Lucid Meetings Blog

Hello friends! Please enjoy this guest post about giving positive feedback in meetings from Richard Fendler, a goal-oriented project manager and team leader.

Meetings are an opportunity to discuss projects, provide updates, share ideas and make tough decisions. In amongst all this, it is important to remember that they can also be used by managers to give team members the positive feedback they need to feel valued and fulfilled in their role.

The challenge, then, is to work out the best way to actually give this feedback, especially now that more meetings are taking place virtually rather than face-to-face.

With that in mind, here are just a few ways you can be proactively positive towards your workers while meetings are underway, without this derailing proceedings and while ensuring that meetings have value.

Hello friends! Please enjoy this guest post about body language tips from Sharon Koifman, founder and president of distantjob.com.

The new normal is now the norm that really isn't new anymore and it's here to stay.

All of us are in a much better place, don't you think? No more wasting time on long commutes, no more extra expenditure on clothing and office lunches, and a lot of video meetings—because remote work is now a lifestyle.

Video meetings and interviews are great because wearing pajamas when nobody can see them is awesome, but there's a lot more to your everyday virtual meetings that needs attention. This goes for everyone—the employee, the employer, and hiring managers.

Successful businesses do the things that others know they should do …. but generally don’t.

~ Ari Weinzwig's 7th Natural Law of Business

So let's talk about those things you need to do to run great everyday business meetings with your teams. And yes, I'm going to share some guidelines you may already know.

Hopefully, you'll be inspired to follow them.

It's worth the effort. The leaders we've met who follow these "rules" enjoy more productivity, more loyalty, more engagement, better decision making, and less BS drama between team members than everyone else. And frankly, none of this is actually that hard to do.

Here are five rules for team meetings that I share with my business clients, and that I wish someone had taught me when I started my business.

What happened? So what does that mean? Now what should we do going forward? 

In a retrospective meeting, you and your team work to answer these three questions together. When you’re reviewing a short event that just happened, your retrospective meeting might be very short as you all simply work to answer these questions directly. 

When you’re looking at something as long as a year or something involving lots of complex interrelated parts, it doesn’t work to just ask “So, what happened in 2020?” That’s more likely to encourage day drinking than useful insights. 

For something as 2020 as 2020, you’ll need to put a bit more structure in place if you want a useful result.

Running an End-of-Year Retrospective

How was your year?

In this short post I'll describe one way to run an annual retrospective so you and your group can reflect on what happened this past year, discuss what you make of it, and begin to decide what the next wise actions to take next year might be.

As 2020 continues to teach us all how much God enjoys a good laugh at our plans, we've noticed a dramatic uptick in the number of people downloading strategic planning meeting templates.

Strategic planning isn't a type of meeting. It's a process, and there are many ways you can approach that process.

We have several strategic planning resources available on the Lucid Meetings websites, each of which serves different types of groups and situations. If you've only seen one of these resources, you might find the alternatives useful too.

Behind the scenes here at Lucid Meetings, we talk a lot about how to support organizations as they work to establish a robust, effective, and resilient communication architecture.

Communication Architecture

The method and frequency by which information, attention, and intent flows between people, teams, and systems in your organization.

See also Meeting Flow Models and Meeting Operating Systems.

Today, I'm inviting you to "think out loud" with us as we work to refine these ideas.

In previous articles, we explored ways to determine the best-fit meeting cadence for your team. An effective meeting cadence means your team is talking often enough to maintain momentum and build solid working relationships, but not so often that they have trouble completing other work. 

Looking at the many examples provided in these articles, I hope we can agree that most teams have some meetings which are required to successfully achieve their goals. If we accept that we need at least some meetings, we can reject the lazy idea that we'll fix our unproductive meeting problem by just cancelling lots of meetings.

Too much time wasted in unproductive meetings. This remains a top contender on the list of workplace complaints, as it has been for at least 700 years.

Some folks wrestling with this complaint assume that the solution is to simply reduce the amount of time spent in meetings, ideally through the elimination of as many meetings as possible. This is a tidy, easily measured approach, which can yield a quick claim to victory.

Too much time wasted in unproductive meetings.  Ineffective meetings plague companies around the globe, making this a top complaint for employees at every level.

Conservation Colorado engaged Lucid Meetings to help them improve their meeting performance, which had been consistently rated the number one problem in their annual employee feedback surveys.

I spoke with Nikki Riedt, Conservation Colorado's Operation and Finance Director, at the end of our engagement together about their experience. I'm delighted to be able to share that feedback with you here.

Background

Conservation Colorado is an organization working to protect Colorado’s climate, air, land, water, and communities through organizing, advocacy, and elections.

The level of urgency and scrutiny surrounding climate change has skyrocketed. In response to this rapidly changing landscape, Conservation Colorado's changed too. By the time they contacted Lucid, the executive team featured many leaders who were new to the organization within the past year, and the total number of employees was growing rapidly.

What wasn't changing? The way they all felt about their meetings.

Recently we hosted two online parties where we invited folks to join us in creating a big list of Tip-Top Top Tips for Smarter Meetings. The whole event was an experiment. We wondered:

• Would it work to combine all these different meeting techniques?
• How much real value could a group of random strangers create within an hour?
• Would anyone find this interesting enough to show up?

Much to my great surprise, we were joined by nearly 80 people over the two sessions. The techniques we practiced worked better the second time through, which is a testament to the value of practice. And it turns out that interested, engaged people can quickly create a lot of value when given the opportunity and structure.