This is my second time reading this great book. Now as an Scaled Agile coach, the different types of meetings make even more sense. When teams jump from context to context, they have trouble getting things done. Getting the right people discussing the right things and having the discipline to stay there is critical to decision making and clarity. Another point that could be the subject of another book (maybe it is already in one of his others) is that when a decision is a made, it is not rehashed in every meeting. This relates to his idea of the wasteful sneaker-time. Clear communication of decisions and guard-rails is important.
Every one involved in an organization that holds meetings should read and apply this.
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From the Publisher
WHAT IS THE REAL PROBLEM WITH MEETINGS?
Meetings are boring because they lack drama. Or conflict. This is a shame because most meetings have plenty of potential for drama, which is essential for keeping human beings engaged. Unfortunately, rather than mining for that golden conflict, most leaders of meetings seem to be focused on avoiding tension and ending their meetings on time. And while these may seem noble pursuits, they lie at the heart of bad meetings.
To make meetings less boring, leaders must look for legitimate reasons to provoke and uncover relevant, constructive ideological conflict. By doing so, they'll keep people engaged, which leads to more passionate discussions, and ultimately, to better decisions.
Meetings are ineffective because they lack contextual structure. Too many organizations have only one kind of regular meeting, often called a staff meeting. Either once a week or twice a month, people get together for two to three hours of randomly focused discussion about everything from strategy to tactics, from administrivia to culture. Because there is no clarity around what topics are appropriate, there is no clear context for the various discussions that take place. In the end, little is decided because the participants have a hard time figuring out whether they're supposed to be debating, voting, brainstorming, weighing in, or just listening.
To make our meetings more effective, we need to have multiple types of meetings, and clearly distinguish between the various purposes, formats, and timing of those meetings.
THE FOUR MEETINGS
THE DAILY CHECK-IN is a schedule-oriented, administrative meeting that should last no more than five or 10 minutes. The purpose is simply to keep team members aligned and to provide a daily forum for activity updates and scheduling.
THE TACTICAL STAFF is what most people have come to know as staff meetings. These should be approximately an hour in length, give or take 20 minutes, and should focus on the discussion and resolution of issues which effect near term objectives.
THE AD-HOC TOPICAL is the most interesting kind of meeting for leaders, and the most important indicator of a company's strategic aptitude. It is the appropriate place for big topics, those that will have a long-term impact on the business. Each strategic meeting should include no more than one or two topics, and should allow roughly two hours for each topic.
THE QUARTERLY OFF-SITE REVIEW is an opportunity for team members to step away from business, literally and figuratively, to reassess a variety of issues: the interpersonal performance of the team, the company's strategy, the performance of top-tier and bottom-tier employees, morale, competitive threats, and industry trends. These can last anywhere from the better part of a day to two full days each quarter.
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Customer reviews
A quick read with practical tips that you can use immediately to improve your meetings!
Reviewed in the United States on August 4, 2020
I love how Pat Lencioni uses a quick-read fable to roll out the practical ideas for improving business. Read this in 2 days, and was able to apply what I learned immediately to improving meetings for my team.
Reviewed in the United States on August 4, 2020
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Top reviews from other countries
Christian
A unique twist on the age old problem
Reviewed in the United Kingdom on August 10, 2009
Warren
Great help to me getting teams together and meetings and outcomes meaningful
Reviewed in the United Kingdom on July 10, 2019
