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:
- Figuring Out What to Do First
- Whether we belong to a small project team or to an executive team, we have limited resources and seemingly
unlimited problems to deal with. How do we decide which problems are important? How do we decide where
to focus our attention first?
- FedEx, Flocks, and Frames of Reference
- Your point of view — or reference frame — affects what you see, and how you experience the
world around you. By choosing a reference frame consciously, you can see things differently, and open
a universe of new choices.
- How to Ruin Meetings
- Much has been written about how to conduct meetings effectively. Here are some reliable techniques for
doing something else altogether.
- Allocating Airtime: I
- The problem of people who dominate meetings is so serious that we've even devised processes intended
to more fairly allocate speaking time. What's happening here?
- Nine Brainstorming Demotivators: I
- The quality of the output of brainstorming sessions is notoriously variable. One source of variation
is the enthusiasm of contributors. Here's Part I of a set of nine phenomena that can limit contributions
to brainstorm sessions.
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- 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.