The a-ha wasn’t just how often their meetings occurred—it was what they were doing (and not doing) in the meetings that was amiss.
The team narrowed their debate as to whether a weekly or bi-weekly meeting frequency would be best. The Operations department leader said that he had tried both with his department and shared his realization of two points:
He explained that when the operations department had been meeting bi-weekly, the team would revert to status updates on how things were going. It felt like an obligation, going through the motions, and was largely unproductive. Items of significance were rarely being discussed and few (if any) actions resulted from the meeting
But when they shifted their department meetings to a weekly frequency, his team began to feel true momentum. Having action items due from one week to the next made each person immediately think through what they would need help with over the next week. After all, they didn’t want to show up to the next meeting without completing their commitments from last week’s meeting!
As a result, real problems and ideas began to surface in the meetings—their discussions became richer and more meaningful. The team didn’t feel the need to interrupt each other throughout the week with “the hot issue at the moment” because they knew they could tackle it in their weekly meeting. When they had met bi-weekly, waiting two weeks was just too long, so they had several one-on-one conversations between meetings, causing everything to be solved outside of their bi-weekly meetings. Now the team clearly understands why their meetings used to feel like a waste of time!
The Operations team uses the same agenda each week (and following these five keys running great meetings) to manage expectations of the meeting from one week to the next. Some of the key elements of their meetings focus on:
The last item on the agenda is to rate the meeting on a scale of 1 to 10 and provide feedback on how the meeting went.
As a result, the team was able to eliminate 90% of all other types of meetings, and keep one simple consistent agenda on a weekly meeting frequency. They said that it’s saved them tenfold the amount of time that they were spending previously, and now they feel like everyone is more accountable, more productive, and accomplishing more than they ever have before. All they did was implement two simple changes to their meetings: a weekly meeting pulse, and the right agenda.