This article provides tips for making weekly team meetings more engaging and productive. To make meetings more interactive, leaders should set goals, be generous with discussing company goals, opportunities, and challenges, offer genuine feedback, and be honest, open, and transparent. Preparing important projects or priorities in advance and using the time during the meeting to solve problems together can also help.
To make meetings more interactive, leaders should share the agenda in advance, create specific items to cover, and use physical exercises to get people energized. Ice breakers can also make meetings more interesting.
To conduct effective weekly meetings, leaders should lead by example, demonstrate the use of interviews, write more efficiently, and provide accurate records of interview content. Using podcasts and ensuring an estimated time for each topic can help keep the meeting on track and on pace. Team check-ins should be made, regardless of whether an icebreaker is used.
📹 How to take your staff meetings from Good to Great // Leadership Skills
Pastor Jeff Moors shares 3 quick tips from how to go from good to great in having productive meetings Subscribe to Think …
How can I make my meeting more dynamic?
Make your meetings more interactive. Keep the group small. Agree on the meeting agenda. … Use the right virtual meeting software. … Let people get involved in different ways. … Start with a game. … Be an active host and moderator. … Use live polls. … Use a digital whiteboard. In meetings, people often talk at length about one topic. Even with the best attention span, these meetings can feel tiring, overwhelming, and dull. Interactive meetings are the antidote to painful monologue-style meetings. A world of more participation and added value. What are interactive meetings? Why are they valuable? How can you make your meetings more interactive?
How to make a teams meeting more interactive?
Try one of these 11 ideas to make your next meeting more interactive. Brainstorming Exercises … Icebreaker games. … Open discussion. … Group activities. … Presentations. … Q&A sessions. … Team-building breaks. … Polling. Nobody wants a boring meeting. But you can’t cancel them because meetings are important. After many meetings, we’ve learned that interaction improves engagement, communication, and employee satisfaction. A recent study in the Journal of Systems and Software found that interaction improves collaboration, project success, and job satisfaction.
What is the 8 18 1800 rule?
In meetings, invite the right number of attendees by thinking about who needs to be there. Rogelberg says there are also some best practices from meeting literature about ideal meeting sizes. The 8-18-1800 rule is: When solving a problem, make decisions, or brainstorm, keep it to eight people or fewer. For information dissemination or rallying the troops, as many as 1800 or more are needed. Rogelberg says seven or fewer is ideal for decision-making and problem-solving. Eight to 12 attendees is doable if the leader is good at facilitating. For idea generation, setting the agenda, and huddles, fewer than fifteen is ideal.
In the DevOps and startup world, the two-pizza rule is popular: Workgroups should be small enough to feed with two pizzas.
How do you increase participation in staff meetings?
Let’s make your meetings more effective! Define the meeting agenda. Celebrate! Mix it up. Try new ways of presenting your message. … Engage the audience. … Allow time for questions. … Let employees speak up. Set goals for next month. Do you feel like a silent observer in your meetings? It’s frustrating and leads to disengagement and missed opportunities. Meetings can be transformed into a productive space for collaboration. This guide will show you 10 ways to make meetings more engaging and empower your team. Let’s make your meetings more productive! 1. Make the meeting agenda clear. Even though it seems obvious, many organizations still have unclear agendas. A study on employees’ feelings about meetings found that employees dread them when they lack structure.
How to make weekly team meetings more effective?
Encourage participation at weekly meetings. Distribute the meeting agenda. Ask open-ended questions. Make sure everyone has time to speak. Give everyone specific roles. Include the remote team. Keep things casual by implementing activities and games.
How do you energize team meetings?
Announce your recent achievements. Start meetings with a bang to keep energy up. List the company’s and teams’ recent achievements and congratulate everyone. Setting a positive mood encourages attendees to participate. It doesn’t matter if the win is big or small. Share good news with the team to motivate them.
Have different people lead each meeting. Pass the baton to different team members for the company meeting. This lets everyone lead. Give the leader a plan. Here are some tips for planning your meetings:
How do I make my weekly team meeting more interactive?
The best team meetings: It’s easier to stick to the same routine at work than to keep improving. Team meetings are a classic example. Team meetings often just become a place to share updates and discuss problems.
- What your team meetings could look like
- how to make that your new reality
Are you getting the most from your team meetings? Some teams just show up and report on work, but they can do so much more.
How to make conference calls more engaging?
Start with something fun to keep your team engaged during conference calls. … Plan the meeting. … Invite the right people. Raise your hand. … Brainstorm. Check in with your team. … Switch duties. … Have the right tools. Your employees will be happier and more productive if they can work from anywhere. They can customize their work environments and avoid long commutes. It can be hard to get used to, especially if you are leading a remote team. It can be hard to have virtual meetings when everyone has unanswered emails or controversial Facebook posts. At SignalWire, we’ve been working remotely since we started. Our founder and CEO, Anthony Minessale, has led remote teams for over 15 years. We’ve learned a lot over the years about making remote work smooth and efficient. Here are some ways to keep remote meetings engaging. In a non-virtual office, employees can have impromptu chats. Your virtual office should be the same. Start your meeting with a fun activity. This makes your employees feel like you care and creates a fun, low-pressure environment. This makes people look forward to meetings and helps your team bond! When your team feels connected to each other and to you, work will become more productive because your team will be accountable to each other. Be creative! At the start of meetings, share a favorite YouTube video or meme. With SignalWire, you can stream media easily.
What’s one way to make a team meeting more engaging?
Run the meeting in a different order each time. … Start on a positive note. … Include everyone. … Make meetings more collaborative. … Make meetings more productive. … Use the right meeting platform. … Build a great company culture. … Invite the right people. In the 1960s, Doug Engelbart invented the first computer mouse at the Stanford Research Institute. His goal? To change how we use computers together. In 1968, Engelbart showed how his mouse could be used in an interactive display, which became known as the “mother of all demos.” It could edit text in real time, had multiple windows with flexible view control, and could be used for shared-screen teleconferencing. Today, technology has evolved beyond Engelbart’s wildest dreams. It’s unclear if our team meetings are more engaging than his demo. Team meetings are essential for project progress. If people aren’t engaged, it won’t happen.
How to make meetings less boring?
11 ways to make boring meetings a thing of the past! Change your scenery. … Be creative. … End on a positive note. … Start with a game. … Use meeting memes. … Share the agenda. … Assign tasks to participants. … Use visuals. “I’ve never been bored in a meeting,” no one ever says. We’ve all been there! Some meetings are fun, interesting, and keep our attention for almost the whole time. But often, meetings are seen as a waste of time or boring. Meetings are a great way to collaborate, build relationships, and share ideas. But make them engaging and productive to avoid boring meetings. How can you make meetings fun and productive? We’ll give you some tips. But first, why do people get bored in meetings?
How can I make my weekly meeting more interesting?
8 fun team-building activities for your regular staff meetings. Show and tell. Start your next meeting with a quick show-and-tell. … Caption contest. … Play “Would you rather?” Best backdrop contest. … Guess the location. … Joke of the day. … Scavenger hunt. … Guess the picture.
How to start a meeting in a fun way?
Here are 17 ideas for starting a meeting in a fun way: Do a quiz. … Have a meeting outside. Make an interactive agenda. … Provide food. Make groups. … Change the seating chart. … Play charades. … Ask questions.
📹 5 Things to Cover in Weekly Team Meetings | How to Run a Staff Meeting Effectively
5 Things to Cover in Weekly Team Meetings | How to Run a Staff Meeting Effectively If you want your team to be on the same page …
1) Statistics- every staff member needs to have a stats of their work. Make it a graph. Everyone needs to take responsibility for their statistics week. 2) Program Steps- Action Steps what’s supposed to happen in the area for the week target for the week. 3) Problems and Solutions- disagreements and problems. Not a gripe session. Allow them to bring up problems only with a solution. 4) General announcements- Birthdays, Anniversaries, Upcoming events. 5) Wins from the teammates. This is amazing feedback! Thanks 🙏🏾
I like your structured approach. My only warning is to be very careful when defining the KPIs that you track in the statistics part. Maybe in manufacturing it’s easy: Maximize output and minimize scrap. But, take for example a service desk: monitoring number of tickets closed or monitoring percentage of customers that are happy with the solution would result in totally different behavior. So think first whether your KPIs will result in what you want.
The second a statistic becomes a metric, it becomes useless as a performance measure. You said it yourself – the staff will do everything to have a graph with positive gradiant; this includes gaming the system. Metrics should few in number, team oriented and closely tied to the value chain of the business to avoid suboptimizations. And the teams should then be given both the responsibility and the authority to manage their work processes within the limits defined by the metrics. This is the aspect of “jidouka” or “autonomation” which is often left out of westernized approaches to LEAN philosophies.
In one of the companies I worked for I was on a team that met every week. It seemed tedious at the time because we were all extremely busy, but I later realized the value of that. It was a good chance to get on the same page as well as break away from the normal routine. I was later moved to a different team that met infrequently if ever, and I missed having that communication with my supervisor and teammates.
I like this website just became a manager, and am grabbing every piece of information I can about what to do, what not to do, and how to do. It has got to be one of the hardest things I’ve ever tried to do but I know that if I can get good at it, it’s a skill that will allow me and those who work alongside me to do so much more, and get so much more.
There are few different types of weekly meetings…one of the is a “weekly cadence” which is more on performance tracking and reporting, major asks etc. Very focussed meetings to get the performance pic and assign actions and resolve major asks. Not about training or skills or deal reviews. then there are other meetings on a need to basis or periodical basis that address pipelines, size and quality of pipes(days in each sales stages, conversion rate etc. Basically check on efforts and results of each rep or groups). Then there are deal reviews meetings, and also training meetings to upskill your team …
Some good points there. I will share 2 thoughts from my perspective: 1. If a team member is trained, experienced and supported, they will have a graph that has gone up initially and levels off at a high point. There is only so many countable things you can show for a week’s work. E.g. You can only make x units of a product given factors outside your control. Once you are established in your role and have become efficient, the graph mainly shows the blips of illness, system failure, or stopping to explain things to a micro-manager. 2. Sure, you don’t want a culture of mindless moaning, but some people, especially at certain levels, just don’t have the wherewithal to solve certain problems. It is a manager’s job to serve them in ironing out those issues. To say you can’t raise a problem without a solution leads to a situation where people who can’t see a solution never raising the issue. They then have to put up with problems and get demoralised. You also then get manager’s strutting around telling their bosses how great they are as there are no problems in their team while people keep leaving. Surely a nurturing team can be informed of a problem and work together with a combined mindset to solve it – that’s a good, supportive working environment. And anyway, very few bosses of mine have ever appreciated anyone sharing a problem and providing the solution as they feel they are being told their job.
Thank you for this valuable information. At first, I don’t do meeting quite often because for me I have several groups and we discuss in the groups. But after several months, it seems the team ‘distracted’ and start saying he is the only one busy. I believe I need to start doing weekly meetings after perusal your article. Thanks a lot!
I agree with many of the comments; you do not, and never should, publicly shame an employee in a meeting. If they have a graph, you review it with them individually. However, a “weekly winner” in the graph game will inspire healthy competition, and those winners should be celebrated. Even a down graph that shows and upward tick should be celebrated. Progress.
Every team member is expected to show a graph with their numbers over time. An example was given just before that: for a receptionist, it would be a number of calls answered. So how does a receptionist answer a growing number of calls? I guess they can ask their friends and relatives to call them at work? That would work so great for the business
Good article… a weekly meeting is paramount, I agree. I laughed at your story of the summer factory meeting… only because the owner took up the lunch (unpaid) time to do company business. Having been a “grunt,” that would grind my gears… unless of course the owner was buying everyone’s lunch that day?
Monthly or weekly meeting agenda as manager 1. Statistics 2. Programs action steps and target Based on statistics, work 3. Problems and solutions Dont just mention but tentative solution too inside meeting 4. General announcements Like BD or anniversary, eid party this month etc 5. Wins (team meetings) Success stories from client and customers
This discord sounds out of some old school 80’s TV series describing a scene of some cold selling call center teammeeting. There is a lot of context, nuances, a lot of modern possibilities to achieve positive communication and interaction with teams etc. missing in this “lesson” of this self proclaimed guru. Old school, ex cathedra style, ivory tower feel…. that will let your team quickly run away from such meetings: to be avoided (especially in Continental culture)!
There are tremendous cultural differences to consider. Yes, Weekly meetings are key. However, people appreciate if those meetings are dynamic and about common themes/problem solving (stimulating) apart from general announcement. Also, management should ensure those meetings are a safe place for the team to discuss openly and to share resources and ask for help. That helps build a team. All too often people keep quiet at the weekly meeting listening colleagues go on into great detail, just waiting for it to end. That is not the time for debriefing management of each specific team progress or needs. Stats, targets, can be shared via email prior to bilateral discussions in core teams. The part on wins sound good if you are wining. I was waiting for the tip to/about the service oriented leader/manager. The article seems oriented to the manufacturing industry. Younger people probably have a different take on the whole weekly meeting set up presented.
Great article, however I don’t agree that a team member should only raise an issue without bringing a solution. If they have a solution or can suggest one, great! If they don’t however, they should not feel like the can’t discuss the problem. I’m in manufacturing and if a plant worker notices a problem with machinery, or product quality, safety issue, I want them absolutely to escalate this and I don’t expect them to have a solution to the problem. Keep up the good work!
This sounds like a way to manage individual contributors you want in competition with each other. Not sure I’d say “team”. There is a big difference there. Be very careful with performance metrics that may lead to conflicts of interest with the real interests of the company. I see the same theme throughout this article. Don’t try this on a sports team, software team, etc.. Anywhere you want synergy, positions, strategy and not just a bunch of individual contributors racing in parallel.
Only result makes a difference in my view…… Result nd only result.It is bound to come if you are severe nd honest .He shud have leadership Quality.Nice Tips.person holding top position shud know PR.Nice nd inspiring vdo.Lecture.I was holding a top position in good enterprises.sincerely appreciated.
Great content – the only thing I don’t quite agree with is the mentality of only bringing problems to surface if you also bring out the solution. This is an old way of thinking that hinders psychological safety on teams. I personally think that people must learn how to structure a problem in a way that it is brought up in a constructive way, without pointing fingers, regardless if that person has any suggestions for solving it or not. So I’d rather have problems and no solution than having everybody thinking they are better off staying silent. Solutions should be a matter of team discussion. Like Charles Kettering says, “A problem well-stated is a problem half-solved”.
🎯 Key Takeaways for quick navigation: 00:31 📢 Importance of regular team meetings for clear communication from owner and managers. 01:20 ⏰ Weekly team meetings should take priority over production or client schedules. 02:17 📊 Every team member must have a trackable statistic that reflects their contribution. 03:54 📈 Team members should announce plans to improve or maintain their statistics in meetings. 04:09 🎯 Discuss program steps, action steps, and weekly targets for each team member. 05:18 🚧 Address problems and disagreements, but only if the person bringing it up also presents a solution. 06:55 🗓️ Include general announcements like birthdays or company events. 07:22 🎉 End meetings by sharing individual wins or testimonials to boost team morale. 08:46 🔄 Meetings should be scheduled weekly without fail. Made with HARPA AI
Number 1 and 3 are two of the most common reasons people leave their jobs. Sharing productiveness in public can be humiliating, specially if you’re struggling, don’t know how to fix it and aren’t allowed to bring up the problem without a solution, which you don’t have. Great way to loose great employees 🤷🏻♀️
No one asking in a meeting just how people are feeling… is someone stressed… does someone need help? This kind of meeting literally makes you nothing more than a workhorse and only care about the paycheck. If you put statistics on numbers over general well-being, people will copy it as behavior. When you make them feel liked/loved and care for each other, the trust goes up and eventually all those other steps follow as well…
WINS—–Worked in industrial training in the use of Breathing Apparatus in a specific training establishment. One exercise, students had to enter a simulated “Live sewer” wearing BA . One student came out in an extremely distressed state as during WW2 he was on a ship that was hit by enemy action and sinking. During our exercise, the echoing of the water and other students calling his name for help caused him to go back to that incident. Shaking and tearful, we pulled him out of the pipe and an instructor( ex Royal Navy) took over. About 1 hrs later, the student re entered the pipe along with training staff, completed the exercise and crushed that demon. This was in the mid 1980’s and the student was a long serving retired police officer. We helped several people overcome fears that they did not fully understand.
Production over culture? KPIs over people? Required “wins”? Promoting a buck up or get out culture inconsistent with today’s labor market. Not really in to that. I DO like the idea of mandating possible solutions if challenges are brought up though. A great way to seed collaboration. I will implement that with my team. Thanks for sharing!
Interesting that under the General Announcements he talked about announcing birthdays/xmas party as being a way of finding out what else is going on in the business. Wouldn’t it be more important to let your team know what work the other teams are doing? That would help people to understand where their work fits in and identify the value that individuals bring to the table?
I don’t know why but it sounds like gathering numbers just to have it used against you. What happens when someone sees their job as more than answering phone calls? What happens when they compare their work with someone having different numbers? It sounds like you can’t judge if someone is working hard enough unless you put a number to it. But you also want them to keep track of this for you. One problem I see in every company I work in is management not really knowing what employees actually do during the day. But there is a warning here. Telling people what you do will almost always bring criticism back at you. What do you do with someone working 10 years with the company? Do you tell them last year’s numbers were better? Do you tell them to slow down?
Having team meetings are absolutely critical but having them weekly may not be necessary. Our team has them bi-weekly to talk about announcements, whats new in the department, and then we go around the table to talk about what we’re workikng on and if we have any blockers/issues. If no one has anything to share, then we end the meeting earlier.
Like he says. If they have a graph they will do whatever is needed to keep that number going up or at least stay at the same level. Ergo they will start playing the system. Anything not helping their graph will be skipped, cutting corners where they can etc. Whenever you measure something, you influence what is being measured but also who is doing the measurement. Not all problems have easy fixes or can be fixed by the individual. Not being allowed to mention there is a problem because you can’t fix it is just stupid.
Keep the meeting short, move everything that doesn’t need public discussion to an email/bulletin board. Staff doesn’t want to hear 20 announcements about things that don’t affect their job. Ie company stock price quotes are meaningless to a team full of seasonal employees with no investments. Caution with individual KPI discussion in team environment. The team meeting should focus on the team kpi average and team outliers without singling out an individual in a negative way. Praise in public, criticism in private, allows team members to save face among peers and respects they may have other private concerns. Planning and goals for further improvement to hit the weeks team goals is fine, limit problems and disagreement discussion to feedback “how can I as a manager support you guys better as a team?” 1-2 things actionable in a week. General announcements should be emailed as they are announced before and again in a digest version of the meeting recap that goes out to all team members (even those absent) after the meeting.
Late to the party, but what is sorely lacking here is LISTENING. For a leader to be on transmit only at any meeting is stunningly foolish. If things aren’t being offered, then solicit input and let folks know input is expected. If you’re going to do all the talking at Team meetings- put it all in an email instead, it will get just as much/little traction.
I agree that regular communication is needed between management and staff, but I think the simplistic take on statistics really misses the mark. He kind of actually hits on the problem when he points to the downward trend and says this person is going to do whatever they can turn the trend around. In my experience, that is true, most people will do ANYTHING to turn that around. Lie, cheat, steal. I do agree that the communication needs to go both ways. Employees should share the issues they are coming up against.
I think making people put statistics on paper shifts your responsibility as a leader onto people who don’t have the voice to effect changes that result in higher numbers. Does the buck stop with you as a manager or are you going to rely on this tactic to bully people into working harder? It just gets worse and worse from there on out .. That’s my take anyway.
I’ll agree with 2-5 for the most part, but in certain environments, you are completely wrong with number 1. I’ve worked in tech support and as a test engineer, among other things. In both cases, management often chose the wrong numbers to track, and lauding the wrong trends. This led to employees chasing numbers instead of doing their best work for the company and customer. In a support, problem-finding, or break-fix kind of role, if an employee is running into more problems, then something is probably wrong. A bad product launch will generate tons of calls to support, or a new batch of code will cause multiple problems for the support group to fix or work around. The employee who handles maintenance of computer systems, factory machinery, or other things that have to be kept running is possibly either not doing their job, or being hindered by flaws in others’ work if there are “events” that they are tallying during the week. If everything works as it should, support staff should only have to do their maintenance, customer support should only get calls from customers that just need a little education, and the QA folks should run good and thorough tests that find little or no issues.
Totally depends on what data you are talking about when deciding which graph is better. Just going from lower left to upper right is a composition and only makes sense in a particular piece of art. The who, what, why, when seems to me much more important. (Notice 4 dimensions here) Just telling the upper graph is the one you want and the lower isn’t, reveals some one that was lucky enough to succeed in 1 feat and thus assumes he is the omnipotent guy that nows it all.(I can see only 1 dimension here) If you follow advise like this the workers are losing productivity trying to force all into that one picture the boss likes. Does this reveal the source of the saying “the company thrives in-spite of the management”?Just another typical Dunning Kruger pitfall? Total BS! Nothing but click bait material.
Generally obvious stuff, except the KPI and Metrics. That is for people who make widgets, that is bass-ackward way to approach employees who are ‘problem-solvers’ or ‘creatives’. for them metrics demoralize and are destructive b/c it is not how many you do per week, rather it is how important the ones you did, or didn’t even do but are working on that is important. Measuring how important an item is is subjective but a good manager knows one we they see one. An employee may not get a single important item done all month, or in 2 months, but when they get one done it may make 100 other employees more efficient forever. When an employee gets an item done that allows the whole company to scale up to a new level then rubbing their nose in how many items they did not do for many months preceding the item’s completion is just demoralizing and small minded.
I hope you pay your employees well. If you announce their responsibility every week it must be new ones. The old ones should be known. So new responsibility every week? And on top of that, training a receptionist to spell just because you’re on the receiving end? Take that logic and put it in a factory. The painter who comes at the end is responsible for telling the chassis builder to fix his mistakes and more so: come up with a solution? The solution is in most cases, stop wasting time in useless meetings (in reckon about 2h min, with a team of 15-20 people) and focus on training. Good training,not the useless standard pamphlets that everybody knows that cover only 5% of what a senior expert in your company knows about the job. And on top of that you want to track any arbitrary number about an employee just because you can. Like your example with the number of phone calls. How do you increase the number of incoming calls and what is the goal here? If the number of calls is going down, maybe the length is going up, probably meaning that your product is too complex or simply faulty and not that the performance of some employee is going down and needs to be motivated by shaming them every week.
Use statistics= obviously this is industrial, it will never work in IT. Anyone who objects, just remember the time your ticket was closed before it was resolved, or worst hung up on. IE statics don’t show that your best workers take on the hardest customers/problems. It only shows they are a cog in the machine. BTW the example was poor, a receptionist has no control about how many calls she receives, or the amount of mail that requires sorting
I stopped as soon as I saw #1, using a graph. This is such a useless and unproductive way to track progress, especially the picking up the phone example. This is a great way for the work to be manipulated for upper management to be happy and for useless goals to be made. It actually waste more time. “So I just have to pickup the phone 10 more times?” “I need a goal on how to pick up the phone 10 more times?” So now the employee is not helping the customer and is rushing to get off the phone so that they can pick up the phone 10 more times. What you should be discussing is what happened that their were small amount of calls picked, how many issues were resolved that day and how did the customer feel. “I got 100 calls today! Yey! But I didn’t really help a single customer, but I got calls” I’ve seen it.
KPIs are for 1to1, command and control is old school and lots of research to show it does not work. Leading does, it’s an art form not a formula and good leaders can change the world. Coaching teams, developing people for the long term objectives is totally in me. In my area of work people need the time to delver without prolonged pointless distractions. Weekly catch ups are a must, informal and bonding is the key. People follow me for a reason, multiple proven successes. The only time I used graphs, I lost everyone’s attention and motivation.
This seems very old school command and control. If you share a clear vision for where you want to be, most teams will find the most efficient and innovative way to get there. 1) What did you accomplish? 2) What are you going to do next? 3) What support do you need to get there? …That’s a meeting that will get you places. + play a game, discuss hobbies, celebrate successes… even better!
Very old fashioned and outdated management of basic staff.. there are already places in the world where performance personal metrics are illegal and managers are actually helping staff to improve their work. There is old Polish movie.. where two managers talking -“don’t listen to them.. they are going to think we are here for them” 😀 Servant Leadership.
Why are you wasting time with weekly meetings? If you, the boss, need to disseminate important information set up a “must read” thread on Slack. People will get it done in a few minutes, optimizing time. No need to go around the room for reports. The boss can see who has read the post and who have not. Questions & comments will come from the staff to help clarify points. BOOM! You’re done. No productivity lost. QUIT STROKING EGOS. Weekly meetings are like parades. A few peacocks strut around while the rest wish they were someplace else (like doing what they were hired to do). Need to solve a problem? Invite specific people to meet face to face. Continue meeting until the problem is solved.
Without a weekly whippin’ it surely is hard to keep the wage slaves brainwashed. They gon forget yer buzzwords what makes ‘em feel marginal better about constantly toilin’ fer yer personal gain! You gots to have just enough eye contact withs ‘em to let ‘em know who’s boss and how much they needs to pick. No more, no less, just enough. Otherwise they might really believe you’re frettin’ over their welfare. Now gets on out there and work! Work makes you free, boy! Ain’t you never heard that?
Lol, no thank you, been there done that. Structured weekly team meetings are almost a complete waste. I’ve seen corporations require them (with that agenda) all the way to and through bankruptcy. Elon has a much better way to lead and succeed. I’ve watched so many of his rockets launch here in Florida that I’ve lost count. No one else can come close to that. His company is also world leading in AI and many other areas and technology.
Strong dislike. Adding statistics to a position like a receptionist, who is reactive and necessary regardless of stats, is a waste of time and pointless. People should be able to point out problems even if they have no solution, birthdays do not belong in team meetings, that should be separate on the day, not at a weekly meeting- it’s not about checking a box, its about caring about your people.
I’ve seen this crap before, you will incentivise poor work practises with these graphs and too many meetings. Instead train then empower employees to do the job and create a positive environment for them to thrive. As a young employee I was disciplined for taking to long with one customer but that customer was incredibly grateful and I won her loyalty to the business.
The factor that is lost in “logic” amongst presentations like this is that lots of folks are hip to the game. In other words, this “method” fails amongst those in the higher IQ brackett and therefore fails ultimately. No intelligent person needs or wants someone to “run a staff meeting”. Just order the food, have fun, and be cool.
Terrible Terrible advise especially when talking about statistics and graphs. These graphs can create negative competition where people try to out do each other, creating a toxic work environment. You’ll be surprised how some individuals don’t look well in graphs but are so crucial in their roles and success of the company.