The staff meeting Tutorial

Transform your staff meetings from mundane to motivational! In 'The Staff Meeting,' learn 7 innovative steps that ensure your meetings foster team cohesion and effective communication, ultimately driving engagement. Discover practical strategies for a dynamic atmosphere where every voice counts and actionable plans emerge. Don't miss out on elevating your team's collaboration!

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The staff meeting is essential.

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How can you ensure that it doesn't turn into a demotivating routine,

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but rather into a meeting the whole team looks forward to attending.

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A staff meeting takes place periodically,

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every week,

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every 15 days,

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every month,

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according to the needs of the service.

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It is fundamental

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to the good flow of information certainly,

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but also to team cohesion and co-construction.

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It is by taking into account these three objectives,

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the good flow of information,

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team cohesion,

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and co-construction

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that your meetings will take on a higher profile.

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I'm going to suggest an innovative and effective sequence that

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gives new life to your staff meetings in 7 steps.

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Traditionally,

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the staff meeting is an opportunity to share information top down and bottom up.

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To receive and respond to questions and feedback,

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present indicators and results on current projects.

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Remind everyone of the rules and expectations.

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Sadly,

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too many managers limit themselves to only using

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the staff meeting to circulate information and decisions.

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At the least you can give more emphasis to these basic purposes.

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My first piece of advice is to start the meeting

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by letting everyone talk for a short time about themselves.

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Do you know what every human being is most interested in

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themselves?

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So let them talk a little about themselves without any overflow.

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For that,

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I propose a quick round table with the forecast of the day.

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You present them the image palette below from the sun to the tornado at night,

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the rainbow between rain and sun.

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They individually choose a pictogram

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or invent one about how they feel.

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Then you do a short round table on my forecast of the day.

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Here's the pictogram I chose.

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This is how I feel today and why in one sentence.

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You can instead ask for the forecast on the topic of

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the reorganization or of the project if it's a project meeting.

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My second piece of advice reserve time

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in your staff meeting to transmit information.

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After the forecasts,

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present the top down information

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through mind mapping,

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for example.

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Refer to the video on mind mapping.

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If you have distributed strategic and technological monitoring work to the team,

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each collaborator will actively participate in the information.

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You will talk about the new rules and regulations of the slide show.

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Paul will pass on information he has read in the trade

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press about the competitor in the form of a quiz.

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Marlene will give key information about her participation in the

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pilot team on the reorganization using a flip chart.

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Here is a question in order to appropriately select

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the right information to share in a meeting.

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Which information is really useful for all participants

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if this information concerns only some of the people,

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the team meeting is not the place to pass it on.

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The facilitator must sort it out to avoid descending into micro meetings.

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Moreover,

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this time of transmitting information is not a time for debate

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unless you have chosen it as such.

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Be careful,

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otherwise time will slip through your fingers.

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My third piece of advice.

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Go around each person's activities.

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Why not in a stand up meeting?

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Refer to the video on the subject.

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This stand up activity round can be structured around 3 questions.

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My concrete progress since the last meeting,

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my achievements,

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and my difficulties,

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ideally in the form of a question,

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how can I?

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For example,

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how can I deal with this difficult customer?

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You can time the sequences 3 minutes per person

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or pass the baton round to make sure that this sequence doesn't overrun.

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A transcriber takes notes of each person's sharing.

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Some difficulties may be discussed in the next stage of the meeting

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or may be dealt with outside the meeting.

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My fourth piece of advice summarizing questions and comments,

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summarize the questions and remarks that the three

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previous steps will have prompted onto Post-it notes.

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Stick them on the board or wall and group them together by theme.

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For example,

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difficulty with a particular supplier.

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The delay on such and such a project,

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the maternity leave of such and such a person.

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Choose to answer

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individually altogether the questions that you consider to be

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priorities and that concern the team as a whole.

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Some questions or difficulties can be solved 1 to 1.

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For example,

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Jennifer tells Mark that she can help him with his budget problem.

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The manager tells Fred

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that they'll address this problem in a 1 to 1 interview.

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Some other questions can be divided into working groups following the meeting,

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a working group on the reorganization

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of the maternity leave or the handing over of Samantha's files.

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Other items collected together will be carried over to the next staff meeting

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and written into the agenda.

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My advice number 5.

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Focus on a participant's activity.

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Organize the sharing of experience of a collaborator or

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the presentation of their activity by a Pecha Kucha.

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This is a way of presenting information that comes from Japanese designers,

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a design slide show with striking images,

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very few words or numbers,

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20 images in which the presenter will discuss in 20 seconds each.

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That's almost 7 minutes to present a subject from a new angle.

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With the PechaKucha,

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the speaker will find their central place again and

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will not be tempted to read the slides.

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Their speech will be more punchy and memorable by all.

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You will find many inspiring examples on

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the net and in particular on www.echaKucha.org.

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My advice number 6.

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Dig into a theme on the agenda.

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Making your staff meetings more lively and productive also means adding

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time for reflection,

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group decision making,

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and co-creation.

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Choose the important themes and explore them over one or more meetings.

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Take advantage of this time as a team

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to get employees to work on service issues that

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go beyond the scope of their individual work.

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Give them co-responsibility to analyze and improve the existing situation.

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Here are a few examples of themes you can choose to explore in a team meeting

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reinforcing team collaboration during teleworking,

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managing the workload as well as possible,

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offering a more adaptable customer service,

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preparing the department for the upcoming reorganization.

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You can use the grow or SWOT models see related videos,

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to address these issues.

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The videos on creative meetings and decision making meetings will help you too.

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Tip 7

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co-construct an action plan.

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A meeting should always end with an action plan.

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Everyone should leave with at least one task to do for the team.

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These tasks are noted in the minutes.

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You can make a commitment chart.

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Draw three columns on craft paper.

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What,

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who,

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when.

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As the meeting progresses,

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write down on post-its and stick the actions to be done in the what column.

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Then at the end of the meeting,

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group the actions by theme.

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Write on another post it the when,

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the date when the action should be carried out,

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and finally set aside time for people to position themselves individually or

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in groups on who will be in charge of the action.

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Make sure that all the tasks have a person in charge.

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That's it.

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Your action plan is done.

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Take a photo of it and attach it to your meeting minutes.

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If you work remotely,

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you can also use the Post-it online application or other similar applications.

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So

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we've seen 7 facilitation steps to make your staff meetings more dynamic,

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the forecast of the day,

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the transmission of information.

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Make a round table about activities,

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synthesize the questions,

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focus on a participant,

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dig into a theme and carry out an action plan.

Mandarine AI: WHAT YOU SHOULD KNOW