Avionics News November 2015 - 60
BUSINESS BASICS Continued from page 59 meetings make time to address progress on jobs, as well as help you adjust work assignments to meet milestones and inject coaching and course-corrections before projects get out of hand. Ad hoc strategy meetings permit big-picture discussions and decisionmaking, such as planning for an upcoming job, or even managing individual performance issues, while quarterly or annual planning meetings ensure you set solid goals for the future by allowing management, supervisors and team members to discuss such things as team performance and morale, financial objectives or company strategy. 2. Set an agenda. Once you know what kind of meeting you're scheduling, put thought into your meeting's desired outcome and create an agenda, according to Deborah R. Bernstein of executive coaching firm WJM Associates. This preplanning enables shorter meetings through clear objectives. For example, determine whether you're providing new information on scheduling, or asking for a free-form post-mortem discussion on a job, or looking for your team to generate ideas for service improvements. Circulate the agenda beforehand, along with any other information attendees might need to review. While you're at it, set rules. For instance, in discussions, every participant's opinion should be respected, each is expected to participate openly, and all questions are open for the ask- ing. Likewise, prohibit interruptions, outline procedures and penalties for tardy participants, and consider limiting technology, including laptops, phones and tablets, so everyone stays online. 3. Consider invitations. Given your agenda, evaluate who truly needs to attend. Invite only those people directly affected by specific information who can contribute to decisions, or who are necessary for discussions. The size of the group will vary based on your purpose, but keep it to the absolute minimum. Too many people, and some of them will see the meeting as a waste of time. That said, everyone invited should come prepared; they need to be able to add ideas, propose solutions, and offer analyses that drive decisions and discussions. 4. Start on time. Respect attendees' time, and eliminate late starts. In fact, consider having a tardy jar that stragglers have to deposit into, or find some other way to motivate everyone to arrive on time or early. Begin the meeting with a "Take 5." Since a meeting is a team-building exercise, allow participants - especially those who don't regularly work together - to establish rapport by having them chitchat and share personal information. Next, review homework assigned in previous meetings to refresh memories of what happened already and hold people accountable for assigned actions. Then start strong, according to Lencioni. Add some passion and conflict to the gathering by framing the discussion with what's at stake, such as losing customers to other shops. That tension helps attendees care about the outcome and stay engaged. 5. Moderate the meeting. Actively manage the process to move the discussion along on schedule, draw input from tentative attendees and quiet Continued on page 62 60 AVIONICS NEWS * NOVEMBER 2015