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Copy of How To Conduct Team Meetings
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Copy of How To Conduct Team Meetings

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There is ALWAYS only ONE owner of any meeting - they are responsible for the success or failure of the meeting. The rest will assume other roles.

Meeting Notes

NameDate
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Thursday Meeting
March 11, 2021

General Meeting Rules:

  • ALWAYS start on time and end a few minutes early
  • We have a right to expect excellence of eachother
  • Share "observations" not "conclusions"
  • After a decision is made from leadership or as a team - AGREEMENT is optional, COMMITMENT is NOT. We must all commit to the decision and move forward even if we do not necessarily agree with the final decision.
  • Stop whatever you are doing early and be ready for new meetings to start (the key is to stop working earlier on whatever you were doing beforehand)
  • Camera on - actively engaged and participating. EVERYONE is encouraged and included in participating if they are on the meeting.
  • If you aren't giving or receiving value you shouldn't be in the meeting...you can opt out if you cannot give or receive value
  • Come prepared with any pre-meeting assignments completed as well as having run through the agenda beforehand to understand where you can contribute value or receive value
  • Limit side conversations and going off track by keeping note to have separate discussions offline
  • We don't have meetings for the sake of having meetings, we end them early if they are not productive. Wasted time in meetings costs the company a LOT of money and results in dissatisfied team members.

Structure of a meeting agenda

  • Purpose of the meeting - one sentence
  • Agenda with times allotted to each item and discussion styles listed out
  • Discussion Styles: info sharing discussion, planning or creative discussion, decision driving discussion
  • Task list to show up having completed (pre-meeting hw)
  • Outcomes to achieve for the meeting to be successful (no more than 3) (this one is optional)
  • Post-meeting recap and assignments - clarify with everyone they know what they need to do before getting off - have them say it in front of group

Different roles to have at the meeting:

  • Moderator - This person is the head of the meeting. They may not be the one who called for the meeting, but if assigned, they are the owner and must be able to facilitate a good conversation and keep everyone on track in the meeting. They CANNOT lose sight of the purpose, agenda, or the time of the meeting. They keep the conversation flowing and make sure everyone is engaged. This is a great way to grow leaders.
  • Parking lot - this person is responsible for documenting ANY and ALL action items. They are keeping notes of any good ideas, questions, side projects, or anything that needs to be addressed at a later time but is NOT on the agenda for this meeting. They are responsible for saying things like "great idea, we can move this offline and I'll keep note of it". They also have post-meeting tasks lined out.
  • Timekeeper - someone who makes sure we are moving along the agenda ON TIME - they have the go-ahead to move us along when needed and keep us on track.
    • Good rule - if an issue will take more than 2 minutes to solve or doesn't pertain to the whole group it should get a side meeting scheduled to handle it later.
  • Participants - actively engaged in the meeting either getting value or giving value
  • Closer (most senior person or the moderator) - used to close out the meeting, assign responsibilities, and make sure everyone knows what needs to be done and feels supported.

Types of Meetings:

Yearly and Quarterly Retreats (Masterminds)

Get everyone in person, off-site, and have a relaxed and fun get together to bond the team and also spark new creativity.

Quarterly Planning Session

Strategy Review/Reset, Action Item Follow-up, Big Issue Planning. Come up with the focus of the next quarter and what problems will be avoided and what will be taken on. Also review progress from the previous quarter

Monthly Review Session

Deep Dive into key specific issues, check progress, reset plan for next month

Monthly Financial Meeting

These get the whole team on the same page financially. By openly sharing the income statement and allowing transparency the team can come together to obsess over new ways to improve profitability and decrease cost. It also teaches everyone valuable lessons about finance and drive the WHY behind what we do.

Weekly Team Strategy Meeting

These can be used for training and development or for strategizing and coming up with improvements / solving issues on different areas of the business.

RPI Meetings (Results, Progress, Issues)
  • Results (10 minutes)
    • Weekly KPI Scorecard
      • Focus on Leading Measures
      • 5-week trailing trends
    • No more than 10 items that are key for the full organization, narrowed from 10-12 from each department
  • Progress (30 minutes)
    • Focus on Activities: We need to do “x” so that we accomplish “y”
    • Only discuss “Top 5 Key Initiatives” in each meeting (progress last week, prognosis next week)
    • Create Action Items (who will do what by when?)
  • Issues (15 minutes)
    • The #1 controllable issue we face, and we will do about it
    • Only 1, unless a second cannot wait
  • Closing (5 minutes)
    • Action Item confirmation
    • Go to each person in the meeting, who answers two questions:
      • Grade meeting from A to F, based on if this was a good use of our time
      • What needed to happen in the meeting to make it an “A”?
  • What is Not Included in Weekly Group Meetings
    • Brainstorming: Opportunities & Challenges. A “creative Dialog”
    • Strategic Discussion
    • Budget Variance
  • If anything comes up that needs to be addressed outside of 5 Key Initiatives in the Progress section, or the 1 (to 2) topics in the Issue section, then need to assign an Action Item to a person in the meeting to follow-up (who will do what by when?)
Town Hall Meeting
  • Purpose: To Instill Transparency & Trust. Best to Pick a Key Topic for each.
  • Voluntary
  • Includes a Q&A, with questions asked in advance, but those asked in meeting getting a priority
All Hands Meeting
  • Need to get out major news or information that will affect everyone as a company
  • Purpose: To Inform & Inspire
  • “Mandatory”
RPI 1 on 1's
  • Results (10 mins): Review weekly KPI scorecard, but for that department
  • Progress (30 mins):
    • Follow-up from prior week’s Action Items
    • Professional development (Behavior & Performance both reviewed, with emphasis on Behavior)
  • Issues (15 mins):
    • Ask One Question: “What is getting in your way to achieve success?”
    • Follow-up with a series of the following:
      • “What else?”
      • “What else?”
      • Keep asking until they say nothing
  • Closing (5 mins): List of Action items from meeting, replacing grading
Personal 1 on 1's

Go over how they are doing personally, how they are fitting into their role, are they happy? Figure out what they need help with. Figure out how to assist them hitting their personal goals. Figure out how to make their life better.

Daily Huddle - Adrenaline Meeting

These are QUICK 7 minute meetings to share any good news, praise for team members, or big win stories in the company or in people's personal lives. It is usually held in a sluggish part of the day and is meant to pick up everyone's spirits and inspire them.

Work Session Meeting

This is where you chose a friend, teammate, manager and just get with them to work through a particular problem, make a decision, or simply be in the company of working with someone else on a project or task.

De-brief Meeting

Informal meetings to debrief how a project or event went while it is still fresh in everyones mind. Quickly jot down any notes, follow-ups, lessons learned. The idea is to figure out what went right, what went wrong, and how we can improve next time.