Let’s face it: we spend a lot of time in meetings.
On average, employees attend 62 hours of meetings in a month, according to Forbes magazine. Related research from Bain & Company found that executives spent up to 15% of an organization’s collective time in meetings, a percentage that has been increasing in the last decade. Sure, we could schedule fewer meetings but we could also make better use of the time we have together. Earlier this year, I shared some tips with our our local chamber about how to make meetings more efficient, more productive, more fun. To prepare for the presentation, I analyzed observations and inhaled information from respected speakers and authors exploring similar topics. Below are some of the resources I found most helpful plus links to other Reach Partners posts related to #BetterMeetings. Whether you have 15 minutes or five days, you’ll find these resources engaging. Enjoy! –Rachel
0 Comments
Every meeting has the potential to veer into a tangent, to carry its attendees into a deep forest so far from the original path that it’s nearly impossible to find the route home.
It’s easy to blame this on others – those who arrange the agenda, those whose comments lead us astray. But whether we like it or not, we are all accountable for keeping meetings effective. If you’re in charge, the steps you need to take are more obvious. If you’re not officially in charge, there are still things you can do to keep everyone on track. But wait, you say. I’m not the meeting leader. What can I do? A lot, it turns out. It’s relatively easy to think about ways that rituals unite, connect and motivate us. Imagine the ways your family celebrates and recognizes holidays. Picture how a sports team carries out a certain behavior or chant before competition starts.
When done right, rituals are mindful actions that help us build community or identity. They create strong and long-lasting connections. As such, rituals have a place in supporting a healthy work environment among both teams and at the organizational level. Fun rituals that solve problems and do no harm can help to build effective teams and make the meetings they hold more productive. Have you ever stepped into a meeting and experienced that “walking on eggshells” feeling? Like you’ve missed the joke, and no one is going to share it with you? Have you been in a meeting where you were afraid to tell the truth, bring up the hard facts, or provide constructive feedback?
The fact is, good meetings are a symptom of great teams. If it seems like you’re spending a good chunk of your work week in meetings, you’re not alone. Meetings have increased in both length and frequency over the past 50 years, according to an article published in the Harvard Business Review. One example: on average, executives spend nearly 23 hours a week in meetings, up from less than 10 hours in the 1960s. And yet, as we spend more of our work time in meetings, we don’t necessarily feel more connected or better prepared to do our work. The same Harvard Business Review article found that 54 percent of people surveyed by the authors said that meetings resulted in losses in productivity, collaboration and well-being. We’ve all been there. Sometimes it’s hard to focus in a meeting. We’re distracted, tired, hangry, concerned about other things. It may be tempting to power through, but there are simple practices that can help us bring energy into the meeting and enhance our productivity. When we adapt to people’s needs – whether physical, social or psychological – we can get more accomplished during a meeting.
We believe we can do better together; it’s one of our values. But we also know that teams can struggle to get work done together.
Teamwork sounds good in theory. The more, the merrier, right? And yet, when it comes to accomplishing tasks, it often seems easier to do it alone. The problem is that teams often neglect to clarify and define roles, ensuring that their work is an uphill (or circular!) battle. Without clear roles and communication, a project slows. A lack of clarity creates redundancies and conflict; it encourages passive-aggressive behavior and wastes time. To set the stage for a successful project, you first need to be clear on roles. To do this, answer two basic questions: what and who. A team needs to understand what skills are needed and who brings them: Who needs to provide input or make recommendations? Who is authorized to make decisions? Who is responsible for carrying those decisions out? Understanding the answers to these questions will eliminate unnecessary frustration, friction, and unproductive competition between members of a team. If your role or somebody else’s role isn’t clear to you, it’s not clear to others. As global business consultant Tamara Erikson wrote in the Harvard Business Review: “Collaboration improves when the roles of individual team members are clearly defined and well understood.” Here’s how to do it: What Is a Role? A role is the part or position a team member plays in a particular operation or process. Some roles are formal; many are not. Formal roles include those whose name or title describes “what” they’re responsible for. For example, a project manager or a writer may fall into this category. Teams often have people who do not have formal titles but have skills, experience, or knowledge that contribute to the outcome of our projects. Naming these roles can become complex and yet, it’s necessary or people will fill default roles. Unless they’re told otherwise, people will assume a role because of interests, skills, personality type, motivations, or attitude. An extrovert may become the team’s catalyst to propel a team with energy and positivity, while someone with high analytical skill will provide insights and check possibilities against realities. These are the realities that make teams valuable. But be sure everyone understands “who” needs to do and know “what.” Tools for Defining Roles Our top tool for defining roles is a RACI chart. While organizational charts show hierarchies and decision-makers, a RACI chart shows roles so much better. It’s a valuable tool when working with clients, vendors, in coalitions, or when volunteering on a board. A RACI chart is a matrix that assigns roles and responsibilities in categories of tasks. This sets expectations for people working together. To make a RACI chart, begin by creating a row of team members across the top. List all needed tasks, milestones, or decisions on the left side. Now indicate who is responsible, accountable, consulted, and informed in the intersecting cells.
Many examples of this tool exist online. One of my favorites is this Lord of the Rings example (the article on RACI charts is great, too). If you are striving to empower others to get their work done, it may be a very helpful tool to use at the beginning of a project at work or as a volunteer. We find the best use is to create a RACI chart with the team. This allows the group to grow a deeper understanding of the project tasks. The more clearly understand who needs to complete a task, whose expertise is needed, and who has the final say on decisions. Like any tool, use it, manipulate, or modify in the way that works for your team. – Rachel We’re going to let you in on a project management secret. The hardest part of any project isn’t achieving the actual outcomes – it’s managing the expectations and needs of the people who are involved. Surprised? Probably not. After all, if you’ve ever worked on a project, you know that one person can easily promote a plan – or derail it. That’s why identifying your stakeholders and determining how best to keep them informed is critical to the success of any project. Stakeholder analysis is a useful tool that helps you understand stakeholders’ expectations throughout the project lifecycle. Once you understand expectations, you can communicate in a way that creates enthusiasm, trust, and excitement. These are the emotional responses you need to build the good will that will help you usher a project to the finish line. As Mannon Deguire put it in “Greatness, A Place Beyond Stakeholders’ Expectations:” “Projects are about hope. They need to be exciting because it is the excitement that energizes the system and gives us the energy to do the work and spend the time and money to accomplish a project.” So, how do you start? First, take a moment to write down everyone who is a potential stakeholder. Then take time to answer these questions for each stakeholder category:
Once you’ve completed the analysis, you’ll be able to build a plan for communication or stakeholder engagement. The plan can include key messages for each stakeholder or stakeholder group and additional details, such as the way those messages will be delivered (email, meeting, report, or phone call) and how often (weekly, daily, or project start and end).
Experience has taught us that projects are about communication, communication and communication. As long as you can inform your stakeholders in a timely, appropriate manner, they’ll remain happy and your project is likely to succeed. - Rachel You likely think every project kicks off when the action begins.
In actuality, every project begins long before then. In fact, every project starts in the same way – with a charter, whether it’s formal or informal. With a . . . what? If you’ve never heard about this project management work horse, it’s not surprising. A charter is one of the most important aspects of any project, but it’s also one of the least talked about deliverables. Here’s what you need to know: The charter is a reference document that outlines the essence of a project. It’s a road map of sorts that provides a shared understanding of the project while giving authority to the project manager to apply resources to get things done. Simply, it’s a place to gather all the basic information about your project in one place. There is no universal formula for a charter. Not every charter has to be as formal as a contract (although it could be). But we find that it helps to document in writing the expectations, scope, objectives and deliverables required to make something happen. After all, a charter shares the big picture of the project. It provides the basis for making decisions and communicates the project scope to the team or other stakeholders. The components of a project charter include the expectations, scope that defines the project, objectives and deliverables and time needed to justify the project. A formal charter may note high level issues and risks, list resources, milestones and budget. Some things to include in your next project’s charter: Background, Purpose, Problem or Opportunity: Why are you doing the project? Why does the project fit the organization’s needs? What benefits are achieved through this project? What problem are you trying to solve? What opportunity is addressed through this project? Goals or Objectives: What are you going to achieve and when? State what project success means and how to measure success. Use S.M.A.R.T. (Specific, Measurable, Achievable, Relevant, and Timebound) goals. Scope: Describe the boundaries of the project: the requirements, features, functions, or key characteristics of the product or service. State what is critical for the project to be successful. What actions will you and your team take to complete the project? Sometimes it’s helpful to outline what is not included in the project scope. List the deliverables plus the final result. Stakeholders: Identify everybody who is affected by the results or involved in the work. Know who can make decisions and has power or influence over resources. Milestones: Include the event dates beyond the start and target end that are important. Resources: Identify the budget, team members, materials, or tools needed for the project. With a solid project charter in place, you and those you work with will have a clearer understanding of where you’re heading and how you’re going to get there. - Rachel In any profession, there’s a list of terms that make sense to insiders but may be confusing to those outside the field.
Project management is no different. While we pride ourselves on making things clear and easy to follow, project managers have their own vocabulary. If you understand the lingo, you’ll better be able to ask questions and follow the conversation. You’ll confidently know that you’re on the same page as everyone else. The Project Management Institute regularly updates A Guide to the Project Management Body of Knowledge. This publication describes the industry’s best practices, plus it provides a common vocabulary for consistency. Here are 10 terms that often fall in everyday conversation about projects and project management. Know these and you’ll be versed in how to talk to a project manager. Charter: This document authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities. Deliverable: Any unique and verifiable product, result, or the capability to perform a service that is required to produce to complete a process, phase, or project. Project: Temporary efforts with a clear start and finish. Projects are not ongoing. Projects have an end result – something created or completed. Project Management: The applications of knowledge, skills, tools, and techniques to project activities to meet the project requirements. Requirement: A condition or capability that is required to be present in a product, service, or result. Resource: Skilled human resources, equipment, services, supplies, commodities, materials, budgets, or funds. Risk: An uncertain event or a condition that, if it occurs, has a positive or negative effect on one or more project objectives. Scope: The sum of the products, services, and results to be provided as a project. Stakeholder: An individual, group. or organization that may affect, or may be affected by, or perceive to be affected by decisions, activity, or outcome of a project. Stakeholder Engagement (or Management) Plan: Processes, procedures, tools and techniques to effectively engage stakeholders in project decisions and execution based on the analysis of needs, interests, and potential impact. Work Breakdown Structure: A step-by-step summary of the work the project team needs to complete to accomplish the project objectives and create the required deliverables. - Rachel |
Reach PartnersYour partners in leadership. Categories
All
Archives
April 2024
|