Meetings are often the subject of much criticism, because they are frequently underestimated and poorly prepared in advance. The team meeting pursues a dual strategic objective: improving operational efficiency through information sharing and strengthening the collective through consultation. These two dimensions are closely linked and feed each other. It is therefore essential to promote this space as a real performance lever.
The perception of the meeting
Far from being a chore or a simple custom, the meeting is a strategic work tool and essential to the life of a team. If it is perceived as a long and unproductive time, it is generally a sign of a lack of preparation or an absence of essential ingredients. It is therefore crucial to transform these gatherings into spaces of effectiveness to give meaning to collective action.
The meeting allows the manager to set clear objectives and define everyone’s missions. It is also the ideal opportunity to promote individual skills and strengthen team involvement. Beyond the agenda, it allows the leader to structure discussions and guide collective thinking. It is also an opportunity to assert your organization, your analysis and your vision.
Here, “demonstrate” does not mean “justify oneself”, but rather “set an example”. To do this, in-depth work on the substance and form of the intervention is necessary before each session.
A methodology to follow
The first step consists of classifying the subjects to be addressed within the organization: this is what we call “the structure”. Whatever the course of the exchanges, this structure remains the common thread guaranteeing the coherence of the whole.
It is particularly effective to define a timeline on three levels:
- Urgent or priority subjects.
- The topics to be covered.
- Secondary subjects.
In the context of weekly meetings, for example, secondary topics not covered naturally flow into the “topics to be covered” for the following week; the remaining subjects to be dealt with become priorities. This method places time at the service of the manager, and not the other way around. Too often, “running after time” leads to sacrificing the end of the session, when this moment is crucial for decision-making.
Each session must fit within a specific framework:
- An introduction: it leaves room for humanity, consideration of others and the presentation of subjects according to the considered chronology.
- Time management: define the duration of each point covered, briefly introduce each subject and close them with concrete decisions.
- A break: 5 to 10 minutes if the meeting exceeds an hour and a half.
- A conclusion: it must imperatively take up the key points and summarize all the decisions taken.
- An opening: possibly indicate the date and place of the next session.
These benchmarks punctuate exchanges, maintain interest and give meaning to collective reflection, thus promoting real decision-making effectiveness.
Some tips for uniting a group
The environment, tone and posture of the manager dictate the atmosphere of the meeting. These parameters are decisive for stimulating team involvement and the effectiveness of exchanges.
The meeting allows the manager to reaffirm his vision and the philosophy in which the team must adhere to to ensure cohesion. It’s about defining common values — both in mindset and vocabulary — in order to speak a single language towards a common goal. Uniting the group is a central mission of the manager, and the meeting is the ideal space to establish this strategy.
To achieve this, a few simple rules are necessary:
- The manager remains the guarantor of the progress and respect for the framework.
- Everyone must be invited to speakallowing the manager to listen, evaluate dynamics and refine future decisions.
- THE expertise of each employee must be valued so that everyone feels involved in the process and delegations are clear.
- The emphasis should be placed on the positive character and the notion of “win-win” in order to make them lasting reflexes.
- Each topic must end with a decision makinga guarantee of effectiveness, even if it is presented as a “test” subject to evaluation and adaptation.
The meeting is a fantastic tool, at the confluence of reflection and action, human and technical. Conducting a session successfully requires a real communication strategy. Finally, the manager’s ability to self-analyze is essential to continually improve these exchange times and make them invariably constructive.
