Effective Team Meetings & Email protocol

Matthew Bryan

Page 2

Problem statement and its reason

Overproduction &

rework

No able to solve all issues in timely manner

Idea

l sta

te

Current state

Lack of issues resolution in timely fashion

Too many meetings and a little productive time after all meetingsNo follow up on action items discussed from previous meetings No clear agenda and decision making after team meetings Not right people are involved in the team meetingLack of effective and timely communication due to

• A huge amount of waiting time for making decision • Even old issues are not resolved and suddenly new issues come up• Overloading of people• Unmotivated participants.

Page 3

How to run effective team meeting?

Page 4

Team meeting structure

MeetingMeeting InputInput OutputOutput

•SWOT SWOT Analysis Analysis •AgendaAgenda•Establish Establish Norms Norms •Participants Participants •Type of Type of meetingmeeting •Pre-PlanningPre-Planning•Pre-Work Pre-Work

• MoMMoM•Action ItemsAction Items• Accountability Accountability •Follow-up plan Follow-up plan

•Debrief last meetingDebrief last meeting•Stick to AgendaStick to Agenda•Problem solving Problem solving approachapproach•Involve every Involve every participant participant

•ObjectivesObjectives•Anticipated outcomesAnticipated outcomes

Page 5

Input to team meeting

Before organizing a meeting, organizer needs to conduct following steps.

Situational analysis: Organizer clearly needs to state what are the strengths, weaknesses, opportunities, and threats (SWOT Analysis) so this meeting should be organized.

In order to address these threats or to avail these opportunities what should be the objectives of the meeting.

Create an Agenda correlating with the objectives. Develop meeting process that suits best for your type of meeting. Build evaluation into your planning at the beginning

Strength Weakness

Opportunities Threats

Page 6

Define meeting objective

Meeting objective types

Information Transfer- impart/transmit information

Discussion - Discussion to action plan/idea

Permission - to make decision yes/no

Characteristics of objective (SMART) Specific Measurable Achievable Realistic Time-focused

Help the participants

to understand

the expectation

from a

meeting

Help to measure

the success of

a meeting

Find out what people want to know

What you think is important, and what others

think is important may differ greatly. While it

is important to communicate information you

consider critical, consider concerns of

affected or interested groups.

Page 7

Identify Key people/Stakeholders

Ask following questions to identify Involved in such activities before Directly affected Needed to take decisions Have a huge amount of information Spread the outcomes/lessons learned to other organizations

Ask each stakeholder which other persons or parties they think should be

contacted. This way, you minimize the possibility of forgetting a target group. Communication efforts that aim too broadly are rarely effective so categorize

Who Who

MustMust

May beMay be

Not Not necessarilynecessarily

Directly involved or impacted in decision or action

Page 8

Define roles Time keeper, minutes taker, etc.

Debrief last meeting

Reviewing action list provides team accountability and brings relevant information to the current agenda.

Involve every participant

Everyone has right to speak views. No personal attacks.

One person speaks at a time.Avoid side conversations.“Parking Lot” listNo multi-tasking

During meeting

Page 9

During Meeting Continued…

Stick to Agenda

Discuss only topics decided in the Agenda with timeline.

Make sure everyone is following the agenda

If something interesting comes up and not in Agenda,

put it into Agenda and discuss it in next team meeting

Problem solving approach

Focus on the process or problem, not on the person

Make sure what you say and do give the same message

Share the workload evenly

Gauge team’s progress towards completing assignment.

People will listen to you for 30 seconds or 7 lines. Make sure you can get your

message across effectively!

Page 10

End meeting with

Summarize what has been accomplished and what needs to be done by whom and by when.

Review any “Parking Lot” items and assure that these will be addressed.

Define agenda for next meeting in last 5 minutes so that all the meeting are connected with each other.

Thank people for their time and participation and officially state that meeting is adjourned.

Page 11

Output of meeting

MoMs Decision making or Action items meeting should have minutes. Information only, survey, may not be having minutes. All the people attended and invited should receive MOMs. Clarity what needs to be done when and by whom, and thus make it less

likely that important deadlines will go unnoticed. Every action should have problem statement. For meeting summary, status reports, issue logs, risk logs, Lessons Learned

information can be stored Maintain and Archive Project Records

Action Items Things to be accomplished between successive team meetings. For accountability of meeting based on its output.

Follow-up plan and evaluation Keeps communication flexible and dynamic Feedback from participants through face to face, survey at a separate time. Explore methods to update/refine communications approach Outcome assessment

Page 12

Meeting accountability

How Rate meeting accountability based on its output.

Determine the quarterly goals for the team.

Analyze the actual outputs with the meeting objectives to understand the real benefits of conducting the meeting

If meeting is not able to match 100%, go to first step (slide 2).

List the three most likely things this stakeholder will misunderstand or get wrong unless the you stresses the correct information, and explains any possible misunderstanding.

Page 13

Rules to send an email

Write a good and concise email subject

Give the message's bottom line such read, action deadline as email subject. Try to talk about one subject per message only. For another subject, start a new email. Use Cc: field sparingly.

Try not to use the Cc: field unless the recipient in the Cc: field knows why they

are receiving a copy of the message. Generally an email is addressed to To: field and Cc: field is for information only. To: is

responsible for replying that email. In case To: does not know the answer Cc: can reply

on To: behalf. Use “reply all cautiously ”

Only when your reply will be necessary to know for original sender and all

people in original email's To: and Cc: field. Try to answer all questions in an email otherwise it will inundate your inbox. Be concise and to the point.Do not forward chain letters.Avoid just Me too or Thank you emails.

Page 14

Rules to evaluate an email

What was the main idea this message was trying to get across to you?

What action, if any, is the message recommending that people take?

Was there anything in the message that was confusing?

Which of these phrases (Easy or hard to understand) best describes the message?

Was there anything in message that you liked/disliked or bothered you? If yes, what?

Was there anything in the message that was hard to believe? If yes, what?

Was it talking to: Someone like me or Someone else, not me

What words best describes how you feel about message? Informative / Not informative

Did you learn anything new from the message? If yes, what?