![]() “This way, you can pivot your message based on the questions or reactions in the room, and you can add extra color with your words, your body language, and your tone of voice.” “Sensitive, difficult, or surprise information-like the context for a big roadmap upheaval, a staffing change, or anything else that involves managing emotions-is best communicated in person first (and followed up with an email),” says Hogan. The remaining 93 percent are contextual elements like non-verbal cues, tone of voice, context, and feedback.”Īnother management expert, Lara Hogan, has argued similarly: “A long-standing maxim on communication has it that only 7 percent of information communicated in person is verbal – the actual words that could be conveyed in an email. “There’s a lot that happens in a meeting that can’t be replaced with a digital memo,” says Burkus. But others, like management professor David Burkus, have argued that it’s not true: That’s a popular meme about wasteful meetings. Break the meeting with 1-2 minutes to spare (“passing time”).Toss follow-through due dates on the next steps.Hard-stop the dialogue 10 mins before the meeting end time.At the meeting, listen to the flow of ideas and discussion.When you call it, attach relevant docs to the invite and explain to everyone (a) what the meeting is and (b) who is invited and why.Only call a meeting if it absolutely needs to be called.Without action items, there is no possibility of follow-up, and then quite possibly another meeting will need to be called to level-set on the lack of action items so far. Many meetings, unfortunately, end without action items - and because so much of white-collar work is meetings, people will run to the next meeting, and then another meeting after that, and eventually memories of what was discussed in the first meeting will fade away. Action Items (10-15 mins): Who does what, and by when? What are the next steps?.Challenges (10-15 mins): What is holding back that achievement?.Priorities/focus right now (10-15 mins): What needs to be achieved?.Feedback and recognition of co-workers can go into this area. Highlights/recent wins (5-10 mins): Frame up some positivity.Big picture (10-15 mins): What is this meeting about, what are the goals of it, and how will it eventually be deemed successful?.Icebreaker (5-10 mins): This is helpful in dispersed or highly-remote teams, but can get tedious if you do it constantly.Anyone they need time with/from that dayĪnother model for structuring a team meeting agenda is:.If you’re using a standup model, which is designed to move faster, each person should go around and say: Mission, vision, and values and give examples of how a specific value impacts an every-day decision (sometimes this is a discussion, sometimes it’s a presentation).Team-wide retrospective on what’s been working, what’s not (think of this with a remote-first motivation lens). ![]()
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