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Focused attention = manager’s most
important resource Improving meetings = massive opportunity to boost productivity cc: Chris Smith/Out of Chicago -‐ h-ps://www.ﬂickr.com/photos/65315936@N00
Great meetings include: Thoughtful preparation
and balanced discussion, leading to a decision and commitment to action, followed by execution thereafter. cc: InternaKonal Railway Summit -‐ h-ps://www.ﬂickr.com/photos/129818214@N05
The RAPID framework Decide Make
the decision – Commit the organization AgreeInput Recommend Perform Provide input to a recommendation – views may or may not be reflected in final proposal Formally agrees to a decision – views must be reflected in final proposal Recommends a decision or action Accountable for performing a decision once made
At a minimum, invite the
“R” (Recommender) and the “D” (Decision-maker). In most cases it makes sense to invite the “A” (Agrees with recommendation) and the “P” (Performer who executes the decision) as well. The “I” (offers Input) is generally optional.
Three benefits to sending materials
in advance: 1. Optimize meeting time for discussion (vs. reading) 2. Surface questions/issues before the meeting 3. Prevents all-nighters for the presenters :) cc: kleneway1379 -‐ h-ps://www.ﬂickr.com/photos/21060335@N03
4. Begin with a silent
read- through — never present.cc: Camera Eye Photography -‐ h-ps://www.ﬂickr.com/photos/22605449@N06
Most execs can read faster
than you can voice over the slides Reserve first 5-10 mins. of meeting for read- through Call out 2-3 important slides if needed cc: mnadi -‐ h-ps://www.ﬂickr.com/photos/22965089@N00
5. Rely on as few
slides as possible, and use the whiteboard wisely. cc: jm3 -‐ h-ps://www.ﬂickr.com/photos/37996588780@N01
The more slides you have,
the lower the likelihood that any single slide is fully understood cc: 【Ｊ】 -‐ h-ps://www.ﬂickr.com/photos/25661863@N00
Use the whiteboard The energy
shifts from people talking at each other… To brainstorming collectively toward a common goal on the whiteboard. cc: RobertFrancis -‐ h-ps://www.ﬂickr.com/photos/57001982@N00
How the "go-around" works 1.
Facilitator asks a basic question (e.g., 0-10 scale of how people are feeling, plus/minus feedback on project) 2. One-by-one, each person provides input 3. Keep it focused on the go-around (no sidebar conversations) and keep discussion tight (~1-2 min. per person) 4. Ensure everyone has a chance to participate and feels heard cc: Leo Reynolds -‐ h-ps://www.ﬂickr.com/photos/49968232@N00
Distribute action items and notes
• Notes: Keep it concise; not a play-by-play, but rather a summary of key discussion points • Action items: Specify owner of each, and ensure deadlines to complete are clearly stated • Ideal to send as soon as possible after meeting to avoid staleness and ensure speed of action
So keep your word after
the meeting, and let the note-taker know you’ve completed your action items to close the feedback loop and help ensure accountability. cc: Nanagyei -‐ h-ps://www.ﬂickr.com/photos/32876353@N04
BEFORE THE MEETING 1. Deﬁne the
meeting success criteria 2. Apply the RAPID framework to focus on the right people 3. Send pre-read materials the day before DURING THE MEETING 4. Begin with a silent read- through — never present 5. Rely on as few slides as possible, and use the whiteboard wisely 6. Poll the room using a go-around AFTER THE MEETING 7. Distribute action items and notes 8. Cascade relevant information to teams 9. Follow up (keep your word) Tips for Great Meetings