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Planner's Portfolio Meeting Strategies 18 MAR-APR 2019 MEETINGS & CONVENTIONS MCMAG-ASIA.COM Before email and other online communications, it made sense for teams to gather to hear what their colleagues were doing. One-way monologues were never thrilling, but they were the easiest way to share information in the past. Now teams post updates online. Between all the chatter created by our co- workers and the constant influx of news from the outside world, the challenge shifts from distributing information to sifting through it all to figure out what matters most. J. ELISE KEITH is the co-founder of Lucid Meetings and the author of 'Where the Action Is: The Meetings That Make or Break Your Organization'. For more information, please visit www.lucidmeetings.com and connect with her on Twitter, @EliseID8. Trade information sharing for sense making. Managers must learn to ask great questions. Teams make sense of all this information not by passively listening, but by actively debating the answers to smart questions. The always-on barrage of updates and infotainment creates workers who are always learning and highly distractible. A 90-minute meeting once per week is too long to hold anyone's attention, and too infrequent to ensure the team stays connected. TIP 1 Hold shorter, more frequent meetings. Pair daily stand ups with a short weekly meeting. Most full- time team members find that a short meeting for quickly confirming daily plans and a weekly meeting for checking alignment and priorities works best. This pattern is common to both agile development teams and high-performance leadership teams. Remote teams streamline further by running the stand up through a chat app. TIP 2 These micro-transplants from large events become cultural rituals that enhance the sense of community and meaning in everyday business meetings. The waves of technology-laden VUCA are drowning out those who cling to a command-and-control approach. Today's managers must learn instead how to ask the right questions and cultivate insights. The fragmented, distracted nature of the workplace also makes it critical to engage the team by intentionally fostering a sense of trust, ownership, and meaning. The modern meeting can do all of this and more. Managers who follow these tips gain a powerful tool for shaping team culture and driving work momentum. VUCA-ready meetings Change is a constant, but the rate of change is not. Today's management blogs are full of strategies for navigating a workplace awash in VUCA: Volatility, Uncertainty, Complexity, and Ambiguity. There are no sure bets in a VUCA world, but there are sure ways to fail. Waterfall planning and command-and- control leadership, those darlings of the industrial age, are now the prime examples of what not to do. As any factory worker knows, automation is taking over the straight- forward work. This leaves us with the complex work; the knowledge work that demands people with skills making quality decisions. There are too many decisions coming too fast for all this deciding to remain leadership's sole responsibility. Instead, companies create self- organising teams with distributed decision-making authority in order to remain competitive. What does this mean for meetings? VUCA impacts our well-being. Increasing cultural fragmentation and isolation breed anxiety and depression. Many people have lost their traditional communities, so now look to the workplace for connection. TIP 3 Release control and adopt a real-time agenda technique. A successful self-organising team needs ownership over what gets their time and focus during meetings. Real-time agenda techniques give team members a structured way to propose and prioritise topics for discussion. TIP 4 Develop meeting rituals that embody your team's values. For example, teams at Zingerman's and Atlassian begin their meetings with icebreakers — a conference classic that proves surprisingly effective at increasing bonds between team members. Google, Dry Farms Wine, and RFS Financial teams meditate during meetings. Starbucks' crews enjoy a coffee tasting. Companies need to create self-organising teams with distributed decision-making authority in order to remain competitive. PHOTO CREDIT: IMTMPHOTO/GETTY IMAGES