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
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More articles on Effective Meetings:
- When Meetings Boil Over
- At any time, without warning, you can find yourself in a meeting that boils over. Sometimes tempers
rise, then voices rise, and then people yell and scream. What can a team do when meetings threaten to
boil over — and when they do?
- Recovering Time: I
- Where do the days go? How can it be that we spend eight, ten, or twelve hours at work each day and get
so little done? To recover time, limit the fragmentation of your day. Here are some tips for structuring
your working day in larger chunks.
- Discussion Distractions: II
- Meetings are less productive than they might be, if we could learn to recognize and prevent the most
common distractions. Here is Part II of a small catalog of distractions frequently seen in meetings.
- Agenda Despots: II
- Some meeting Chairs crave complete or near-complete control of their meeting agendas. In this Part II
of our exploration of their techniques, we emphasize methods for managing unwanted topic contributions
- Preventing Meeting Hijacking
- Meeting leads, meeting Chairs, and facilitators must be prepared to deal with meeting hijackers. Hesitation,
or any ineffectual action, enhances the hijacker's chances of success. Here are suggestions for preventing
Forthcoming issues of Point Lookout
- Coming May 31: Unresponsive Suppliers: III
- When suppliers have a customer orientation, we can usually depend on them. But government suppliers are a special case. Available here and by RSS on May 31.
- And on June 7: The Knowledge One-Upmanship Game
- The Knowledge One-Upmanship Game is a pattern of group behavior in the form of a contest to determine which player knows the most arcane fact. It can seem like innocent fun, but it can disrupt a team's ability to collaborate. Available here and by RSS on June 7.
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- Creating High Performance Virtual Teams
- Many people experience virtual teams as awkward, slow, and sometimes
frustrating. Even when most team members hail from the same nation or culture, and even when they all
speak the same language, geographic dispersion or the presence of employees from multiple enterprises
is often enough to exclude all possibility of high performance. The problem is that we lead, manage,
and support virtual teams in ways that are too much like the way we lead, manage, and support co-located
teams. In this program, Rick Brenner shows you how to change your approach to leading, managing, and
supporting virtual teams to achieve high performance using Simons' Four Spans model of high performance.
Read more about this program. Here's an upcoming date
for this program:
- Baci Grill, 134 Berlin
Road, Berlin, CT 06416: September 19,
Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- Baci Grill, 134 Berlin Road, Berlin, CT 06416: September 19, Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- The Race to the South Pole: Ten Lessons for Project Managers
- On 14 December 1911, four men led by Roald
Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen
had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished.
As historical drama, why this happened is interesting enough, but to organizational leaders, business
analysts, project sponsors, and project managers, the story is fascinating. Lessons abound. Read
more about this program. Here's an upcoming date for this program:
- CTCPA, 716 Brook Street,
Rocky Hill, CT 06067: September 20,
Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
- CTCPA, 716 Brook Street, Rocky Hill, CT 06067: September 20, Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.