5 Things to Cover in Weekly Team Meetings | How to Run a Staff Meeting Effectively

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Answer starts @2:03 1) Use statistics for members'performance. Show graph. 2) Action steps & targets for the week. 3) Problems & solutions. 4) General announcements. 5) Win or success.

One warning regarding #3. It's very easy for a meeting to digress into trying to solve problems. Need a strong meeting manager to keep things moving. Solve problems outside that staff meeting.

5 things to talk about… 1.talk results 2.talk targets (set goals) 3.talk problems (with fixes) 4.talk announcements (general) 5.Talk wins

The second a statistic becomes a metric, it becomes useless as a performance measure. You said it yourself - the staff will do everything to have a graph with positive gradiant; this includes gaming the system. Metrics should few in number, team oriented and closely tied to the value chain of the business to avoid suboptimizations. And the teams should then be given both the responsibility and the authority to manage their work processes within the limits defined by the metrics. This is the aspect of "jidouka" or "autonomation" which is often left out of westernized approaches to LEAN philosophies.

I like your structured approach. My only warning is to be very careful when defining the KPIs that you track in the statistics part. Maybe in manufacturing it's easy: Maximize output and minimize scrap. But, take for example a service desk: monitoring number of tickets closed or monitoring percentage of customers that are happy with the solution would result in totally different behavior. So think first whether your KPIs will result in what you want.

I was tasked to create a template for our weekly meetings. I'm an HR manager in the company I'm employed at and I was looking for a source where can I get info I need and VOILA! This video fell on my laps. SUBSCRIBED!

In one of the companies I worked for I was on a team that met every week. It seemed tedious at the time because we were all extremely busy, but I later realized the value of that. It was a good chance to get on the same page as well as break away from the normal routine. I was later moved to a different team that met infrequently if ever, and I missed having that communication with my supervisor and teammates.

well done! No single person is called out in a team meeting. (Praise in public and punish in private) Thanks for sharing!

I really like this last tip about pointing out the wins of the week. Thank you, amazing video.

Following points explained 1)Statistics 2)Weekly Targets -- Action 3)Problem with accompanying Solution -- Disagreement & Problem 4)Any Celebration from Company, Promotions & Monthly Birthday Cake 5)5 Wins 🏆 👏

1) Statistics- every staff member needs to have a stats of their work. Make it a graph. Everyone needs to take responsibility for their statistics week. 2) Program Steps- Action Steps what’s supposed to happen in the area for the week target for the week. 3) Problems and Solutions- disagreements and problems. Not a gripe session. Allow them to bring up problems only with a solution. 4) General announcements- Birthdays, Anniversaries, Upcoming events. 5) Wins from the teammates. This is amazing feedback! Thanks 🙏🏾

There are few different types of weekly meetings…one of the is a “weekly cadence” which is more on performance tracking and reporting, major asks etc. Very focussed meetings to get the performance pic and assign actions and resolve major asks. Not about training or skills or deal reviews. then there are other meetings on a need to basis or periodical basis that address pipelines, size and quality of pipes(days in each sales stages, conversion rate etc. Basically check on efforts and results of each rep or groups). Then there are deal reviews meetings, and also training meetings to upskill your team …

This is great! We don’t have our team together every week but this is definitely a great framework for our monthly meeting!

I like this channel just became a manager, and am grabbing every piece of information I can about what to do, what not to do, and how to do. It has got to be one of the hardest things I've ever tried to do but I know that if I can get good at it, it's a skill that will allow me and those who work alongside me to do so much more, and get so much more.

Some good points there. I will share 2 thoughts from my perspective: 1. If a team member is trained, experienced and supported, they will have a graph that has gone up initially and levels off at a high point. There is only so many countable things you can show for a week's work. E.g. You can only make x units of a product given factors outside your control. Once you are established in your role and have become efficient, the graph mainly shows the blips of illness, system failure, or stopping to explain things to a micro-manager. 2. Sure, you don't want a culture of mindless moaning, but some people, especially at certain levels, just don't have the wherewithal to solve certain problems. It is a manager's job to serve them in ironing out those issues. To say you can't raise a problem without a solution leads to a situation where people who can't see a solution never raising the issue. They then have to put up with problems and get demoralised. You also then get manager's strutting around telling their bosses how great they are as there are no problems in their team while people keep leaving. Surely a nurturing team can be informed of a problem and work together with a combined mindset to solve it - that's a good, supportive working environment. And anyway, very few bosses of mine have ever appreciated anyone sharing a problem and providing the solution as they feel they are being told their job.

I really like your final point of highlighting wins at the end. Too often meetings focus on problems/solutions without taking the time to understand what worked and acknowledging it. Good tips.

Thank you for this valuable information. At first, I don't do meeting quite often because for me I have several groups and we discuss in the groups. But after several months, it seems the team 'distracted' and start saying he is the only one busy. I believe I need to start doing weekly meetings after watching your video. Thanks a lot!

I appreciate the emphasis you put on owner/managers providing information to the team. Too many teams are starved for information and feedback - they want to know if the whole business is winning and if so, how everyone is contributing.

As a teacher, I believe the same about weekly meetings! I took some interesting ideas here for teachers meetings! Thank you very much!