Related Content

What's hot

Q (f) information sharing
Q (f) information sharingQ (f) information sharing
Q (f) information sharing
fadigh
 
Crucial Conversations
Crucial ConversationsCrucial Conversations
Crucial Conversations
ShazMoore
 
Encouraging Conversations To Build Commitment
Encouraging Conversations To Build Commitment Encouraging Conversations To Build Commitment
Encouraging Conversations To Build Commitment
WINNERS-at-WORK Pty Ltd
 
Improving Engagement Through Feedback
Improving Engagement Through FeedbackImproving Engagement Through Feedback
Improving Engagement Through Feedback
WINNERS-at-WORK Pty Ltd
 
Business consultants and their challenges:.docx
Business consultants and their challenges:.docxBusiness consultants and their challenges:.docx
Business consultants and their challenges:.docx
Kamyar Shah
 
10 ways to give constructive feedback in workplace
10 ways to give constructive feedback in workplace10 ways to give constructive feedback in workplace
10 ways to give constructive feedback in workplace
Soneeka Arora
 
Progressive Discipline
Progressive DisciplineProgressive Discipline
Progressive Discipline
Amber Marstella
 
Setting expectations
Setting expectationsSetting expectations
Setting expectations
Mugabi Collins
 
Positive feedback @ workplace
Positive feedback @ workplacePositive feedback @ workplace
Positive feedback @ workplace
Hosamane Savitha
 
The Art of Managing Up: Building Strong Relationships [Webcast]
The Art of Managing Up: Building Strong Relationships [Webcast]The Art of Managing Up: Building Strong Relationships [Webcast]
The Art of Managing Up: Building Strong Relationships [Webcast]
LinkedIn Talent Solutions
 
Managing Up Rentchler and Rodriguez
Managing Up Rentchler and RodriguezManaging Up Rentchler and Rodriguez
Managing Up Rentchler and Rodriguez
Melissa V Rentchler
 
Giving Feedback
Giving FeedbackGiving Feedback
Managing Up: Engaging your supervisor in productive ways
Managing Up: Engaging your supervisor in productive waysManaging Up: Engaging your supervisor in productive ways
Managing Up: Engaging your supervisor in productive ways
Northeast Association of College and University Housing Officers
 
Documenting Discipline
Documenting DisciplineDocumenting Discipline
Documenting Discipline
Derek
 
Employee communication effectiveness december 2009
Employee communication effectiveness december 2009Employee communication effectiveness december 2009
Employee communication effectiveness december 2009
Sean Williams
 
Managing UP!
Managing  UP!Managing  UP!
Managing UP!
taylord
 
Decision Making And Process
Decision Making And ProcessDecision Making And Process
Decision Making And Process
Zunera Latif
 
What you dont learn in engineering school 1
What you dont learn in engineering school 1What you dont learn in engineering school 1
What you dont learn in engineering school 1
publicpower
 
Giving effective feedback
Giving effective feedbackGiving effective feedback
Giving effective feedback
Honey Patel
 
Sample Needs Assessment
Sample Needs AssessmentSample Needs Assessment
Sample Needs Assessment
mrsteamdoc
 

What's hot (20)

Q (f) information sharing
Q (f) information sharingQ (f) information sharing
Q (f) information sharing
 
Crucial Conversations
Crucial ConversationsCrucial Conversations
Crucial Conversations
 
Encouraging Conversations To Build Commitment
Encouraging Conversations To Build Commitment Encouraging Conversations To Build Commitment
Encouraging Conversations To Build Commitment
 
Improving Engagement Through Feedback
Improving Engagement Through FeedbackImproving Engagement Through Feedback
Improving Engagement Through Feedback
 
Business consultants and their challenges:.docx
Business consultants and their challenges:.docxBusiness consultants and their challenges:.docx
Business consultants and their challenges:.docx
 
10 ways to give constructive feedback in workplace
10 ways to give constructive feedback in workplace10 ways to give constructive feedback in workplace
10 ways to give constructive feedback in workplace
 
Progressive Discipline
Progressive DisciplineProgressive Discipline
Progressive Discipline
 
Setting expectations
Setting expectationsSetting expectations
Setting expectations
 
Positive feedback @ workplace
Positive feedback @ workplacePositive feedback @ workplace
Positive feedback @ workplace
 
The Art of Managing Up: Building Strong Relationships [Webcast]
The Art of Managing Up: Building Strong Relationships [Webcast]The Art of Managing Up: Building Strong Relationships [Webcast]
The Art of Managing Up: Building Strong Relationships [Webcast]
 
Managing Up Rentchler and Rodriguez
Managing Up Rentchler and RodriguezManaging Up Rentchler and Rodriguez
Managing Up Rentchler and Rodriguez
 
Giving Feedback
Giving FeedbackGiving Feedback
Giving Feedback
 
Managing Up: Engaging your supervisor in productive ways
Managing Up: Engaging your supervisor in productive waysManaging Up: Engaging your supervisor in productive ways
Managing Up: Engaging your supervisor in productive ways
 
Documenting Discipline
Documenting DisciplineDocumenting Discipline
Documenting Discipline
 
Employee communication effectiveness december 2009
Employee communication effectiveness december 2009Employee communication effectiveness december 2009
Employee communication effectiveness december 2009
 
Managing UP!
Managing  UP!Managing  UP!
Managing UP!
 
Decision Making And Process
Decision Making And ProcessDecision Making And Process
Decision Making And Process
 
What you dont learn in engineering school 1
What you dont learn in engineering school 1What you dont learn in engineering school 1
What you dont learn in engineering school 1
 
Giving effective feedback
Giving effective feedbackGiving effective feedback
Giving effective feedback
 
Sample Needs Assessment
Sample Needs AssessmentSample Needs Assessment
Sample Needs Assessment
 

Similar to Pauta para generar reuniones efectivas

11 Problem Solving
11 Problem Solving11 Problem Solving
11 Problem Solving
Tony
 
Crucial Conversations and Influencer
Crucial Conversations and InfluencerCrucial Conversations and Influencer
Crucial Conversations and Influencer
Priyanka Sharma
 
7 Step Logical Sales Process
7 Step Logical Sales Process7 Step Logical Sales Process
7 Step Logical Sales Process
Higher Dimension Business Development
 
Clean Up Your Agile Outcomes.pdf
Clean Up Your Agile Outcomes.pdfClean Up Your Agile Outcomes.pdf
Clean Up Your Agile Outcomes.pdf
John Barratt
 
Consultative Selling Presentation
Consultative Selling PresentationConsultative Selling Presentation
Consultative Selling Presentation
tshelton79
 
Master Presentation_CM
Master Presentation_CMMaster Presentation_CM
Adlt 610 The Contracting Process Class 4
Adlt 610 The Contracting Process   Class 4Adlt 610 The Contracting Process   Class 4
Adlt 610 The Contracting Process Class 4
tjcarter
 
Case study template
Case study templateCase study template
Case study template
Demand Metric
 
Management And Supervision
Management And SupervisionManagement And Supervision
Management And Supervision
Carolyn Curran
 
Problem solving & decision making
Problem solving & decision makingProblem solving & decision making
Problem solving & decision making
DR SATYANARAYANA DASH,IAS (RETD.)
 
Identifying and defining a research problem
Identifying and defining a research problemIdentifying and defining a research problem
Identifying and defining a research problem
Akshay Samant
 
Decision Making
Decision MakingDecision Making
Decision Making
simply_coool
 
Change Management 2004
Change Management 2004Change Management 2004
Change Management 2004
jim
 
Andy Hockley Managing conflict
Andy Hockley Managing conflictAndy Hockley Managing conflict
Andy Hockley Managing conflict
eaquals
 
Consulting framework bidhu
Consulting framework bidhuConsulting framework bidhu
Consulting framework bidhu
Bidhu Amant
 
Review Meetings and Progress discipline principles
Review Meetings and Progress discipline principlesReview Meetings and Progress discipline principles
Review Meetings and Progress discipline principles
Waqas Anjum
 
Break the "Rules"_ Facilitators Guide_aug2018
Break the "Rules"_ Facilitators Guide_aug2018Break the "Rules"_ Facilitators Guide_aug2018
Break the "Rules"_ Facilitators Guide_aug2018
Bev Matthews
 
How To Be the Bad Guy Without Being Bad
How To Be the Bad Guy Without Being BadHow To Be the Bad Guy Without Being Bad
How To Be the Bad Guy Without Being Bad
Mary Carmen Chimato
 
How to be a consultant and run a successful assignment
How to be a consultant and run a successful assignmentHow to be a consultant and run a successful assignment
How to be a consultant and run a successful assignment
1STOUTSOURCE LTD
 
Behavioral interviewing presentation - st gabriel in transition (2)
Behavioral interviewing presentation - st gabriel in transition (2)Behavioral interviewing presentation - st gabriel in transition (2)
Behavioral interviewing presentation - st gabriel in transition (2)
Mauro Calcano
 

Similar to Pauta para generar reuniones efectivas (20)

11 Problem Solving
11 Problem Solving11 Problem Solving
11 Problem Solving
 
Crucial Conversations and Influencer
Crucial Conversations and InfluencerCrucial Conversations and Influencer
Crucial Conversations and Influencer
 
7 Step Logical Sales Process
7 Step Logical Sales Process7 Step Logical Sales Process
7 Step Logical Sales Process
 
Clean Up Your Agile Outcomes.pdf
Clean Up Your Agile Outcomes.pdfClean Up Your Agile Outcomes.pdf
Clean Up Your Agile Outcomes.pdf
 
Consultative Selling Presentation
Consultative Selling PresentationConsultative Selling Presentation
Consultative Selling Presentation
 
Master Presentation_CM
Master Presentation_CMMaster Presentation_CM
Master Presentation_CM
 
Adlt 610 The Contracting Process Class 4
Adlt 610 The Contracting Process   Class 4Adlt 610 The Contracting Process   Class 4
Adlt 610 The Contracting Process Class 4
 
Case study template
Case study templateCase study template
Case study template
 
Management And Supervision
Management And SupervisionManagement And Supervision
Management And Supervision
 
Problem solving & decision making
Problem solving & decision makingProblem solving & decision making
Problem solving & decision making
 
Identifying and defining a research problem
Identifying and defining a research problemIdentifying and defining a research problem
Identifying and defining a research problem
 
Decision Making
Decision MakingDecision Making
Decision Making
 
Change Management 2004
Change Management 2004Change Management 2004
Change Management 2004
 
Andy Hockley Managing conflict
Andy Hockley Managing conflictAndy Hockley Managing conflict
Andy Hockley Managing conflict
 
Consulting framework bidhu
Consulting framework bidhuConsulting framework bidhu
Consulting framework bidhu
 
Review Meetings and Progress discipline principles
Review Meetings and Progress discipline principlesReview Meetings and Progress discipline principles
Review Meetings and Progress discipline principles
 
Break the "Rules"_ Facilitators Guide_aug2018
Break the "Rules"_ Facilitators Guide_aug2018Break the "Rules"_ Facilitators Guide_aug2018
Break the "Rules"_ Facilitators Guide_aug2018
 
How To Be the Bad Guy Without Being Bad
How To Be the Bad Guy Without Being BadHow To Be the Bad Guy Without Being Bad
How To Be the Bad Guy Without Being Bad
 
How to be a consultant and run a successful assignment
How to be a consultant and run a successful assignmentHow to be a consultant and run a successful assignment
How to be a consultant and run a successful assignment
 
Behavioral interviewing presentation - st gabriel in transition (2)
Behavioral interviewing presentation - st gabriel in transition (2)Behavioral interviewing presentation - st gabriel in transition (2)
Behavioral interviewing presentation - st gabriel in transition (2)
 

More from jmarriagada

Pasos para el diseño de un plan efectivo de comunicación interna
Pasos para el diseño de un plan efectivo de comunicación internaPasos para el diseño de un plan efectivo de comunicación interna
Pasos para el diseño de un plan efectivo de comunicación interna
jmarriagada
 
Changecommunicationmodel
ChangecommunicationmodelChangecommunicationmodel
Changecommunicationmodel
jmarriagada
 
Ci en reestructuraciones
Ci en reestructuracionesCi en reestructuraciones
Ci en reestructuraciones
jmarriagada
 
Claves para ci en fusiones
Claves para ci en fusionesClaves para ci en fusiones
Claves para ci en fusiones
jmarriagada
 
Tntexpress socialmediaguidelines v1_sp
Tntexpress socialmediaguidelines v1_spTntexpress socialmediaguidelines v1_sp
Tntexpress socialmediaguidelines v1_sp
jmarriagada
 
Origen y evolución de la comunicación interna
Origen y evolución de la comunicación internaOrigen y evolución de la comunicación interna
Origen y evolución de la comunicación interna
jmarriagada
 
Itv
ItvItv

More from jmarriagada (7)

Pasos para el diseño de un plan efectivo de comunicación interna
Pasos para el diseño de un plan efectivo de comunicación internaPasos para el diseño de un plan efectivo de comunicación interna
Pasos para el diseño de un plan efectivo de comunicación interna
 
Changecommunicationmodel
ChangecommunicationmodelChangecommunicationmodel
Changecommunicationmodel
 
Ci en reestructuraciones
Ci en reestructuracionesCi en reestructuraciones
Ci en reestructuraciones
 
Claves para ci en fusiones
Claves para ci en fusionesClaves para ci en fusiones
Claves para ci en fusiones
 
Tntexpress socialmediaguidelines v1_sp
Tntexpress socialmediaguidelines v1_spTntexpress socialmediaguidelines v1_sp
Tntexpress socialmediaguidelines v1_sp
 
Origen y evolución de la comunicación interna
Origen y evolución de la comunicación internaOrigen y evolución de la comunicación interna
Origen y evolución de la comunicación interna
 
Itv
ItvItv
Itv
 

Pauta para generar reuniones efectivas

  • 1. Best Practice Communication Tools 173 Making Managers Better Communicators © Melcrum Publishing 2004 Fig 6.11 The Bank of America “huddle” sheet Step Minutes Information to cover Open huddle Tell associate: • What’s going to change • Why it’s important to the associate and the company • What you want them to do differently Clarify topic and challenges • Ensure associates understand what’s being asked of them • Solicit issues, challenges or concerns about making this change Develop solutions • Solicit ideas to address any issues, challenges or concerns associates have • Solicit ideas for measuring success with this action Agree on actions • Confirm and get commitment on what needs to happen next Close the huddle • See if there are any questions • Express confidence • Wrap up discussion Cover topic: Make sure associates know what’s changing in the company or what needs to change and why. Tell them, specifically, what they need to do differently themselves, if they need to get customers to do something differently, or both. Outline what will happen if they do change, and what could happen if they don’t (the potential positive and negative impacts, to the business and/or personally). Tell them, specifically, how they and/or their customers will benefit from this change. Ask questions to ensure all associates understand the issue or topic, and everything that was covered in “Open huddle” above. Ask questions to uncover any issues around confidence with skills/support or with motivation to make the change. Ensure all associates have a common understanding of related terms, procedures, products, policies, processes, etc. Ask questions to identify, from their perspective, what possible barriers exist to making this change. Also, ask questions to identify what problems they think their customers might have with it. The questions you ask should be focused and open-ended; avoid closed, “yes”/”no” answer types of questions, and avoid rhetorical questions or statements that do not allow the associate[s] to participate. Ask questions so associates generate possible solutions to overcoming each of the challenges and issues. Identify solutions to these challenges and ways of successfully making the change happen. Capture these ideas. Decide, as a group, on specific actions to take and who is responsible. Ensure everyone’s clear and on board. Express confidence in positive outcomes. Identify any additional next steps. Encourage associates to come to you with questions they may have later. 3 minutes 4 minutes 3 minutes 1 minute 1 minute Date: Date or timeframe within which huddle will take place. Topic: Topic to be covered in huddle. Coach: Leader who will facilitate huddle. Associate(s): Associate(s) who will participate in huddle. For more details: Printed materials, Web sites, other associates, etc. to explore for more information on the topic. Desired outcome: Specific, expected behavior change(s) that associate will demonstrate after the huddle. ©Development Dimensions International, Inc., MMI, all rights reserved, and confidential and proprietary information of Bank of America The Bank of America "huddle" sheet