Lucid Meetings Blog

In the month since we published a taxonomy of the 16 Types of Business Meetings, we’ve heard from many people who say it’s given them a useful new perspective on how to approach their meetings. We’ve also been asked many times about the chart featured in that post, which has since been shared on social media over a thousand times.

(Admittedly, not as hot as a Beyoncé snapshot, but c’mon! This is a taxonomy of meeting types we’re talking about here.)

The original post is very long and details the process we used to define each type.

Missed the original? If you have an hour, go read it now! Otherwise, here are the high points:

1. A meeting is not a meeting. If you want to run better meetings, you need to know the best way to run the kind of meetings you need to run. Generic best practices won't cut it.
2. You can tell that one meeting is different from another based on these characteristics:
   
   • the intention, or purpose and desired outcomes,
   • the meeting format,
   • and the expected participation profile, or, who normally runs and who normally attends these kind of meetings.
3. We organized and sorted and grouped and examined every kind of meeting we could find, and narrowed them all down to 16 distinct types of meetings.

Throughout that process, we knew that there were important relationships between different kinds of meetings, and that exploring these relationships added yet another layer of usefulness to the taxonomy. When you understand not just the types, but also the relationships between meeting types, it gets much easier to answer the key question: Is this meeting the meeting we need?

Those who've followed this blog over time know there's a lot of meaty content about meetings here. When it comes to high performance business meetings, we've covered a lot of ground and provided resources now used by thousands of people to help them run better meetings.

It's a lot of useful material, and it's all over the map.

This past year, several people have asked us to wrap all this up in an easy-to-use book format. Something they can browse through and reference more easily. Something that provides a more useful start, middle, and end than our website.

So that's what we're going to do!

Update September 2018
This blog post introduced the Meeting Performance Maturity Model (MPMM) for the first time. The latest published version of the MPMM can be found here.

Learning to run a meeting well is a worthy accomplishment. In successful meetings, teams unite and work takes flight.

When all goes well, that is. Run poorly, meetings are a blight on productivity.

Leading one good meeting matters, but as we all know, meetings are not solitary beasts. Only bad meetings live alone; failed sales calls and botched negotiations are not joined by a second meeting.

The rest of our meetings travel in packs, each connected to and reliant on the success of the meetings that surround them.

Some organizations understand this. They know that the way meetings work has an outsized impact on how the organization works.

Some organizations put this understanding to work, and actively shape the meetings that shape their culture. They know that how they meet largely defines who they are.

We can chart how well an organization manages meetings with a standard performance maturity model.

Every organization exists to create value. Companies work to create value for customers and stakeholders. Education exists to create value for students and the community. Non-profits create value for members and society at large. Government should create value for the governed.

The creation of value is the point, but we all know that it isn't always where we spend the bulk of our time or energy. Time, complexity, changing regulations and customer requirements all conspire to gum up our processes with activities and delays that do nothing to add value to customers. The problem isn't that people show up to work every day wanting to spend their time on meaningless chores. Yet despite best intentions:

A bad system will beat a good person every time.

W. Edwards Deming

Running a Value Stream Mapping Workshop can help teams find and eliminate those wasteful activities that provide no value to customers nor meaning for employees.

Lean thinking has a 25-year history in manufacturing, where you can find lots of examples for how to create and use value stream maps. These VSMs illustrate raw parts arriving from suppliers, parts fabrication, movement, scheduling and factory assembly lines, packaging, shipping, and distribution channels.

I used to believe that everything was a choice.

Whether I ate healthy food or not: a choice. Whether I obsessed over past slights or whether I forgave and moved on: a choice. I believed every action I took, and every action everyone takes, began with a decision to act.

I believed this choosing applied to organizations too. Do you run decent meetings, or do you ignore the ineptitude and hope it will go away on it’s own? That’s a choice.

Yep. That sounded right to me. I’m big on self-responsibility that way.

Lately, my conviction has been shaken. I no longer believe every action follows a choice.

Now I believe instead that every action is a reaction. This goes for actions taken by organizations and those taken by individuals.

Begging the question: a reaction to what?

Whenever possible, I recommend in-person meetings.

I know travel can be expensive and time consuming. Sometimes it's worth it.

Successful meetings connect people to the work at hand and to each other. We forge connections more easily with people we can see. While video conferencing gets better all the time, it can’t compete with being there.

Yet despite our best intentions, meeting in person isn’t always possible. Weather, politics, injury, family – everyone has a lot of life to juggle, and meeting travel gets dropped.

I’m thrilled to introduce Dr. Patricia Thompson to the community of meeting designers and coaches featured on our blog. I first learned about Dr. Thompson and her work through an article she wrote for Harvard Business Review titled How Mindfulness Helped a Workplace Diversity Exercise.

In the article, she talks about using mindfulness-based discussion techniques to help an ineffective diversity team break through their barriers and learn to work together.

Before you get the wrong idea, Dr. Thompson isn’t a diversity coach. Instead, she helps executives cultivate positive organizational cultures through selection, leadership development, and team building. She also teaching mindfulness techniques that they can apply to make their workplaces more engaged, trusting, and healthy places to be.

Are successful meetings what your company sells?
Is your non-profit’s mission to help others run more effective meetings?

Unless you are a professional facilitator or a meeting software company, the answer is probably “No.”

Do you need the meetings you lead to succeed? To help you win sales of the product you sell, and influence those who can advance your mission?

If you care about business effectiveness, then the answer is “Yes”.

You need meetings to function well, but the meeting itself is a means to an end; not an important product of your business.

To ensure important meetings get results, organizations with a high level of meeting performance maturity rely on a set of standard agendas.

We all know (or should know) that strategic planning is a necessity for business. If you don’t know where you’re going, how will you know when you get there.

Updating and ensuring that your plan is still viable is also a necessity. According to an Ernst & Young study, a full 66% of corporate strategy is never executed with one explanation being that they simply no longer reflect your business or circumstances.

Finding the right time for your group to get together and take a fresh look at your future can be difficult when the daily details of running the business are staring you in the face. Still, it’s imperative to know that your future plans still make sense and your current projects are aligned with that future.

Today’s blog covers an outline that can guide you through a morning of conversation to get back in touch with the future you created a while back and adjust it as necessary.