Agendas big and small
"The secret of success is to do the common things (meetings) uncommonly well." John D. Rockefeller
Ahh meetings... We love them, we hate them. Single panel comics and television shows such as "The Office" make fun of them, yet they are an essential part of any organized group of people gathered in support of a mission like sports teams or companies. Some meetings are formal with presentations, some are quick, informal sessions like when a sports team huddles during a time out. All require an agenda.
Meetings help us synchronize our efforts behind a common goal, mission, or vision. They build camaraderie (or should). They help leaders disseminate guidance and steer teams toward successful outcomes. Meetings have inputs and outputs. When I coach organizations, I always examine their meetings and meeting structure. Do they host regular meetings and what are their purpose? Do members attend meetings prepared with something to deliver to the greater group - have they done their homework? Do members leave better informed, motivated, and ready to take on new challenges? Have leaders done their preparation? What agenda guides the meeting?
I've always viewed meetings as a big 'ask' of people's precious time. I take them seriously. If I'm to create or call a meeting, I think it through. I determine the purpose of the meeting, how it serves the vision and mission of the organization, who should (and should not) be in attendance, and how long it should last. I view the meeting in the context of the greater organization's schedule or rhythm and determine when and where it should occur and how it feeds other meetings and synchronizes the greater team. Lastly, I consider the agenda. Every meeting must have one. Did I mention that?
In one organization, I found that events were happening and changing so quickly that a daily, end-of-day hallway huddle was warranted. I presented it as a ritual - something which would be done every day like brushing one's teeth. I wanted members to feel that feeling when the end of the day arrived - the need to come together in the hallway with their teammates. The huddle was quick - a lightning round, yet it needed an agenda - a small one to guide it and to instill the discipline meetings demand. In this quick huddle, members would offer short updates on what they were working on - their priorities, and what help they might need from others. Meeting members discovered things they otherwise would have missed and were able to offer or get help from teammates.
Bigger meetings should have more formal agendas where teams or individuals report information, offer updates, or tee up options and potential decisions for leaders. Agendas should be visible to all - printed or presented on a screen for all to follow. This visual agenda can help keep the meeting efficient preventing sidebar or conversations not pertinent to the meeting's purpose. Moreover, as organizations change and people come and go, agendas can help new members see and understand what is happening. Lastly, meetings will evolve into social gatherings and members may head off on tangents not relevant to the meeting's purpose or helpful to the group. The person in charge of the meeting (and there needs to be one) can be its arbiter - specific to the meeting's purpose and agenda and the one who keeps the meeting on track.
Meetings big or small need agendas big or small. Think about it, create it, present it, keep it presented, and enforce it. People's time will remain precious.
Make it Personal!
Rob
Rob Campbell