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Regulatory meeting : solving problems in a team Tutorial

Unlock the secrets to effective teamwork with our video "regulatory meeting: solving problems in a team." Discover three crucial steps to facilitate productive problem-solving sessions, from individual consultations to collective decision-making. Learn how to foster dialogue and improve team cohesion during challenging times. Are you ready to elevate your management skills? Tune in now!

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and require the true talents of a mediator.

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In this video we will see when to hold them and how to carry it out.

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If as a manager you cannot solve a problem,

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it's because the answer is probably within the group.

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Conflicts and relationship problems,

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harmful atmosphere,

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competition,

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a change that is difficult for some,

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a faulty work organization.

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The noncompliance with the company rules and values,

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accumulation of delays,

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dissatisfied clients,

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or partners who complain about the team.

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Do not wait to take matters into your own hands and

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get help from your superiors or your HR if necessary.

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It is your duty as a manager to react

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before the molehill becomes a mountain.

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Here are 3 steps to carry out the regulatory meetings.

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First step,

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informal individual consultation.

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If the issue is really delicate,

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take the time to consult each person individually

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to listen to their difficulties,

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their frustrations,

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their suggestions.

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It will be a time of catharsis in your presence alone and if necessary,

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the presence of HR,

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which will prevent them from targeting each other and aggravating the problem.

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Ask people for their opinions.

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Understand their interests without creating false

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expectations and without getting involved.

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Stay neutral in this step of individual listening and purging of the struggle.

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Second step,

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the discussion meeting,

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ideally in the morning around 10 a.m. when minds are still fresh.

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Amazon founder and CEO Jeff Bezos

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advises to schedule all important meetings between 100 a.m. and noon.

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The discussion meeting in the presence of all parties affected

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by the difficulties will take place in three stages.

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First,

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explaining the problem and reiterating the rules,

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kindness,

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speaking genuinely,

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being constructive.

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Second,

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going around the table where everyone presents their vision,

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their concerns,

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their priorities,

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and possibly resolution options.

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This is shared information

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that shouldn't allow any arguments or debate nor immediate decision making.

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The manager frames and fairly distributes turns at

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talking to avoid slipping and personal attacks.

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They synthesize the words of each and

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emphasize the common points between everyone's statements.

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They explain

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that the collective problem resolution will try to include these

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exchanges in the decision making as much as possible,

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but it will certainly almost be impossible to take everything into account.

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Third,

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at the end of this discussion meeting,

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the manager can choose to decide alone as arbitrator

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or to conduct a decision meeting so the decision is made by everyone.

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It will therefore be more about mediation

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than arbitration.

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The third step,

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the decision meeting.

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The decision meeting can be done in 6 stages.

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First,

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setting the decision rules,

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how the chosen option will be settled

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by a majority,

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by the third.

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Second,

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the facilitator presents the problem again

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and reminds one of the rules.

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Kindness,

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speaking genuinely,

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being constructive.

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Third,

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the members and the facilitator take turns suggesting three options that

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are noted on a flip chart or a mind map.

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Fourth,

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participants make a preliminary vote to retain some of the options.

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5th,

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together,

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the members discuss the options and improve them.

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And 6th,

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a final vote confirms the chosen option.

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Collective life inevitably requires regulation.

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The earlier it is carried out,

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the simpler it will be.

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In the event of a difficult regulation,

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you now have a few steps to manage internal difficulties which may help you

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get support from your HR or a coach to prepare

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or even lead these kinds of meetings if necessary.

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It is always in your interest to present the problem in a

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transparent and explicit manner rather than

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positioning yourself as the adjudicator,

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have maximum confidence in the ability of your teams

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to solve problems together like the adults they are.

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By improving dialogue,

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you will improve the cohesion and maturity.

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Of the team to manage tense moments.

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Keep in mind

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that the participants in the regulatory meetings will better

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accept all the decisions that were taken together.

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Indeed,

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studies prove that the people who were consulted accept decisions more readily,

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even if the decisions do not go as they wished.

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