Do you spend too much time in meetings … so much, that you find it hard to get anything done?
It seems to be a common problem.
In catching up with my reading this week I came across a McKinsey article with some great ideas for minimising meetings that I thought might interest you.
Two things stood out to me as being most useful: the Netflix case study and two new frameworks.
Netflix radically changed their information sharing meetings which was received particularly well by employees.
There are lots of useful tips, but the changes Netflix made in relation to information sharing meetings stood out to me as being very useful and possibly helpful to you.
It turns out that 85% of Netflix employees appreciated the changes which cut the number of meetings by 65%.
Two key shifts included:
- Converting most one-way, information sharing meetings into memos, emails, vlogs, etc so that people can access the material in their own time rather than be forced into hearing the information live.
- Insisting that all two-way information sharing sessions should become Q&A only. This meant that participants would be forced to read the pre-work and then arrive with questions rather than having everybody receive and question simultaneously.
The new frameworks re: meeting types and a decision making model were also interesting
The article discusses a couple of frameworks that I also thought were interesting.
One framework offers an appealing new take on RACI, which they call DARE (Decide, Advise, Recommend, Execute).
The other provides a framework for classifying different meeting types and provides suggestions for how to manage them.
>> Click here to read the full article
I hope you find it as useful as I did.
Kind regards,
Davina
PRESENTED BY DAVINA STANLEY
I love what I do.
I help senior leaders and their teams prepare high-quality papers and presentations in a fraction of the time.
This involves 'nailing' the message that will quickly engage decision makers in the required outcome.
I leverage 25+ years' experience including
- learning structured thinking techniques at McKinsey in Hong Kong in the mid 1990s before coaching and training their teams globally as a freelancer for a further 15 years
- being approved to teach the Pyramid Principle by Barbara Minto in 2009
- helping CEOs, C-suite leaders and their reports deeply understand their stakeholder needs and communicate accordingly
- seeing leaders cut the number of times they review major papers by ~30% and teams cut the amount of time they take to prepare major papers by ~20%*
- watching senior meetings focus on substantive discussions and better decisions rather than trying to clarify the issue
My approach helps anyone who needs to engage senior leaders and Boards.
Recent clients include 7Eleven, KPMG, Mercer, Meta, Woolworths.
Learn more at www.clarityfirstprogram.com
(*) Numbers are based on 2023 client benchmarking results.
