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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Related articles
More articles on Effective Meetings:
- Blind Agendas
- Effective meetings have agendas. But even if a meeting has an agenda, the hidden agendas of participants
can cause trouble. Another source of trouble, less frequently recognized, is the blind agenda.
- 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
from attendees.
- Rationalizing Creativity at Work: I
- Much of the work of modern organizations requires creative thinking. But financial and schedule pressures
can cause us to adopt processes that unexpectedly and paradoxically suppress creativity, thereby increasing
costs and stretching schedules. What are the properties of effective approaches?
- Effects of Shared Information Bias: I
- Shared information bias is the tendency for group discussions to emphasize what everyone already knows.
It's widely believed to lead to bad decisions. But it can do much more damage than that.
- Exploitation and Conversational Narcissism at Work: I
- Exploitation of others is one of four themes of conversational narcissism. Knowing how to recognize
the patterns of conversational narcissism is a fundamental skill needed for controlling it. Here are
five examples that emphasize exploitation of others.
See also Effective Meetings and Effective Communication at Work for more related articles.
Forthcoming issues of Point Lookout
- Coming April 3: Recapping Factioned Meetings
- A factioned meeting is one in which participants identify more closely with their factions, rather than with the meeting as a whole. Agreements reached in such meetings are at risk of instability as participants maneuver for advantage after the meeting. Available here and by RSS on April 3.
- And on April 10: Managing Dunning-Kruger Risk
- A cognitive bias called the Dunning-Kruger Effect can create risk for organizational missions that require expertise beyond the range of knowledge and experience of decision-makers. They might misjudge the organization's capacity to execute the mission successfully. They might even be unaware of the risk of so misjudging. Available here and by RSS on April 10.
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