lean meeting machine - workshop slides

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FAST Meetings Co.

Lean Meeting Machine


FFocus


Why are you here?

Share with the person next to you

(2min)


Meetings are at the intersection of…

Strategy (Process) Culture (People)Strategy (Process) Culture (People)

Actio

nAc

tion

MeetingsMeetings

Visi

onVi

sion


A Lean Meeting Machine


Too many meetingsDecision makers not attending

Unclear meeting typeUnclear purpose

Encouraging participation, engagementKeeping people on track

Managing dominant personalitiesGetting decisions made

Agreement and commitmentGetting clear outcomes and actions

Having measurable action itemsPeople accountable to follow through

Too many priorities to actionMeasuring meeting effectiveness

What’s not working?


Purpose

Individual:Learn the FAST framework to increase your effectiveness in meetings

Organisation:Recognise the business impact of your meetings culture


Outcomes

Individual:Apply 1-3 practical actions over the next 30 days

Organisation:Consider next steps to drive Productivity, Speed, Engagement & Innovation through your meetings culture


Process

Focus

Awareness

Solution

Traction


About FAST Meetings Co.About FAST Meetings Co.est. 1997 est. 1997

Meetings Impact

1. Training 2. Coaching3. Online tools & resources4. Measurable ROI

Our ClientsOur Clients


A Awareness


Structure guides behaviour


The FAST Framework

Focus

Awareness

Solution

Traction

Start

Finish


The power of structure; ignored or used


Worlds Best Agenda Template

• 5 min video

• Download


FAST – Worlds Best Agenda Template


Power of focus

"One of my mantras — focus and simplicity. Simple can be harder than complex: You have to work hard to get your thinking clean to make it simple. But it's worth it in the end because once you get there, you can move mountains.”

Steve Jobs, CEO of Apple Inc.


Banish unfocussed meetings1. Distinguish the meeting type2. Define a precise purpose3. Right people for purpose

10%


There are 4 types of meetings

Type

Decide: binding decisions made

Consult: ideas sought, shared

Inform: one way downloads

Relate: trust and knowing others


Meeting type

Type Perception Reality Optimal Range

Decide 50% 30-50%

Consult 30% 40-50%

Inform 10% 0-5%

Relate 10% 10-15%

16%

53%

28%

3%


1. Inform meetings should be banished

2. Endless Consult/ Collaborate meetings are slowing organisations down

3. Cancel Decide meetings if the right people are absent

Your reactions please!


Focussed meeting invitations


Email template for Unfocussed invitations

Dear First-name,

Thank you for your meeting invitation. I would like to help you get the outcomes you want.

So that I can be a valuable contributor at this meeting, can you please let me know why you are holding this meeting (Purpose), what you want to walk away with at the end of the meeting (Product) and how you want me to contribute (People).

Also, please let me know the 2 or 3 Questions at the heart of the discussion, so that I can come prepared.

I will await your reply before I do anything further with this.

Cheers

Your name


Focussed meeting invitations


Initiating focussed meetings

For a meeting you will attend soon;

a) Write the meeting name

b) Confirm the meeting type

c) Define a pin-point purpose if you

were initiating the invitation

(NOT generic statements)

a) Pose a central question for

participants to consider


Framing – Focus a meeting as it starts

Context – the background surrounding the meeting/ topic

Purpose – Why - the primary intention for the meeting/ topic

Outcomes – What – the product to be achieved

People – Who - the people/ groups involved & their needs

Process – How - the approach & steps to be taken

Space – the room and set-up

Content – the question to kick off Awareness

Time – the amount available (for each step)

Risks - What not - pitfalls to avoid


Facilitating Awareness


FAST Framework

1. Ask powerful questions2. Enable participation3. Move from debate to dialogue

50%


Power of Questions


Define the central question

“If I had 1 hour to save the world, I would spend 55

minutes defining the problem and 5 minutes

solving it”

Einstein

“We spend a lot of time solving problems, and then find out we haven’t been clear on the central question we are trying to answer”

Senior Manager, Major Bank


Enable Participation


5 Participation Principles


Levels of listening - Defend


Levels of listening - Debate


Levels of listening - Dialogue


Engaging People

• Dominic the Dominator

• Kim the Quiet One

• Trevor that goes on Tangents

ValidateValidate

InviteInvite

ConfirmConfirm


Switch to Solution


Make decisions

1. Switch at 2/3 of time2. Solve at the right language

level3. Use a suitable decision

method

20%


Switch to Solution (2/3 of time)

33 33

minmin


Solve at the right language level

ConceptConcrete

Detail


Solve at the right language level

ConceptConcrete

Detail

Eg.

Pilot stage complete

Pilot stage, 20 users tested,

evaluation results collated

Pilot stage, 20 users tested from 3

customer segments, evaluation metrics

including access, speed and price,

results shown with recommendations


Decide using the right method

• How much time is

there to decide?

• What level of

commitment is

required?

Time availableTime available

Level of

com

mit

men

t Level of

com

mit

men

t

need

ed

need

ed



there to decide?

• What level of

commitment is

required?


Level of

com

mit

ment

needed

Level of

com

mit

ment

needed

AutocraticAutocratic

ConsensusConsensus




there to decide?

• What level of

commitment is

required?


Level of

com

mit

ment

needed

Level of

com

mit

ment

needed

AutocraticAutocratic

ConsultativConsultativ

ee

ConsensusConsensus

CollaboratiCollaborati

veve



“The tendency to move up to the right of graph has become endemic.

This is slowing organisations down as leaders abdicate their responsibility to make decisions.”

What are your comments to this..


Deliver outcomes and actions

1. Be specific - What, Who, When

2. Send Solution, Traction ≤ 48 hrs

3. Uphold accountability ≤ ≥ mtgs

10%


Be clear and specific

What Who WhenA A vague, broad concept of the action All End Sept

B A clear, specific statement of an action using concrete language so that it is ambiguous and easy to put into place

One person

Sep 30


Meeting actions are like radioactive waste


The half life of meeting minutes

Send Solution, Traction ≤ 48 hrs

Send Solution, Traction ≤ 48 hrs


SSolution

& TTraction


The 30/ 30 Challenge

• Reduce your meeting

time by 30 mins per day

for 30 days


FAST Framework

1. Be specific - What, Who, When

2. Send Solution, Traction ≤ 48 hrs

3. Uphold accountability ≤ ≥ mtgs

1. Switch at 2/3 of time2. Solve at the right language

level3. Use a suitable decision

method

1. Ask powerful questions2. Enable participation3. Move from debate to dialogue

1. Distinguish the meeting type2. Define a precise purpose3. Invite right people for purposeFocus

Awareness

Solution

Traction

10%

50%

20%

10%


Outcomes - Individual

1. What are the 1-3 ideas most

useful to you in increasing

your meeting effectiveness?

2. Will one of those ideas be the

30/30 challenge?

3. What will you do to apply

these ideas in practice for the

next 30 days?

Apply 1-3 practical actions over the next 30 days


Outcomes - Organisational

1. Lean Meeting Machine training

2. FAST Facilitator™ training

3. FAST Facilitation™

4. Free Webinar

Consider next steps to drive:•Productivity•Speed•Engagement & •Innovation through your meetings culture


Support

Obtain - In 24hrs

• Worlds Best Agenda Template

• FAST Facilitator Toolkit

• Feedback survey

• Resources via Web links

Review - In 15 days

• Traction review

Ask - Ongoingly

• www.fastmeetings.com.auwww.fastmeetings.com.au

• [email protected]@fastmeetings.com.au

lean meeting machine - workshop slides

Business

meeting purpose

fast meetings

meetings culture

meeting product

meetings organisation

unfocussed meetings

meetings impact

meeting type c