1. ,
Sample Team
Better Meetings Report
The contents of this report is copyright Jason Moore 2016 - 2019. All Rights Reserved.

2. Your team satisfaction score is
moderate
,
Based on 10 responses.
Every meeting has a shape.
Based on the information you provided,
this is the shape of your meetings.
The most effective shape is balanced, with
almost all sections achieving a score of 3 or 4.
People whose meetings have a fuller, more
balanced shape tend to be more satisfied
(usually scoring 9 or 10).
It is possible to have meetings that are much more
satisfying with some simple roles, helpful tools and basic
moves (see detailed report on pages 4-8).
6
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3. Action Plan
Use the information on the shape of your meetings (page 2) and your
detailed team report (pages 4-8) to complete the following questions.
What do team members do well?
What surprised you?
What patterns do you notice?
Who are the bright sparks?
Based on individual reports.
What steps will I/we take to improve?
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4. Simple Roles
TimeKeeper
As a group, your answers indicate fewer than half of
team members are often or always clear exactly how
much time they have to discuss topics before they
start talking. It's likely that many meetings include too
much time just talking or run longer than they need
(50% of team members said they would like shorter
meetings and 40% said meetings drag).
Your meetings could really use a TimeKeeper.
78% of people who regularily added a TimeKeeper to
their meetings said their meetings were shorter*.
What does this look like: At the start of your next
meeting, appoint a TimeKeeper. The TimeKeepers’
job is to agree how much time is needed, negotiate
extensions and recognise excellence.
Submarine Commander (SubComm)
When discussions go off track no team members
often or always call it and proactively get the meeting
back on track. It's likely your meetings drift off course
(60% would like more productive debate), go too
deep (90% said people over complicate things) or
stay too shallow (90% say meetings can be all talk
and no action).
Your meetings could really use a SubComm.
100% of people who added a Submarine Commander
to meetings said they were more focused*.
What does this look like: Submarine Commanders
are active observers. A member of the team who has
been tasked to look for opportunities to gently nudge
a conversation back on track.
*Research conducted in 2016 with a leading international bank.
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5. Helpful Tools
Check-in
Based on your responses: 5 out of 10 team
members check-in frequently. At the start of most
of their meetings every one has a moment to check-
in and get fully present.
Our research* shows: the simple practice of ‘checking
in’ with ourselves and others at the start of a meeting
creates more openness, promotes deeper listening,
builds more connections and helps us better
understand each other – all factors that improve
meetings and human beings.
Making the check-in a norm within the group will
ensure that everyone has the opportunity to benefit
from this simple but powerful meeting tool.
Periscope
Only 1 team members often or always evaluate
meetings and agree how to improve them. This
probably means, as a group, meetings improve very
slowly!
We know teams that are dedicated to ongoing
improvement are more likely to satisfy customers and
beat the competition, so doesn't it make sense to
approach time and human capital intensive meetings
with an improvement mind-set?
What does this look like: At the end of meetings
spend a moment answering two simple questions:
• What worked well?
• What could make our meetings even better?
*Research conducted in 2018 with a 32,000 person European Financial Services firm.
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6. Basic Moves
Move #1: Propose
It is likely, in at least some of your meetings, you are
just bouncing from one idea to the next. At some
point, and the earlier the better, someone has to
make a proposal (90% of team members would like
meetings to have better outcomes). They say, ‘I
propose we…’ and a discussion ensues.
Move #3: Advocate
It is likely, in at least some of your meetings, team
members are left to sink or swim (no matter the merit
of their ideas) by colleagues who choose not to
support them (50% would like meetings to be more
collaborative). Remind team members, if an idea has
merit, they should speak up for others and offer
expertise to help them build their case.
Move #2: Enquire
7 out of 10 team members ask lots of questions
(often or always) in their meetings. These bright
sparks know: real conversation emerge when people
ask questions. Ideas solidify, people get animated and
proposals take shape. Questions create a dialogue. If
you don’t get it or doubt something will work, ask a
question to clarify and confirm.
Move #4: Counter
It is very likely, in most of your meetings, people find
problems rather than take responsibility for
offering alternative solutions. Ask people to make
counter-proposals. Then the team can debate the
merits of one proposal over the other (60% of team
members would like meetings to have more
productive debate).
Based on your collective responses:
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7. What dissatisfies team members? What team members want?
90% Too many unnecessary meetings
40% Our meetings drag
90% People over complicate things
90% It's all talk and no action
30% People rarely engage in debate
40% Fewer meetings
50% Shorter meetings
50% More collaboration
90% Better outcomes
60% More productive debate
When Sample Team team members completed the survey they
shared what dissatisfies them most about meetings:
When Sample Team team members completed the survey they
shared what difference they would like to see:
If each person removed 1 meeting from their diary each week
the team would get 480 hours back a year.
If each person shortened 1 meeting each day by 15 minutes
the team would get 600 hours back a year.
Reducing your meetings by one each week and shortening one each day gives the team back 27 working weeks/year.
Improving the shape of your meetings - based on the avg no. of meetings leaders attend ea week - could impact an additional 10560 hours every year.
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8. What's the difference?
Time is managed very differently
in high satisfaction meetings. People
are also more likely to proactively
keep the conversation on track.
High satisfaction meetings are
much more likely to start with a
moment of human connection -
not drive straight into task.
In low satisfaction meetings
people rarely have concrete
proposals and do not look for
ways to improve how they work.
Although people do ask more
questions in low satisfaction
meetings the lack of concrete
proposals might mean
the discussion lacks purpose.
Low Satisfaction Meetings
(scored 1-3)
This is the aggregate shape of
ALL RESPONSES in our database
where people said their meetings are
not at all satisfying.
High Satisfaction* Meetings
(scored 8-10)
This is the aggregate shape of
ALL RESPONSES in our database
where people said their meetings are
very satisfying.
*High Satisfaction is not necessarily the same as highly effective but if the shape of high satisfaction meetings
was the norm, not an outlier (only 6.78% of people say they are very satisfied) we would all be better off!
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