Join Mike Figliuolo for an in-depth discussion in this video Measuring and adjusting, part of Building High-Performance Teams.
- When you're running a high-performing team one of the most valuable assets you've got is time and so much of our time gets consumed by worthless activities. The most worthless being meetings that don't have a purpose and aren't efficient. So I'd like to offer some techniques for running your meetings more efficiently, helping you focus on the right key sets of metrics, and then managing by exception because you should spend less time in meetings and more time driving results.
Now some of the reasons that your meetings turn into time wasters are going to be very common. First, share information ahead of time. Send documents out to people well in advance of the meeting and set a clear expectation that that information will be reviewed before people come into the room. As the leader of the team you can set that tone very easily and set that expectation and then hold people to that standard when they come to the meeting.
Simply ask, "Has everybody reviewed "the information that was sent out?" And if enough people haven't reviewed it, you should adjourn the meeting and reschedule and start setting that tone for people that this is an expectation when we send stuff out in advance, it's going to be reviewed so we can be efficient with our time when we are together. Second, define the meeting purpose ahead of time when you invite people and make sure you're going to have the right players in the room and make sure they bring the right information.
If you're not going to have the key players or the information won't be ready, reschedule the meeting because holding the meeting anyway will be a frustrating waste of time. Only talk about major variances and focus on the metrics that are out of line. Forget all the ones that are meeting expectations and think about how you can solve for the variances that are appearing. Next, the 80/20 rule is absolutely in play as you approach your meetings.
The 80/20 being the law of the vital few. There are only a few metrics or a few projects that really matter and are going to drive your results and you should spend the vast majority of your time on that small number of projects. For all the projects that are on schedule and on budget, note it, mention it quickly, and move on to the ones that are not. Review your standing meetings. There are so many meetings that are probably on your calendars that have been around for a while.
Well, we've always had that status meeting. We've always had that update meeting. Take a step back and ask, "Is that meeting "still serving a purpose?" If it's not, you should end the meeting and stop having it. Free up that time on people's calendars that they can go out and execute against the key initiatives. Lastly, in terms of meeting efficiency, if a decision is to be made, ensure everyone in the meeting knows what was decided and communicate the decision immediately to the rest of the organization.
You can't have people walking out with a lack of clarity on what the decision was, nor can you have a meeting where you make a decision and you don't let people know what you want them to do. So meetings take up some of the most precious resource that you've got, which is your time and your teams time. So, be efficient with your meetings. Time is precious. Focus on what matters, manage by exception, be clear about the purpose, make your decisions, and communicate them so the team can focus on having impact.
Lynda.com is a PMI Registered Education Provider. This course qualifies for professional development units (PDUs). To view the activity and PDU details for this course, click here.
The PMI Registered Education Provider logo is a registered mark of the Project Management Institute, Inc.
- Create a compelling vision and mission for your team.
- List the steps to conduct strategic planning activities.
- Identify the resources teams need to succeed.
- Determine the skills leaders need to look for when recruiting high performance teams.
- Explain how to create stretch opportunities for employees.
- Describe the primary components of conflict resolution.
- Build bench strength and succession plans.