Maybe you know that all is well with your team. People are satisfied that progress is good or better than good. You've had some bumps between some team members, but nothing serious. Or maybe you know of some kind of trouble, or that the team is blocked somehow from making further progress. Whatever you think you know, are you certain that everyone has a clear view — and the same clear view — of what's working and what isn't?
Check-ins can surface differences among team or group members about what's happening. A minute per person is probably enough. Check-ins won't catch everything, but they return a lot of value for the time expended.
The goal of check-ins is to gather contributions from everyone, to create a sound basis for moving forward, or to enable the team to later address whatever comes up. Here are five suggestions for conducting effective check-ins.
- Introduce check-ins when things are going well
- Introducing Check-ins won't catch everything,
but they return a lot of value
for the time expendedcheck-ins when people feel troubled about the team's progress can create difficulties for adopting the practice. When the team is pressed and facing obstacles, the check-in might feel to some like an unnecessary distraction from more urgent work.
- Learning how to conduct check-ins does take some effort. When things are going well, the few minutes spent in checking in are not a cause for worry. Develop the practice in advance of trouble, not during trouble.
- Allow a random order of voluntary contributions
- Don't go "around the table" (or around the virtual table), requiring everyone to contribute something when called on. Let people choose when and whether to contribute. If someone wants to add something later, after already having contributed, that's fine too.
- A loose, relaxed contribution protocol welcomes all contributions, and no contribution is required.
- Create a parallel anonymous contribution channel
- In face-to-face meetings, collect unsigned, written contributions on slips of paper. Have abstainers submit blanks. For virtual meetings, use technology to create an anonymity channel.
- Anonymity enables some people to comment even when commenting feels unsafe, which helps the team surface truth about risky topics.
- Use both open and themed check-ins
- Vary the format. An open check-in enables people to comment on anything at all. A themed check-in welcomes all comments, but it especially encourages comments related to a theme or question.
- Both formats have strengths and weaknesses. An open format is unbiased, but might overlook an important issue. A themed format can focus on a known issue, but might give too little attention to issues not yet surfaced.
One last suggestion enhances psychological safety: ban comments about other people's contributions. A check-in is not a debate. A contribution is the contributor's view. The goal of the check-in is to express our views about the team's progress, and all of us are entitled to our own views. Top Next Issue
Do you spend
your days scurrying from meeting to meeting? Do you ever wonder if all these meetings are really necessary? (They aren't) Or whether there isn't some better way to get this work done? (There is) Read 101 Tips for Effective Meetings to learn how to make meetings much more productive and less stressful — and a lot more rare. Order Now!
Your comments are welcomeWould you like to see your comments posted here? rbrenyBufwLQssYsDacQPner@ChacvFzbmpVQNDprdaUkoCanyon.comSend me your comments by email, or by Web form.
About Point Lookout
Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.
Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.
Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.
More articles on Effective Meetings:
- Trips to Abilene
- When a group decides to take an action that nobody agrees with, but which no one is willing to question,
we say that they're taking a trip to Abilene. Here are some tips for noticing and preventing trips to Abilene.
- When Power Attends the Meeting
- When the boss or supervisor of the chair of a regular meeting "sits in," disruption almost
inevitably results, and it's usually invisible to the visitor. Here are some of the risks of sitting
in on the meetings of your subordinates.
- Have a Program, Not Just an Agenda
- In the modern organization, it's common to have meetings in which some people have never met —
and some never will. For these meetings, which are often telemeetings, an agenda isn't enough. You need
- Remote Facilitation in Synchronous Contexts: II
- Facilitators of synchronous distributed meetings — meetings that occur in real time, via telephone
or video — encounter problems that facilitators of face-to-face meetings do not. Here's Part II
of a little catalog of those problems, and some suggestions for addressing them.
- What Groupthink Isn't
- The term groupthink is tossed around fairly liberally in conversation and on the Web. But it's
astonishing how often it's misused and misunderstood. Here are some examples.
Forthcoming issues of Point Lookout
- Coming March 28: Four Overlooked Email Risks: II
- Email exchanges are notorious for exposing groups to battles that would never occur in face-to-face conversation. But email has other limitations, less-often discussed, that make managing dialog very difficult. Here's Part II of an exploration of some of those risks. Available here and by RSS on March 28.
- And on April 4: Narcissistic Behavior at Work: III
- People who behave narcissistically tend to regard themselves as special. They systematically place their own interests and welfare ahead of anyone or anything else. In this part of the series we consider how this claimed specialness affects the organization and its people. Available here and by RSS on April 4.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenwQtkDiroxILDOnCrner@ChacMNNzIUaYqZLMdCOFoCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
Get the ebook!
Past issues of Point Lookout are available in six ebooks:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, USD 11.95)
- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info
- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.