Business leaders and startup founders always wonder how are good meeting practices to boost their efficiency. At first, we need to define some terms clearly. Meeting is a generic term in which describes any conversation between at least 02 persons via any tools/devices. Efficiency is a broad term which depends on a variation of the organization’s objectives. So how we could agree together a same definition of an efficient meeting?
Let’s assume we have same terms like this:
- In this article, meeting is simple defined as a frequently re-booked team meet and discuss about the stuff related to the long-term objectives. Then we understand that we will not mention about any meeting happened occasionally, unplanned to raise the request for short-upcoming issues.
- In this article, efficiency is simple defined as a projected-action to improve long-term metrics which could measure and calibrate. Then we understand that we will not mention about any efficient matters related to short-term metrics or unmeasurable items.
Next, we will discuss based on the definition of our terms as below.
First rule, all meeting could be tracked back to the systemic reasons to create it for the business. Similar to 5Why reasoning, we could apply 5What to ask the origin of the meeting:
- What are the metrics which mentioned in the meeting?
- What is the project do these metrics belong to?
- What are KPI targets that the project aim to solve?
- What are P&L lines that the KPI targets belong to?
- What is the status of the mentioned P&L lines?
If any above question could not be quantified, we should postpone the meeting to make clear the purposes of the meeting.
Furthermore, we need other questions to ensure the reasoning of the meeting.
- What’s the template format using to record this meeting?
- What’s the process naming that we will discuss during this meeting?
- What’re the data sources that we will present during this meeting?
- What’re the employee’s codes whose participate during this meeting?
The ultimate reason to do so to ensure that we could track, measure everything related to the meeting. It’s the master piece of any good meeting.
Second rule, everything needs to be measured and analyzed by numerical numbers: number of participants/ number of non-participants, duration time/ planned duration. We should raise higher bar to measure everything impact to the business operation, not just meeting.
- How many percent we could change the company with the expected outcomes from the meeting? If the answer is low percentage for high-impact contribution, we could re-think the meeting.
- How many percent that participant contribute to the outcome of the meeting? We could exclude any participants who less contribute to the meeting.
- What’s the panel to keep track the long-term impact of any outcomes from meetings?
This rule helps us define the numerical logic to improve meeting practices.
Third rule, meeting is not only an event to discuss works but also a chance to reinforce the culture of the business. It seems not a critical point in the first sight but it’s the based part that we could try, format and repeat during meetings to make everyone stick. When we apply the cultural communication for conducting meeting, we bring team close to the market, customers to nurse the quality of the discussion. Then we monitor both quantity and quality parts of the meeting.
- How does the meeting room look like?
- How do data present in style?
- How do we appreciate others?
- How do we lead/ judge the ideas presenting?
- How’s timing of meeting?
- How do we record, follow up the meeting?
Above all, third rule makes meeting completed.
Any business or startup founding team can easily design their coordinate system and numerical logic to track their quantity matters of the meeting. They also can design the cultural communication to boost their quality matters of discussion. Then they have a best practice to conduct good meeting to run the business toward long-term success.