The years roll by, and the question of the necessity of meetings still lingers. For in the past decades, meetings, corporate or otherwise, have gotten a bad rep, often the conclusion is that whatever was discussed could have been done so in an email. What then can you do as a member of a team to not perpetuate the cycle of unnecessary and perhaps long meetings especially if you’re a manager?
Have meetings if the email would otherwise be in booklet form
Let’s use the example of injury lawyers Vancouver-based that has chanced upon the opportunity of a merger with a firm in another city in Canada. It is likely that the managers will have a hard time condensing the implications in an email. Therefore, in any case, only hold meetings when there is a need to provide information that will affect all member of the company. It is especially important when it is a lengthy topic, sensitive, could be misconstrued or likely to raise plenty of questions.
Departmental meetings as are also crucial because they provide team members with information to govern their roles. Supervisors, however, ought to be sensitive in establishing whether a weekly meeting needs to take the place of that time is better spent undertaking other duties.
When a decision affecting various members needs making
Asking people to brainstorm project ideas or vote on a motion can be quite tricky on email especially when the subject matter is time sensitive. In that case, one can hold a meeting to fast-track decision making. That is perhaps the case with managers who need to establish strategic plans, goals, and outputs that require action on everyone’s part.
The same works among team members undertaking projects. Given that all activities are interrelated it is helpful to have meetings to fast-track progress especially when certain aspects of it seem to be stalling.
During evaluation or feedback on decisions and outputs
While it is easy to hold meetings to inform team members and to make decisions, it is equally necessary to solicit feedback to know if members are on the right track. When a product or service launches, managers can hold meetings to establish the success of the same and find out what the internal experience of the staff on the product has been. Equally, the same applies to staff evaluations and training. Here, there is a need for face-to-face interactions where individuals receive and learn from content shared.
As with all meetings, remember to keep them short and to the point.
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