I’ve been holding staff meetings in veterinary hospitals since I started in veterinary Medicine in 2005.
That is a lot of monthly staff meetings. In 2017, it occurred to me perhaps others could use some of this information for their own meetings in the same way that I used this information from where ever I stole it from. You can find Part One on The Client Centered Practice here, Part Two on Team Building Exercises and Games here, and Part Three on Communication Tools here. What I did not cover in these initial three articles was how to actually best hold staff meetings. This post is an attempt to rectify that oversight.
Meetings get a bad rap, and it is usually because they are badly organized, and don’t obey some basic rules.
Meetings should not be about delivering information. Meetings should be for discussing things. If a lot of information is to be delivered, consider writing an email or a white paper and distributing the information beforehand.
All meetings need an agenda. In an ideal world, this agenda is distributed to all attendees before the meeting to allow them to prepare or bring any supporting documentation they may need. Agenda items need to be given an allotted amount of time. This prevents over stuffed agendas that cannot be gotten through in the time allowed. Participants should be encouraged to submit items for the agenda ahead of time. Always leave time in the agenda for any other business, but keep to time limits (see below). Any other business, should be a last-minute catch all, not the method by which participants submit their agenda items.
Start on time. End on time. One of the reasons meetings get a bad rap is because we allow them to run on longer than they are scheduled for. Nobody will complain if a meeting ends early. Ending on time also provides other stakeholders the assurance that employees will return to their normal duties by a specific time. There are managers who lock the entrance to meeting rooms at the meeting start time to exclude a anyone who does not turn up on time. While this has a certain “shock value,” it does not trust employees to be adults, or recognize that things happen and that employees have other responsibilities particularly when we ask them to attend a meeting in the middle of their day.
Make attendance easy. If the COVID 19 pandemic has shown us nothing else it has shown us the benefits and the drawbacks of virtual meeting tools such as zoom. However, while tools such as Zoom do not provide a complete replacement for a person being at a meeting in person, they do provide a good enough presence to make them an option for employees who are not on site or who would have to travel into work only for the specific meeting.
Consider attendees days off and the hours of their shift when setting the date and time of meetings. If there is an employee who needs to leave at a certain time, try to adjust the agenda to allow the items most relevant to them to be addressed before they have to leave.
Pay employees for meetings. Meetings are work – therefore employees should be paid. If a meeting is held over lunch time, provide lunch. It is the least that an employer can do.
Do not make meetings a vehicle for complaints, and negative opinions. Meeting should be able working together as a team to solve problems – ensure that the language of the meeting. This starts at the top. If the agenda is all negativity, and all the things that are wrong, that is the meeting that will result.
Meetings should be limited in size if possible. Jeff Bazos, the CEO of Amazon, is famously quoted as saying that a meeting should be able to be fed by a single pizza. There is a lot to this.
I believe that once meetings get above 12 people, they become unwieldy, and back and forth discussion becomes either impossible or impossible to control. Of course, there will always be times when “all hands” or “town hall” type meetings need to be held, but understand their limitations and consider if your goals would not be better served by holding multiple smaller meetings. Departmental meetings, for example, may serve your business better and provide better opportunities for engagement.
Where town hall meetings can work very well is to provide context for an announcement, good or bad. These single-issue meetings, can act as a pressure value and allow concerns to be voiced, or addressed, in a relatively controlled environment.
If meetings are a routine affair, and they should be, keep the meeting’s agenda structured. A structure that I used when I used to hold townhall meetings was:
- Performance results
- Customer service metrics results
- Small items
- Team building exercise
- Main theme
Examples of main themes can be found in parts one and three of this series, and examples of teaming building exercises can be found in part two.
I continue to use structured agendas even in very small meetings to ensure that the continuity for one week / month to the next.
Minute Meetings where possible. Keeping a record of decisions, and things that are to be followed up on is essential if meetings are to become more than a group of people talking. Minutes hold people accountable because they do not rely on the memories of participants.
I believe meetings are important, and that good meetings are a sign of a healthy culture. I also believe you get out of meetings what you put into them – and that does not mean a fancy PowerPoint deck. Just because meetings are held does not mean that they are useful or even needed. Meetings are expensive and time consuming. To make them work, and for them to be relevant, takes effort and energy. It also takes commitment from all involved.
Without that, meetings are all talk.
Mike Falconer 