D(esign) Playbook - Workflow
Meetings & Scheduling
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Keys to Meetings & Scheduling:
Unique considerations:
Have a master unit calendar to ensure avoiding conflicting meetings of top and mid level meetings
Include a band of time for flexibly needed collab sessions
Elect for a calendar systems that allows visibility for all people including calendars for all others (beyond just a “check availability” function of a scheduling tool… but have this tool as well)
Investigate the benefit of a tool like “Calendly” where you may be scheduling unique instances for individuals…giving them the option to elect for a window from a given set of open options
Elect for a “final 5” framework, whereby the 5 minutes before the hour must remain open for all people to transition, take a breath, or for leadership to have a quick impromptu communication or quick action meeting
General Tenets of the Stages for Every Meeting:
Preparation:
Required artifacts in preparation leader(s) of Mtg:
Agenda - Draft an agenda, and map each activity to your stated goals. Do all of them help you achieve one or more of your objectives? Are there any objectives that can’t be achieved through what you have planned?
Attendees - The number and identity of attendees should be based on the scope and objectives of the meeting. For example, if you need to make decisions, we recommend a smaller group. If your aim is to generate ideas or achieve broad organizational buy-in for an initiative, you should invite a larger group.
Pre-reads - Ton’t overload people with voluminous meeting pre-reads full of assorted plans, reports, and studies that aren’t directly related to your objectives. Instead, use your list to organize, filter, and focus the content you send in advance.
All needed logistics - Location, access info, total length, etc.
Tactics for conducting effective meetings might include
Silence denotes understanding and agreement
Provide tool to take anonymous polls or field anonymous questions
Use visual mapping tools towards understanding or data collection (e.g. Rose, Bud, Thorn… see Luma Workplace methods & tools)
Break into sub-group sections that return to the larger meeting
Seek to open participants through empathy, people are often more willing to speak on others’ behalf than on their own. So when you solicit opinions with a question like “What objections or concerns might your direct reports have?” it can open the floodgates of reaction
Avoiding the meandering, derailer, out of bounds topic: Introduce the jellyfish ground rule: Any attendee who feels the meeting is heading off course or delving into an inappropriate level of detail, they can and should employ the word to indicate that opinion. Simply say “jellyfish” or “I think we’re having a jellyfish moment” or “Gee, did I just see a jellyfish swim by?” It’s a catchall for “Why don’t you take this offline—the rest of us would like our meeting back.” This approach employs an intervention/word that is both both simple and funny, and if set up correctly at the start of a meeting, it carries the same effect as other, more traditional (and less comfortable) ways of interrupting and redirecting the conversation. Any other silly term can be used, and any meeting participant can invoke it.
Closing and Follow-up:
Confirm key decisions and next steps
Complete capture of the meeting summary (could be notes, bullets, or recording/transcript) with the key being the understood format expected and the location of the output easily accessible
Gather session feedback (having a simple form feedback submission available to be pushed to the meeting leader/s ensure the simplicity of this valuable opportunity for feedback)
Citations/Learn More:
*Last updated 4/24/2020, please note this is for the purpose of allowing me to document and evolve my thoughts, experiences, and approach. I’d very much appreciate the opportunity to learn from you sharing yours. Reach out to me at jaydubois@gmail.com or @jaydubois