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Dec 3, by Elise Keith in meeting de 30 minute read. In our post about why teams meetI outlined two basic rules:. We use the term cadence here very deliberately. A meeting cadence works very much the same way - setting a pace that keeps a group pulling together fast enough to win the race, but not so fast that they wear out before they cross the finish line.
Going longer than two weeks between meetings, I see the team get disconnected. Meetings always interrupt; they always prioritize time with the group over time that could be spent making individual progress. In the past, we tried the agile version of the minute daily standup, but we found this was too frequent. Most days, team members didn't have enough new information to convey, making a majority of the meetings not useful.
The daily format also required everyone to slot some part of their day, every day to chat. That was a lot of wasteful meeting overhead. To double the challenge, I was unable to find any meaningful research on the topic. I asked researchers looking into meeting effectiveness what they knew, and while they have this great book full of fascinating studiesthey had nothing when it came to finding a data-backed answer for how often a group should meet.
This can be counterproductive, because when you wait more time between meetings, those meetings need to be longer and have a greater chance of running over time. Hours are per person assuming days or 50 weeks worked per year, because you shouldn't attend meetings when you're on vacation or sick. As you can see, whether you meet daily or meet weekly, you'll spend about the same amount of time in the end. You can also see how teams that meet both daily and weekly should be especially vigilant about keeping the daily stand-up short and the weekly meeting focused.
For example, hospital staff meet every day to ensure everyone knows the situation on the floor.
Saving lives is both urgent and important, and it requires everyone to stay coordinated and informed. By contrast, a homeowners association board will have bylaws governing when they have to meet. They rarely face an issue that they feel to be deeply important or urgent. Many HOAs must meet annually at a minimum, and they leave it at that. Many teams do not operate within a sound strategic framework. More frequent meetings help these teams create a shared understanding of their environment so they can establish this framework.
New teams, teams with high turn-over, and teams with one or more…uh… relationally challenged team members also need to meet more often to bridge natural gaps in trust. Boards also ramp up their meeting cadence during times of crisis. When the situation is unstable, teams need to put in the time to stabilize it.
This means more frequent meetings. A regular meeting cadence gives teams a way to share information, raise and solve issues, and build relationships. But there are lots of ways to accomplish these same goals outside of a meeting. If your team thrives on text-based communication, you can probably meet less frequently. Teams actively collaborating to produce a work product of some kind should meet often.
Recommendations range from meeting every day to — at the very outer limits — no less than once per month. Groups with oversight, governance, and strategic planning responsibilities meet less often. Recommendations here range from once per month - at the most - out to once per year.
No wonder leaders meet all the time! In many product development teams, each person must collaborate with several others to bring a product to market. Is the deer running behind? Problems in QA? New requirements from the client? Any shift in timelines or expectations ripples through, impacting everyone else. This is one reason Agile, which relies on a daily meeting to keep people coordinated, has become so popular with teams like these. The problems that plague a franchise in one location Looking for a regular meet have no impact on a different location. When I was a pancake waitress, my work was very dependent on the performance of my co-workers, and always highly impacted by changes in our environment.
But we never had a regular team meeting - we just watched, talked to each other, and busted out tasty pancakes. Now, I work on software with a distributed team. We have a partner currently trekking the Sahara and employees many time zones away. Today, my work is far more independent, and far more relaxed, than when I wore a pink apron every day.
And yet, we meet very regularly. The recommendations above are ours, synthesized from our extensive reading, work with meeting expertsconversations with customersand the hard-won lessons of long careers. Second opinions abound! Most experts recommend holding one-on-ones weeklybut acknowledge that this can be a scheduling challenge, which le to lots of one-on-ones that get cancelled. So they say:. Whatever you choose, it is important to remember that the longer you go between sessions, the less timely, and less accurate, the information will be, and the less likely it is that you will be able to intervene in an issue while it is still young.
Answers to this question on Quora range between weekly and monthly. Paul Axtell, who authored two one-on-one templates for the Lucid template gallery, found weekly, bi-weekly or even monthly one-on-ones work in larger corporations. A team on an urgent one-month project should meet daily, while a team on a multi-year project may only need to meet once every few weeks or even once per month. Agile teams hold very short daily meetings to ensure issues get uncovered as quickly as possible. Agile teams also meet at the start and end of every iteration, which often Looking for a regular meet at least two longer meetings every few weeks.
The cadence for these longer meetings depends on the length of each iteration. Atlassian has a nice short post that describes regular agile team meetings. If you have a group that works really fast and has trouble keeping it all together - or if you have a group that should be moving faster - an agile meeting cadence may improve the situation. A healthy, productive leadership meeting cadence can make the difference between an organization that struggles to survive and an organization that thrives and grows. We know that how leaders make and discuss decisionshow well they coordinate across departments, and how adept they are at identifying and solving problems will have a massive impact on the organizations they lead.
Every recommendation we found agreed that leadership teams must hold these regular meetings to be effective:. Others also recommend a daily leadership huddle and a monthly strategic check-in. An all-you-can-eat buffet of meetings! We meet every week using the same agenda to monitor and manage our day-to-day operations. We meet quarterly well, usually to adjust strategy. And we update our strategic plan at the beginning of every year. They spell out not just how often teams should meet, but exactly how long each meeting should last and the agenda to use.
Verne Harnish and his firm Gazelles consult with high-growth companies working to scale without imploding. They say the daily huddles have revolutionized their work — in a good way. So while a daily meeting may be too much for some teams ours includedit could be just right for yours. I think the Level 10 Weekly meeting is particularly well deed. Their cadence:. Are you exhausted by the prospect of all these daily, weekly and quarterly meetings yet?
Wondering how you're going to get anything else done with all these meetings in the way? Yes, you need to have Looking for a regular meet meetings. As a leadership team, consider using time blocking to keep meetings productive and minimize disruption to the rest of the work week. A deated meeting day makes it easier to embrace the work required to make those meetings productive.Looking for a regular meet
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