Office meeting: the secrets of effective conduct. How to run effective meetings

In Russia, it is not customary to gather in a team for work tasks. This is due to the fact that everyone is in a hurry to do their business at work, and not sit at meetings and procrastinate on obvious topics. But what if such meetings will be useful for everyone, they will be held efficiently and quickly? Then it is foolish to refuse them. Therefore, we introduce in your company such an event as a planning meeting, from the basics to ready-made templates.

Maybe we should not?

Have you ever tried to hold meetings with employees? If yes, then I'm sure you have come across at the end of the event with such statements as "We talked about nothing again." This is a classic situation and it is associated with not knowing how to conduct planning meetings, and not with the fact that it is generally bad and inefficient.

And in order to immediately dot all the points, let's fix the very concept of what a planning meeting is. And pay attention, I take it not from my head, but from any dictionary by type: Ozhegov, Efremov, Dal, Tikhonov or Kuznetsov. They all give, plus or minus, the same description.

Planerka - a short meeting to evaluate and determine the progress of the tasks.

The key word is a short meeting. This is what distinguishes a planning meeting from a meeting. And since everything in the world is relative, let's define the maximum limit for how long such a meeting lasts - it's 60 minutes. Everything else is not a planning meeting, but, as we have already said, a meeting.

Types of gliders

Planerka planerka strife. At first glance, they are all the same, but in reality their structures and purposes differ from each other. Therefore, you need to know their types and use exactly those that your team needs.

Time spending

We can divide all meetings into three times: daily, weekly and monthly. Usually the company has only one of these options, all the others are considered unnecessary. Although they all carry different tasks and are carried out according to a different plan.

1. Daily planner. It is necessary in case of vigorous activity or motivation of employees. Its duration does not exceed 15 minutes, everything is short and to the point.
2. Weekly planner. We use it to take stock of the past week and make plans for the future. The duration of such a meeting is up to 30 minutes.
3. Monthly planner. A mandatory event to evaluate the results obtained for the month of work, which has developed from all days and weeks. Duration up to 1 hour.

Often the monthly planning is stretched to 2-3 hours. In this case, according to the rules of the Russian language, this is already a meeting. But since it is more important for us not the actual name, but the real appointment, we can allow such a meeting up to 3 hours. The main thing is that all this should be in the case.

You also need to consider that there are non-systemic meetings to address urgent or pressing issues. Such planning meetings are called - unscheduled. Gathered, held and finished pretty quickly. But they are there and you can't run away from them.

It was noticeable if everyone, or at least many companies, worked like in the anecdote above. But, alas, such a scheme is almost never found. Therefore, we move on to the topics of planning meetings.

Topic of the meeting

In addition to the fact that planning meetings are divided into time intervals, they are also divided into topics. Although for the majority, planning is an assessment of the tasks completed for the week and a summary of the achievement of the sales plan. This format also exists, but everything is gradual.

1. Distribution of tasks. The purpose and result of such a meeting is employees who are overburdened with tasks for the near future.
2. One question. Most often these are unscheduled meetings, the topic for which is separate issues on the agenda.
3. Brainstorm. We often practice short meetings with a small part of the team to generate ideas on a given topic.
4. Informational. The very planning meeting to which we are all so accustomed, voicing the actual situation at a given point in time.
5. Motivational. People need to be energized, especially if they have a very stressful job. Through such meetings you will have the opportunity to do this, because this is a great method of motivation.
6. Educational. Little knowledge in a short amount of time. This will not get boring and will be useful, especially if you do it often.

In the conditions of realities, our planning meetings are like a snowball of different topics. It's not bad. The main thing is that everything can be given sufficient attention. The strategy of “Golop across Europe” will not lead to anything good, since eating a fish and not washing a frying pan will not work. It is a myth.

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Components of a successful planning

Before we move on to specific templates for planning a meeting, let's define the main points for conducting such a meeting. Because it is important not only WHAT, but also HOW to carry out. Everything gradually colleagues, do not rush.

• Reason for the meeting. We figured it out, every meeting should have a reason. And everyone should know about it;
• People. You must know in advance who will participate in the planning meeting and notify the participants about this;
• Location. Conference room, office or corridor - decide for yourself. I'm sure it's not difficult;
• Time spending. It takes a specific time, preferably always the same thing, to develop a habit;
• Meeting schedule. You and staff need to know the subtopics and timing of this meeting;
• Additional materials. Flipchart, paper, pens and other paraphernalia should be ready before the meeting;
• Curator. Usually the leader of the planning meeting is the boss or one of the leaders, but it may well be an employee;
• Secretary. The person who will record all the results of the planning meeting, the so-called protocol, for further distribution.

If you take into account these components, then the effectiveness of the planning meeting will be much higher, because you will be able to properly prepare for it and will know exactly what to say at the planning meeting.

Some of the list is obvious. But you think about how each of the points can be improved relative to the situation now. For example, what other people besides sales managers can be called to a meeting. Or he can make part of the planning meetings that the employees themselves conduct.

And one more significant plus for those who still doubt, see the video below.

Planning plan for implementation

I don't really like templates and samples, because they don't take into account the individual characteristics of each company. And after all each business is specific (I hear it constantly from heads). But if you are not a timid person, then you can easily convert this sample into a plan for a planning meeting for your company.

This is a plan for how to hold a meeting in the sales department once a week, the monthly version will look more ambitious, and the plan for the daily meeting will look more modest. And, of course, the results will be summed up either for a month or a day. But already on the basis of this, you can form your plan, regardless of what you have - retail, wholesale or services.

Fans of chips or important nuances

Any action can be done better. Therefore, when we are asked to evaluate the effectiveness of planning meetings, we can say with our eyes closed that there is room for improvement. Whether they are many or few, and most importantly, whether they are impressive or not, is another question. But you can definitely find them. And here is a list of the most popular improvements from our practice.

Planner on Skype. If employees cannot meet in life, this is not a reason to cancel the meeting. Spend it on Skype. You can also connect via Skype those who could not come, and hold a planning meeting offline and online at the same time.

Only positive. Try at such meetings to talk about everything from the side “How to improve it” and “What was done well”, then your meetings will be more motivational and positive character.

Bonuses for attendance. By default, you can fine for absenteeism or being late for a planning meeting, or you can give a bonus to those who did not miss even one.

Latecomers are standing. Those who are late not only receive a reprimand and a lot of contemptuous glances, but also spend the entire planning meeting standing on their feet. Funny? You definitely, but not so much for a latecomer.

Time keeping. Determine a specific amount of time for each block, and if you go beyond it, then just cut off the conversation. At first it will be bad, then learn to be more effective.

Snack before planning. You can pour yourself coffee and eat cookies only before the meeting. After the start, the regime operates - “Who did not have time, he was late”.

Gift for the active. The most active can and should be encouraged. You can single out each planning meeting those who participate a lot and give a mini-gift for this. A trifle, but nice.

Glider summary. When the “secretary of the meeting” sums up, then it must be distributed to everyone or, even better, placed in the most visible place for better assimilation.

Briefly about the main

In my entire team, 90% of the people are team players, so we like to fanatically hold small meetings. Since our team is relatively young (up to 35 years old), it is very difficult for us to hold planning meetings, because everyone strives to laugh and talk “for life”. We could hold a planning meeting for 3-4 hours. But it was like that before.

Now we are a team that really understands the power, the process of planning meetings and what they are for. We have internal rules (no telephones, we speak the language of decisions, no negativity, etc.), we have ready-made regulations, there are responsible persons (each time new ones) and much more. All this helps us to be more efficient.

When we come to a company for marketing consulting, the planning meeting is one of the first tools that we implement. And every time we see how “the cart barely moves”. But everything passes. And the main rule in this is not only the quality of the planning meeting, but also its regularity. Therefore, here you can use a slightly modified well-known phrase - "Having tried a few times, I eat now." Successful implementation. There will be questions, write in the comments.

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in-scale.ru

How to hold a planner

Planning meetings, operational meetings and meetings are an integral part of the working day of almost every employee. Sooner or later, the leader is faced with the need to independently conduct a daily planning meeting. But as often happens, no one really teaches this. Therefore, the question often arises - how to conduct a planning meeting?

Goals of the planning meeting

The first thing to do is determine the goals you want to achieve with the meeting. As a rule, the main goal of such meetings is the creation of a single information space among all employees, as a result, the achievement of higher staff motivation and coherence of work. Planners help to solve the following tasks:

1. Setting goals and objectives for the team;
2. Bringing general information to the whole team;
3. Solving general issues;
4. Motivation and involvement of personnel;
5. Training of employees, through the transfer of best practices;
6. Teambuilding

Agree, the achievement of such goals is of great interest to any manager. Therefore, the practice of planning meetings is so common in business. But achieving efficiency from meetings is not so easy, it is important to adhere to a clearly defined plan of action and prepare for each planning meeting.

Planning meeting

So, we have determined that the meeting is an important and useful thing, but in order not to turn this tool into another useless torture of subordinates, the leader should approach the preparation of the planning meeting with all seriousness. Earlier, we discussed the goals of the meeting, the task of the leader, depending on the goal, is to draw up a plan for the planning meeting. Naturally, the meeting for sellers and for TOP managers will be radically different from each other. Although the structure itself will be approximately the same.

A very important point in holding any meeting is to give subordinates the opportunity to speak as soon as possible. It is desirable from the first minutes to involve as many participants of the planning meeting as possible. This will help set up the team.

Secrets of the success of the planning meeting

The most important! For a meeting to be interesting, you must prepare for it. The success of a meeting depends on several important factors:

1. information component. The information provided at the meeting should be useful and interesting. If the information is boring and monotonous, then do interesting way submission of information. Remove boring and not useful information;
2. emotional component. Even the most interesting topic can be ruined by the wrong presentation. Remember your teachers from the university, at some lectures the entire audience is sleeping, and at others it is full house.
3. The leader who leads the meeting. The more authoritative the host, the better the audience perceives him. If your authority is not high, carefully work on points 1 and 2.

Rules for holding a planning meeting

Late employees

Someone is always late for a meeting. Such employees bring great destructiveness and you need to fight desperately. I'll forgive you just to agree in advance with all team members what we do with latecomers. There are several examples: a latecomer brings everyone coffee or fruit, a latecomer tells a joke, a latecomer sings a song, etc. The most important thing is that everyone knows the rules and everyone follows them. If the rule is thought out and accepted by the team, then you will reduce lateness to a minimum.

Same meeting times

It is very important to follow a strict schedule of meetings. There is nothing worse than unscheduled meetings, it disrupts the plans of subordinates, does not allow them to properly prepare. The attitude towards such meetings is initially negative, which does not have a working mood.

Any meeting should be notified in advance, it is best not to change the dates and times of meetings unless absolutely necessary.

Don't delay meetings

It is very important to follow the timing, if you have determined that the meeting should not last more than 30 minutes, then keep your word. The longer the meeting, the less effective it is. If you need to solve complex issues and it takes a long time to work out the details, then create working groups of competent employees. Often most of meetings are spent on working out organizational issues, and most of the listeners generally fly out of the dialogue.

Only the presenter speaks

I often see a picture when employees are afraid of their boss and as a result the meeting turns into a dictator's monologue. As a rule, all this happens in deathly silence, and tension is felt in the air. The directive style of management is not appropriate at meetings, it contradicts the essence of this event. Ideally, all participants should speak at the planning meeting.

Discussion of private issues

Sometimes one of the participants in the planning meeting may try to use this event to solve a private issue. As a rule, it is beneficial for an employee to raise a question publicly. This approach can turn the meeting into a farce. Therefore, it is necessary to immediately stop such manipulations and set time to resolve private issues.

Impact of the meeting on work

Everything that you agreed on at the meeting should be carried out and controlled by you. If there is no control, employees will quickly adapt and stop following your orders.

How to check the effectiveness of a meeting

The effectiveness of the assembly is easy enough to check. Ask your subordinates what happened at the meeting? 5 minutes after the meeting, 3 hours later, and the next day. The answers to these questions are feedback for the planning meeting organizer. If there is a lot of information, make employees keep records. But in any case, everyone should record information.

worldsellers.ru

"Planerka" as a way to increase the loyalty of the company's staff

If the number of your company is two or more people, then communication, that is, the exchange of information, is an integral element of your management activities. After all, information is the link between all parts of the organization. Disruption of communication (errors in the transfer of information, poorly structured exchange, etc.) by levels, for example, a boss - a subordinate or a sales department - a purchasing department, always entails a decrease in performance indicators. And here one of your main tasks is to provide employees not only with tools or raw materials, but, most importantly, with information for the quality performance of their duties, and, therefore, to increase the profits of your business.

Communication in an organization can take a variety of forms and be implemented in a variety of ways. good example communication is the holding of "plannerok" (meetings, "meetings") with employees. We will talk about what a planning meeting is, as well as, most importantly, why regularly gather employees in one place, as part of a series of posts on HR on our blog today.

Why do you need a planner?

The planning meeting can be described as a short operational meeting to discuss the results of work and current problems. Options for solving these problems can also be discussed, but then it will be a longer meeting on a specific issue. And the main goal of the planning meeting is to control the current situation and monitor current problems in the company's work.

Let's figure out what to say at the planning meeting and what questions you answer together with your employees:

• what happened yesterday (the day before yesterday, last week), why;
• what failed to do, why;
• what and how we plan to do today (tomorrow, next week), what results we expect.

It is also necessary to note the role of the planning meeting in shaping the loyalty of the company's personnel. Employee loyalty, or, in simple terms, loyalty to the company, is formed among employees not only and not so much at the expense of wages and other material benefits (although they certainly play a role). Loyalty is not bought. Then how to hold a planning meeting to increase it? Loyalty arises through properly built communication. Thus, the planning meeting can be an excellent tool for increasing this very loyalty.

During the planning meeting, barriers between departments of the company are destroyed, disunity is reduced. Everything that happens in the company (plans, tasks, problems) becomes closer and clearer to each employee, which increases the motivation and interest of people. After all, if an employee does not know (do not understand) the long-term and short-term goals of the company, performance indicators of its work, tasks for the next week, this inevitably leads to demotivation and, as a result, deterioration in performance and loss of controllability.

On the other hand, if you know how to conduct a planning meeting correctly, then employees understand well what is happening in the company, in each department, rejoice at common “successes” and achievements, share (just share, even if they do not solve jointly) problems. It is through such experiences that you can get at the planning meeting that loyalty and team spirit are formed.

A well-organized "planning meeting" allows you to quickly and effectively stimulate staff to solve daily tasks, motivate them to achieve common goals. This is one of the ideal tools for building team spirit among employees - in this regard, it must be emphasized that it is especially important to hold planning meetings during the period of introduction of changes in the company. Through the planning meeting, it is easy to receive feedback from the staff and adjust the innovation plan.

The signs of the effectiveness of the planning meeting are its results - they planned something, received feedback, resolved a controversial situation, disseminated or collected new information, etc. By the way, it happens that employees, and sometimes managers perceive the planning meeting as a waste of time, but in fact, this can only be said about an inefficient, incorrectly organized planning meeting. In this article, you will learn how to run a planning meeting in a way that is beneficial.

Rules for organizing planning meetings

First, the start and end times must be fixed and known in advance to all participants. It is better not to gather employees for more than 30 minutes: the work of the company or department will “get up”. If the company is small, you can bring all departments together, if it is large - only the heads of departments (they will conduct internal "planning meetings" themselves) - one way or another, an adequate approach to the composition of participants is needed.

Secondly, at the place of the planning meeting. How to hold planning meetings in the sales department, if not a separate room, negotiation? You can gather everyone in the head's office or just in the largest office. By the way, if there is not enough space, it is even better to hold a “planning meeting” standing up - people will not be “tuned” for a long conversation: everything is short and clear, to the point.

In addition, today there are services that allow you to hold meetings and conferences online (for example, Skype). This is a good option if your company is very large or its departments are located in different geographic locations.

Thirdly, how to properly hold planning meetings in the sales department and how often should this be done? The frequency of this event may vary. In some companies it is customary to "get together" every morning, in others - on Mondays or at the beginning and end of the week. It all depends on the specifics of the company, the intensity of business processes, the speed of new information and the quality of communications between departments.

Fourthly, like any other effective communication, it is better to start a planning meeting with a positive and end with a positive. It is imperative to discuss problems, but it’s good when the planning meeting ends with some inspiring words from the leadership, a call to action (“We are a team!”).

In conclusion, we would like to emphasize that the planning meeting, as a form of communication within the organization, is an excellent way to increase the loyalty of your employees, to make them “more loyal” to the company. And loyal employees unequivocally bring profit, while disloyal ones carry only rumors, speculation and mistrust.

Recognition from colleagues, praise from superiors, a friendly, warm atmosphere in the team - this is all the “right planning meeting”, which forms a healthy desire to “break” competitors for your company. This is what you need - moving forward. So "plan" wisely - bring everyone together, solve problems and inspire!

High conversions for you!

Daria Khoromskaya, Head of HR Department at LPgenerator

image source Pavel Kirillov

lpgenerator.ru

why and how to carry out, pros and cons - SKB Kontur

Planerka is a derivative of the English plan, a short workshop dedicated to the progress of the planned plan. According to their typology, all planning meetings can be divided into categories according to three criteria - specific, temporal and quantitative.

According to the specific criterion, all planning meetings are divided into reporting (short meetings at which managers report on the progress of the relevant tasks), discussion (briefings on the possible change in the chosen path to achieve a particular goal) and motivational (meetings at which tasks are distributed and roles are determined in the process of working on a question, task).

According to the time criterion, the planning meeting can be a daily, weekly, monthly process.

According to the quantitative criterion, the planning meeting can be either mass (for all employees) or closed (for a separate initiative group, managers, board of directors of the company.)

Why hold a planner?

If you organize this process as a good tradition before the start of the working day, it will help discipline the team (reduce the number of morning lates), more clearly outline goals and objectives for employees (after all, as you know, a rational plan for the day is much more effective than a plan for six months) , will make it possible to see the real results of the work more clearly (in the event that the reporting of the team to the leader and the leader to the team become mandatory elements planning meetings). In addition to the benefits already mentioned, a well-executed morning meeting can energize employees, increase productivity, and encourage effective work throughout the day. This psychological aspect, of course, plays an important role in establishing a positive relationship between the employee and the employer, and also contributes to team building.

Why do many people consider planning meetings a relic of the past?

Firstly, the very emergence of this process, most people refer to those times when they didn’t even hear about the telephone, but they didn’t even know what the Internet and multimedia technologies were. It turns out that the only way to meet in person and discuss important working moments was just those planning meetings. Due to the lack of operational means of communication, a lot of questions accumulated, and such an action took a lot of time (on average, three to four hours). On this occasion, a well-known American economist once remarked: “If there are planning meetings in your company, then you are on the right track. It remains only to fire all those who go there, and leave all those who are working at this time.

Secondly, most office workers they have a negative attitude towards planning meetings precisely because about 20% of the time is devoted to this, and, according to many of them, the boss’s speech lasts on average half the time allotted for this process.

Thirdly, if planning meetings in the company are held daily, then soon this will certainly turn into a kind of formality. After all, most of the tasks that a successful businessman sets are long-term, and a two-sentence daily report will sound like this: “Everything is fine, we are working on it.” The need for a daily planning meeting usually pops up at the moment when the company begins the implementation of a new strategic task in a critically short time, or during a crisis. At such moments, it is really necessary to constantly monitor the situation, to monitor the slightest changes.

Regulations

Any, even the shortest planning meeting should have its own rules. One way or another, it helps to work out pressing issues much more productively, to make the process more dynamic and efficient. It is good manners to send out the regulations to employees in the evening so that they can think over all the issues raised and come up with a constructive, meaningful proposal. Among other things, it is worth considering that by the time the morning meeting is held, each employee must have a copy of the regulations on hand. It is also important to assign responsibility to a certain person who would keep track of time (if the speaker gets out of the time limit described in the regulations, this delays the process of holding the meeting and, as a result, negatively affects the mood of the team).

To conduct or not to conduct? That's the question

The planning meeting is certainly an important process, at least in the context of timely goal-setting and motivation of employees, but it's time to go beyond the ordinary understanding of this term. Perhaps it is not so important to gather the whole team every day in a stuffy office, but to master the conference technologies in Skype. It is also important to take into account the aspect that a constructive planning meeting should last no more than 15-20 minutes. Reporting on the activities of each department can be accepted and discussed with managers during the day, and the morning time can be devoted exclusively to the alignment of forces, the definition of tasks and priorities.

In any case, each entrepreneur chooses his management concept, however, in order to understand a little more carefully whether short meetings are necessary for your workforce, it is worth weighing the pros and cons:

Discipline the team

Possibility of morning motivation of employees;

Clear setting of goals and objectives;

The opportunity to be creative and hold a planning meeting in an unconventional style;

Protracted planning meetings tire and reduce the efficiency of employees;

Unscheduled planning meetings are usually ineffective.

kontur.ru

Secrets of an effective planning - Rjob.ru

Planning is an important part of the workflow. However, it can both become an incentive for an employee, a stronghold and springboard, or completely discourage all desire to work. How to effectively hold meetings to “ignite” subordinates? How can employees behave in meetings to make good use of their time?

What are planners for?

For about a year I worked in the editorial office of a magazine about construction and houses. The publisher, who is also the owner, was very fond of planning meetings. We gathered in her office every morning for one and a half to two hours and watched a play by one actor. The announced goal of this meeting is to tell at what stage relations with advertisers are now. Hidden - to explain what kind of losers gathered at this table. Me (the editor) and the designer also needed to be present. Only the accountant received the “release”: she had to constantly monitor the account for the receipt of money that did not arrive at all. Because instead of working, we were sitting at a planning meeting.

We would have been glad to hear what our employer thinks of us, and see how she knows how to sell by phone, but the work was standing. The fact is that money will appear in the editorial office if managers sell advertising. To make an appointment with a potential advertiser, you need to get through to him. And it was most realistic to catch someone on the spot from 9 to 10, after which the people dispersed to their planning meetings, productions and meetings. In general, it was necessary to call just at the time when we were sitting in the director's office.

break this vicious circle was not possible. No, we said that managers need to be on the phone, and the editor and the designer would like to return to magazine pages. We asked many times to reschedule the meeting to another time. But if you gather for the sake of the meeting, forgetting about the benefits for the company, Good times will come soon.

1. Make a plan:

what is the main purpose of the meeting: to talk about innovations, listen to opinions, solve a problem, collect reports, etc.,

What questions should be discussed first?

what can be skipped and solved in working order if there is no time left, etc.

2. Define a goal

Formulate the query in the format of the result. Not "discuss the problem", but "develop a solution to the problem".

3. Fix the agreements and secure the responsibility with deadlines

If a proposal for a solution comes up, the result of the meeting will be an agreement on what steps will be taken, who will take responsibility and in what time frame.

4. Set a "convenient" time

So that employees do not stretch out reports, be more collected and think faster, schedule a meeting an hour before lunch break or the end of the working day. Tightened - skip lunch or go home later. And, of course, no one wants this.

5. Be close to the people

If you want to get frankness from your subordinates, to hear what they really think on this issue, sit among them. When you are at the head of the table, you are the boss and your opinion takes precedence. When you sit next to an employee, you are a colleague ready to discuss and find a solution together.

General Director of Skladovka LLC, a network of warehouses for individual storage of things (Self storage), skladovka.ru

The meeting should always be prepared by the leader in terms of the issues you want to discuss. Before you start, it is best to send out the agenda on which you want to get a response or organize a discussion. The meeting should end with a protocol, where the decisions made, the deadline for execution and those responsible are recorded.

Each meeting is held on the principle of continuity, so that people understand the logic of the development of projects and have the opportunity to give feedback, report on the problems that have arisen in the process of implementing decisions.

Meetings at the sites are very useful, and not in the manager's office. On the spot, you can immediately see what is really happening at the facility, what needs to be done for it to achieve its intended goals.

Working meetings of the head of the organization with representatives of departments make it possible to eventually track whether each department and the enterprise as a whole is moving towards the intended goal or deviating from it.

Development Director of CenterAgro

In our company, meetings are classified: councils, committees, meetings, which in turn have a clear time limit and agenda. Only situational meetings on force majeure do not have a predetermined agenda. For the rest, documents are prepared in advance and sent by mail to interested parties.

The rules for the meetings are:

do not interrupt each other;

do not go out;

turn off phones;

show up on time.

The effectiveness of meetings is increased by preparing and pre-distributing documents, a clear schedule of meetings for planning the working time of employees.

Gliders in the distance

Every year there are more and more companies that refuse offices and switch to a remote format. How to hold planning meetings when all employees live not only in different cities, but also in different parts Sveta?

Natalya Odegova

founder of the online training center 1day1step.ru

I used to work for a large corporation. Now all my employees are from different cities and even countries, and we communicate a lot online. Previous experience allowed us to take the best and change what was clearly ineffective.

People work online in order to have more time, so all meetings are much shorter and much more efficient. We do not gather people who cannot influence the solution of the issue to a meeting, and therefore we do not waste their time in vain. Planning meeting is concise and only on business. Often this is a Skype call for 5-10 minutes with a discussion of a specific issue.

There are indicators that we regularly monitor, but we don’t call each other on them at all, but post new data in a general chat and make decisions, discuss new steps for improvement.

In terms of deadlines: since we generally have a lot of freedom, I never squeeze the shortest deadlines in development projects, but I ask: “What deadline do you believe in? How long can you answer? This approach allows the employee to consciously take responsibility and work on the task with great desire and pleasure.

And it helps a lot with intermediate checkpoints when I look into the process and see if things are moving in the right direction.

Leave your phone, tablet and other gadgets in the office. You should not take your favorite toy to a meeting with the management.

Remember that the same principle applies in the meeting as in the school. Who listens attentively, nods and asks clarifying questions, well done. And why should we be good at work? That's right - so that they remember us when they distribute the prize.

Another school rule is “eye to eye”. When praised, send the manager an open look. Cursing fell down, start looking for the most interesting feature on the table or pay attention to your pen.

Record everything, everything. Then figure out what is useful and what can be thrown away. First, bosses love to be reviewed. Secondly, the records are an alternate airfield, if you need to hide from the menacing gaze. By the way, between the pearls of the leader, you can fix your thoughts.

Actively express your opinion, if it is provided for by the format of the meeting. Even if you share a banality, you will still look more respectable against the background of colleagues who are silent and looking at their shoes. Now the main thing is to show who is the most active participant here.

We don’t even talk about sleep, yawning and an absent look. You yourself understand that this is inappropriate.

If you are completely overcome by boredom, try working in your mind. Make a to-do list, think about your project globally. Or just dream.

Do not take the planning meeting as an empty pastime. This is part of your job. And if the boss agrees to pay you a salary for spending time in his office, this is his right. But how effectively you spend this time depends on you.

© Natalia Zhilyakova, RJob

When using materials from the site rjob.ru, the author's indication and an active link to the site are required!

rjob.ru

Planning meeting in the department: an effective tool or a formality?

The head of the department is a very busy person. Indicators, regulations, decisions challenging tasks, organizing everyone and everything to move towards the goal - everything is on his shoulders. The more correctly the set of management tools is selected, the more effective the leader. Is it worth spending time on such a tool as a planning meeting in a linear division?

Even in companies where planning meetings are mandatory and regulated, managers often approach them formally - shoot back for show and work on. Planning meetings are considered a waste of time, which theorists came up with. Their motto is "Practitioners need to work, not consult." At the same time, in companies where the planning meeting is optional and is a personal initiative, there are managers who, without additional reminders, gather employees in certain time and talk to them.

Why are these "strange" leaders so "inefficiently" wasting their precious time, if no one obliges them to do so? I had to delve deep into this issue lately. The crisis has required top managers to dive deeper into the business. The rules of the game in the market have changed, and in order for the company not only to stay afloat, but also to use the crisis to strengthen its position in the market, it is necessary to become closer to customers - both external and internal.

In order to quickly respond to changes and increase the level of control over the situation, I, among other things, began to regularly join planning meetings in departments and compared different styles of conducting them. The figures were revealing: it turned out that of the 12 single-profile departments in which both sales and contract enforcement are carried out, the highest and most stable indicators are where planning meetings are held weekly. And this is no coincidence.

Purpose of the meeting

If the manager answers the question about the purpose of the planning meeting: “Because it’s supposed to,” it’s better not to hold it at all. Any formal events "for show" only work in the negative, they teach you to work not for the result, but for "the appearance of movement towards the goal." The name "plannerka" suggests that its purpose is to update the movement according to the planned plan towards the goals set.

If we consider this event from the point of view of the Deming cycle (Plan - Do - Check - Akt), then the planning meeting is a regular control (Check) of activities in order to draw conclusions and, if necessary, correct the movement (Akt). But there are statistics for this! Is it worth it to gather more people? It is certainly worth it, and the main functions of the planning meeting help us to make sure of this.

The main functions of the planner

1) Information. Employees have few ways to get information about the situation in the company and the market:

• official published information, which is sometimes overlooked or not fully understood;
• gossip, often very far from the truth, but discussed with great pleasure in canteens and smoking rooms;
• first-hand information, with explanations and emphasis on important points, which the leader gives at the planning meeting, paying due attention to working out objections and reducing the effectiveness of word of mouth.

And obligatory informing employees about the movement of the department along the intended path.

2) Control. In addition to dry and categorical figures, the ability to control the atmosphere in the team, clarify the reasons for success or decline in performance. Based on the results of the planning meeting, failures in the chain of interaction within the unit and in the company are often found out, and the manager immediately takes action to eliminate them.

3) Motivational. Employees need attention. Recall the famous Hawthorne effect in management - labor productivity increases from the fact that attention is paid to the activities of employees. A planning meeting is one of the best ways to regularly remind employees that they are important and their work is given enough attention.

One of the employees in the department had a breakthrough, takeoff - good reason to recognize achievements and, if necessary, to support the competitive spirit in the department. And yet, in addition to numbers, you need to see the eyes of your employees. Managers need to listen carefully to their employees. The behavior of the employee has changed, the fuse has disappeared - a reason for the manager to include an individual conversation in the weekly plan.

4) Educational. In this function, the planning meeting is an indispensable tool for simplifying the manager's difficult managerial work. During the week, a work case, indicative for everyone, took place - the head writes it down and makes it public at the planning meeting. Thus, the annoying need to repeat the same different people many times left in the past, and we regularly and consciously “sharpen” our working tool.

5) Organizational. It is a good practice to invite representatives of related departments to meetings, especially at moments of innovation. The opportunity to establish or adjust interaction, remove conflicts, exchange experiences.

6) Disciplining. Motivation, as a management tool, has one very significant drawback: its action is short-lived. Few people are capable of self-motivation, and it is people with this ability who most often become leaders.

Discipline, regular rituals and rules, which include the planning meeting, are designed to help motivate employees. Planerka is an event. Employees are getting used to the fact that they will need not only reporting in numbers, but also a willingness to justify their indicators. Questions are prepared for the planning meeting, employees collect and transfer cases to the head, which should be shown to the entire department in their opinion. Like a family dinner on Fridays, the planning meeting becomes a habitual disciplinary action according to the rules, when everyone must postpone their business, be sure to be present at the workplace, turn to face each other, finally. This is especially important.

How often to hold meetings

I believe that the daily team briefings are only suitable for newcomers who need a mentoring style of management and support every step of the way. For an established team, planning meetings should be weekly. The main thing is that they should be held on the same day, at the same time, and approximately coincide in duration and order of actions, which will allow maintaining the disciplining function.

An example of a possible planning scenario:

• The head makes an informational message, following the results, employees can ask clarifying questions.
• The manager announces planned indicators and asks employees questions about them. Arranges individual appointments as needed.
• The leader talks about a case study of the week or introduces an invited employee.
• The manager clarifies whether there are urgent work issues that are important for the entire department and require discussion at the planning meeting. Evaluates issues, decides what to discuss immediately, what will require a delayed decision.
• The leader talks about plans for the current week - significant events, meetings and completes the planning meeting.

Time costs

For a long time, we spend time - this is the main reason why leaders refuse to hold planning meetings. It leads to a complete rejection of this tool, or it all comes down to a brief monologue of the leader without feedback from subordinates. Only informational and slightly disciplining functions are preserved.

This is actually a problem: managing "humanely" is easier than working with a group. Managing group dynamics is the art of being a good leader. His goal is to briefly and clearly hold a planning meeting, and at the same time get feedback from employees, which will help, if necessary, correct the movement. The optimal duration is up to 20-45 minutes. It is this time from childhood that is laid in us as a period of concentration.

The strength of a leader is that he sets the rules. To prevent the planning meeting from stretching out, it is necessary to conclude a “contract for the planning meeting” with the employees. For example:

• We discuss only general issues, we take out specific ones for an individual solution.
• We are short and to the point.
• We are not distracted by work issues, we put the phones into vibration mode.
• By stating a problem, we offer a solution.
• Non-working issues are discussed during non-working hours.

The set of rules may vary depending on the situation. The main thing is that the leader manages the regulations and does not delve into the problems himself. The purpose of the planning meeting is to identify, and the decision can be made later, carefully weighing and studying all the details while the department is working. The main thing is to show employees that the stated problems are being solved. Sometimes there are situations in which the planning meeting goes beyond the allotted time, the intensity in the team is clearly visible. Then you need to arrange an additional meeting, often after hours. This is the skill of a manager - to prevent the situation from heating up, to identify markers that show negative aspects in the team.

Of course, it will take time to implement the planning tool in the department. Sometimes you have to carry out more than one event before the tool becomes truly effective. When a leader becomes open to feedback, he will be surprised to hear a lot of unsaid things that employees have long wanted to say, but never had a chance. And then he asked! You have to think over the roles of your subordinates and their use in group dynamics, work with objections, and argue at the highest level. Many leaders do not go exactly this way - becoming, and go into individual management, which is much more labor-intensive and less effective, when there are only two steps to success.

Managers who have a fine command of this tool use it in their departments with great success, because they were able to evaluate its effectiveness. The planning meeting is not a relic of the past and not a formality, but one of the most modern and effective tools that helps in solving the most difficult task to manage - the achievement of the goals of the unit. And it is precisely from these goals that the success of the entire company is formed.

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How to effectively convey information to the team?

Some people view the planning meeting as a short-term meeting to prioritize work and current tasks, while others see it as a waste of time. Does it make sense to hold such meetings, or is only the opinion of the leader sufficient? Let's try to figure it out together.

TOP 5 most necessary articles for a merchant:

Why do leaders planner

Planerka (from the English word plan) is a meeting that is insignificant in time, but significant for the success of the chosen strategy, dedicated to the consideration of current working issues.

Why do you need a planner:

• Holding such mini-meetings helps to evaluate the results of the work done step by step and serves as a guarantee of the timely resolution of all current problems. They are not used for the global search for solutions. Separate meetings, not limited in time, are devoted to this. The main task of the planning meeting is to promptly discuss the current situation, monitor current issues and their solutions.
• Daily participation in the discussion of the company's strategy and the expression of opinions on its improvement form the staff's devotion to the company, stimulating the loyalty and efficiency of employees no worse than material benefits. Properly built communication is the basis for successful employee motivation for mutually beneficial cooperation based on loyalty and respect.
• An active discussion in the morning at a planning meeting of current issues erases the boundaries of the company's departments, makes the team more united. Each employee feels like a significant part in the implementation of plans, solving tasks or problematic issues. The interest of the staff stimulates its participation in the successful activities of the company. The lack of understanding of clearly defined goals and objectives of paramount importance, the lack of transparency of long-term plans and short-term prospects demotivate employees, reduce manageability and performance indicators.
• It is extremely important that the manager who conducts the planning meeting has the ability to correctly convey to employees information about the current activities and difficulties of each department and the company as a whole. It unites, makes joint both success and problems. It is the sense of importance of each employee in achieving a common goal, emphasized at the meeting, that forms and maintains loyalty and team spirit in the team.
• A professional approach to holding a planning meeting ensures its success, which is an excellent incentive for employees to solve everyday problems, motivates them to achieve results. Considering that such discussions provide an opportunity to receive all the necessary information from the staff in a timely manner, it is difficult to overestimate the importance of such mini-meetings during the period of innovation in the company. Quick response and elimination of errors allows the management to avoid risky situations and guarantees the success of the chosen strategy.

Signs of the effectiveness of the planning meeting are its positive results. Resolving issues, short-term planning, receiving or disseminating new information, responding to feedback - everything that constructively affects the workflow. If holding a planning meeting is perceived as a waste of time and nothing giving chatter, then this is a direct mistake of the management, who cannot clearly organize either the meeting or the work as a whole. This article will teach you how to conduct productive meetings with employees. Having understood the basic rules of the planning meeting, you will be able to accept and analyze operational information during a short meeting, draw timely conclusions and set your staff up for collective success.

What are the functions of a morning meeting?

1. Information.

To assess the real state of affairs in the company, its competitiveness and success, employees can use several sources of information:

• MEDIA. Various publications about the company, quite irregular and often out of date. general information and no specifics.
• Backroom conversations. Most often gossip that does not give any reliable information.
• Regular planning meetings, at which the manager not only expresses his opinion and describes the situation firsthand, focusing on particularly significant points, but also gives employees the opportunity to bring up topical issues, constructive proposals for discussion and jointly analyze the stability of the situation in the company and in each of its department.

2. Control.

In addition to monitoring digital indicators of work success, planning meetings help management see the real picture of relationships in the team, assess the impact of the microclimate on the growth or fall of indices. Thanks to these meetings, you can manage all parts of the workflow, find weaknesses and eliminate shortcomings in a timely manner.

3. Motivational.

The management of the company does not always have the opportunity to pay attention to each employee and the work performed by him. One of the positive aspects of holding planning meetings is the universal recognition of the achievements of a distinguished person and his encouragement, which develops a competitive spirit in the team. Otherwise, when negative changes are noted, a timely individual conversation will be relevant, aimed at clarifying the employee’s problems, their causes and providing necessary assistance. It is important for any person to realize that his work is worthy of appreciation, that he is interesting as a professional, and involving him in discussing the affairs of the company will only improve his skills.

4. Educational.

The meeting also acts as a learning element of control. Demonstration of a successful case to the entire team at once, a general discussion of the details relieves the manager of the need to prepare each employee separately, saves his time and sharpens the working tool of the staff.

5. Organizational.

The minutes of the planning meeting allow for an invitation to discuss colleagues from related departments. This has the greatest reason in the case of innovations. Timely adjustment of interaction, exchange of experience and detailed discussion remove conflicts, building mutually beneficial relationships in the team.

6. Disciplining.

Without the proper participation of management, discipline and order in the company are unlikely to be optimal. Systematic reporting on completed tasks in qualitative and quantitative terms, identifying problems in the workflow, compiling topical issues, the search for answers - everything that is regularly prepared for the planning meeting - disciplines people, organizes them and stimulates cooperation among themselves. There are other levers of control, but material motivation is short-term, and not everyone is capable of self-motivation. It is important for the team to get together, discuss the upcoming work plans, understand their tasks and choose the right strategy.

In what form can a daily planning meeting be held?

No. 1. Summing up, information meeting.

A planning meeting held in order to obtain up-to-date information on the progress of the work process in the context of divisions and departments, on current and planned activities, emerging issues and problems, is the so-called information planning meeting. Such meetings do not require daily holding. It is enough once at the beginning of the week for half an hour to gather the heads of all departments of the company in order to outline a work plan for the next five working days. Information planning meetings are especially significant for managers. big companies having at least four departments under their control.

No. 2. Planning meeting - distribution of current tasks.

Meetings of this format are held daily in the morning. The goal is for employees to receive tasks for the day. The leader should not spend a lot of time - give out instructions to everyone, formulate the final goal, give short instructions.

No. 3. Planner to discuss the issue.

In the work of the company, there are situations, tasks and problems that take a lot of time to discuss. In this case, the question is prepared and voiced to colleagues in advance, time is given to prepare the necessary information. At the same time, you determine the time limit for speaking, and a secretary is appointed. These meetings usually last up to two hours. It should also be foreseen that the discussion may drag on and breaks will be announced for 10-15 minutes, which means that tea and sweets may be needed. The results of such a planning meeting are usually sent to all its participants through the company's document management system.

No. 4. Creative planner.

Creative planning meetings are held with an insufficient number or complete absence of their own ideas. Such meetings are staged according to the principle of brainstorming, when all participants express thoughts that come into their heads on a topic, even the most ridiculous ones, and the most interesting and relevant ones are chosen from them. For such a meeting, any other creative method of searching for ideas will do.

No. 5. Planning meeting as a way to resolve conflict situations in the team.

In any team, the presence of explicit and hidden conflicts is inevitable. Often the only way out of a critical situation is to have a direct discussion between employees. Free and open discussion of the problem reduces its significance, the opportunity to express one's position without unnecessary accusations and insults transforms the energy of destructive conflict into positive energy of creation. Deeply rooted misunderstandings between colleagues can be competently resolved by contacting HR specialists, an organization psychologist, or even senior management. For the discussion, a neutral topic for the opponents of the planning meeting is chosen. There is no need to warn participants that the meeting is about conflict resolution. People should feel familiar, freely express their point of view and not understand that their conversation is carefully monitored and directed to constructive direction supervisor. The results of the analysis of the observation, its results and conclusions must be conveyed to each participant in the conflict.

Sample meeting plan

Let's assume that the information planning meeting, lasting about half an hour, is held once a week, on Mondays. So, the rules of the meeting:

1. Information introduction of the head of the company. Answers to clarifying questions from employees.

2. Discussion of planned indicators, the level of their achievement at this stage. Questions from the manager to colleagues, in some cases - the appointment of individual meetings.

3. Demonstration of a demonstration case as an example of work or presentation to the meeting of an invited employee.

4. Identification of particularly urgent problems that require immediate solutions and discussion at the planning meeting. Analysis of questions and search for answers.

5. Informing the participants of the meeting about the planned activities for the next five working days, a brief overview of upcoming events, meetings, achievements and possible difficulties. After that, the leader ends the planning meeting.

Why do you need planning regulations

For a meeting to be successful, it must be regulated. A clear ordering of the sequence and time of speeches and discussions optimizes the work of the audience, concretizes it and makes it more productive. Questions at the planning meeting can be varied, therefore, in order not to delay the process, it is common practice to send material to the participants of the morning meeting in advance. The employee is given time to think about the topic, prepare information, a response or a meaningful proposal, as well as to study the rules of the future planning meeting. Perhaps he will have questions for other participants. It is necessary to appoint a person who, during the planning meeting, monitors compliance with the time limit allotted for each item of the mini-meeting plan. Dragging out a speech or discussion, repeating the same thing, a long argument on one issue brings a negative, reduces attention to no less important topics, which spoils the whole working mood of the team.

When compiling the regulations for the future planning meeting, the leader should rely on the following points:

1. There must be a specific goal of the planning meeting, a known composition of the participants.

2. The agenda should include information about the topic of the meeting, its tasks, issues proposed for consideration.

3. Mandatory presence of the leader, secretary, keeping the protocol, and participants responsible for preparing answers to the questions of the planning meeting.

4. Participants of the meeting must be informed in advance of the date, time, venue and agenda of the planning meeting.

5. The secretary keeps the minutes of the meeting, where he enters the instructions issued and the decisions taken.

6. The protocol is agreed upon, approved by the head and sent to all participants of the meeting and task performers.

7. Control over the execution of instructions is carried out by a responsible person. Compliance with deadlines and quality of performance are clearly monitored.

8. The minutes of the planning meeting are kept for analysis and use in finding solutions to such issues.

How to organize a meeting

• The first thing that the organizer of the planning meeting needs to pay attention to is a clear statement of the question and definition of the purpose of the meeting. The manager needs to think in advance what information will be needed to solve the work problem, who can provide it, what will be a positive result of the meeting, which specialists to familiarize with the issues raised in advance. Proper organization of the planning meeting will increase its effectiveness, discard unnecessary conversations, focusing the attention of the invitees on a specific topic.
• The second is the composition of the participants. The manager, knowing what kind of information he is interested in, must determine which specialists, managers or employees own it and can give answers to the questions posed.
• The third is the clarification of the venue. To get serious results, it is necessary that outsiders do not interfere with the discussion. The meeting room should be separate, impassable and large enough to accommodate all participants.
• Fourth, determine the start time of the meeting. The best option would be to choose a fixed day and time for planning meetings. However, if necessary, such meetings can be held at any time convenient for all its participants, especially the most important ones. Time is negotiated in advance, several hours or even days in advance.
• Fifth - drawing up regulations. The planning meeting should both begin and end at a predetermined time. Information must be presented as clearly and understandably as possible. It is for this that the order of questions and the time of the report of each of the participants are regulated. For example, the performance is given no more than 7 minutes.
• Sixth - pay attention to all the necessary details. Pens, paper, water, projector, screen, laptop, printer, etc. Everything should be prepared in advance and not take time at the planning meeting. It is better to check the technique further.
• The seventh is the appointment of a planning meeting secretary to fix the process, the results of the discussion and the preparation of the planning meeting order.

What questions to discuss at the planning meeting

The main task of holding planning meetings is to draw up mini-strategies and plans for each working day. The second task is the assessment of the previous day, reports, analysis of identified problems and assistance in their solution. You can make a table where employees will enter the received instructions, goals and a mark on their implementation. It is better to open access to all employees of the department and its head.

For example, conditionally tasks and goals can be subdivided:

1. for clients on a specific day;
2. on payments for a specific day;
3. on accounts receivable and the work done on it.

The third task is typical for thematic planning meetings. Here it is important to devote the maximum time of the meeting to a given topic or discussion of a pre-announced issue.

How to conduct planning meetings creatively, eradicating boredom

1. Nothing has such a beneficial effect on the working mood as a change of scenery. To make the planning meeting creative, it is better to choose an unexpected place for it. It can be a street, a cafe or just a cozy space within walking distance from the office.
2. The time of the event should also be unusual. Half an hour before a break or end of work, during a lunch break or in the middle of a working day.
3. A creative approach can be expressed in the selection of unusual material or the issuance of it not to each participant, but only to some.
4. Switching off phones during the meeting - required condition to focus on problem solving. You can put them together, emphasizing the cohesion of the team.
5. The organization of the planning meeting will also become creative not in the meeting room, but in the conference call mode or via Skype.

The choice of the method of conducting should be dictated by the objectives of the meeting. It is not worth solving global issues at planning meetings prepared in the form of a game. It's more like a farce and a waste of time. Discussion of organizational issues, competitive amateur performances, corporate events, incentives, etc. - these are suitable topics for creative planning meetings that reveal the potential of employees.

Like any other meeting, the creative mini-meeting ends with the head's words of gratitude for participation, summing up. He can make notes about the conclusions, further goals and an effective solution found at the planning meeting. working problem.

Expert opinion

Visualization on the board - an effective means of conveying information

Alexander Vinogradov,

founder and CEO of startup Revenga, Moscow

I have no doubt that displaying sentences on the board is very fruitful. Participants in the discussion are much more active in expressing their opinion, suggesting various options. In my previous office, there were about eight such boards. We hung them in every department and in common room for meetings. There were cases when a specially painted wall replaced the board, allowing you to write with an ordinary marker and erase it with a sponge. However, the paint was not of very high quality, it quickly fell into disrepair, and we returned to the regular format negotiating board.

Discussing any issues with a marker or chalk and a blackboard is very effective. Everyone sees your point of view, understands it, agrees, and if not, then write your own. As a result, joint efforts easily solve any problem.

The board is convenient not only for planning meetings, you can place important notes, reminders on it, any scheme looks clearer, you can write down step by step and immediately discuss the process, come up with a new product. Recording thoughts removes their blinders, allows you not to miss a single detail, especially if the process lasts more than one day. By my example, I would like to convince my colleagues and newcomers that it is not necessary to consider the presence of a board as a coercion to publicly express one's thoughts. The board is an indispensable attribute successful work. You are used to using e-mail, Skype, and here - realizing the convenience and benefits of discussing on the board, be sure to place it in your office.

Many years of practice have confirmed my opinion that all disputes, erroneous decisions and problems are always the result of unwillingness or inability to listen to the opinions of others. In such cases, I learned to give a marker in my hands and ask me to write or draw what they are trying to convey to me. I draw or write from above, as I see it. By comparing the pictures, we see the problem more clearly, and understanding the problem is half the solution.

A new look at holding a planning meeting: meetings “on their feet” and at the signal of Elvis Presley

Most people at the word "meeting" imagine an uncomfortable room, relaxed listening to long, drawn-out reports, fruitless and not always clear discussion of some issues. Such an environment does not allow the staff to concentrate, realistically assess the situation and express a useful opinion, and the leader is forced to constantly attract the attention of the audience and remind the theme of the planning meeting.

The hallmark of a successful leader is the ability to organize and conduct the most effective meetings of employees. The regulations prepared by him clearly define the topic of the meeting, do not give the opportunity to get away from it or move on to another one. Specific issues require specific solutions.

To come to a constructive proposal, it is not necessary to sit in chairs. Active time makes more and more popular planning meetings, most often held in high-tech companies, where innovative approaches to solving any issues are quickly picked up. Such meetings "on their feet" allow top managers to avoid protracted negotiations with a large audience, which may not even be included in the process under consideration, but expressing empty opinions.

For example, the leadership of Atomic Object, a product development company software, each morning begins with a planning meeting held while standing. Mandatory attendance, keeping discussions of non-working moments to a minimum, clear questions and the same answers make these meetings as productive as possible. It has been practically proven that the duration of such meetings “on their feet” is no more than seven minutes, the staff receives the task and immediately goes to carry it out. Such a format does not allow you to relax, on the contrary, it mobilizes and sets you in a working mood.

The Wall Street Journal claims that such quick meetings were common during the First World War, when delay in making a decision was like death. Business later adopted this practice for the rapid exchange or clarification of information and the setting of short-term goals.

Science also became interested in innovation. Research by Alain Bludorn, an American scientist, representative of the University of Missouri, conducted in 1998, showed that standing meetings take a third less time, and the results are no worse than meetings held in the hall in the usual format.

In 2011, VersionOne conducted a survey of over 6,000 employees at various technology companies. 78% of them confirmed the presence of daily short meetings.

The innovative planning meeting, held while standing, is not the only trick used by Western entrepreneurs to optimize work with the staff.

One of the well-known tricks of Facebook's Mark Tonkelowitz is to organize short meetings 15 minutes before the break. He argues that this approach greatly motivates employees to speak briefly and to the point.

Holding quick meetings eliminates the delay of employees. Delayed workers should not be allowed to the ongoing discussion, as they might not hear all the information, and, delving into it, will only slow down the process.

Adobe Systems employee Jan Witucki equated the time lost due to late participants in daily meetings to the time spent developing a new software product, and introduced a penalty of $ 1 for each delay.

Another innovative nuance is the Turnstone division of furniture company Steelcase, which uses the music of Elvis Presley, in particular, his “A Little Less Conversation” (“Less chatter”), as a signal for staff meetings.

In the activities of any company, there are situations when there is no time either for serious meetings, or for "toppers", as they call planning meetings held standing up. In such cases, experienced managers recommend using mobile technologies and holding meetings on the job. Of course, virtual communication and resolving issues through corporate mail or chat will not replace live contact, but sometimes this is the best way out. While stand-up planning meetings are superior in importance not only to traditional meetings, but also meetings with the use of advanced technologies.

Effective planning rules

Rule number 1. Availability of preliminary discussions. First, the problem is considered in small groups, a consolidated solution is developed, and it is submitted for general discussion. A preliminary analysis can also be carried out by e-mail. Having received a letter from the manager with instructions and the necessary material, the employee studies the issue, prepares an answer and sends his options for solving the problem to the authorities.

Rule number 2. Set the exact start time of the meeting. Based on experience, successful leaders have noticed that if you call a meeting at 13-00, then it will start at least at 13-10. But if you designate a start at 12-13, then the staff takes it literally.

Rule number 3. Preparing a written agenda. Even the shortest meeting should be orderly. A written agenda for the planning meeting should be prepared and sent to the invitees in advance so as not to turn a serious discussion into unnecessary disputes.

Rule number 4. Participant interest. You cannot delegate control of the meeting to any speakers. Careful organization, a variety of tempo, format and styles of presentations will make the discussion as effective as possible. With the participation of two opponents in the meeting, who have ceased to pay attention to the others in the dispute, it is possible to change the image of the meeting and organize, for example, a meeting of two opponents.

Rule number 5. Brevity and capacity of speeches. Leadership speeches should be short and full of information. You should voice the problem, express your point of view and stop. Under no circumstances should you interrupt the speaker. Even if his opinion is completely at odds with yours, let him finish his speech, and only after that defend his position. This is not just an element of politeness, it is an emphasis on the priority of one's views.

Rule number 6. Every performance - short summary. The writing on the board of the topic of the meeting and brief postulates of each report will be visible to all participants. This will help you not to deviate from the topic and discuss only pressing issues.

Rule number 7. Each participant has his own place. To avoid conflict, people who have opposing views on the issues under discussion should not sit opposite each other. It is better to unobtrusively plant them side by side, without focusing on this.

Rule number 8. Formation of an action plan. It is important to show the staff that the opinions expressed during the planning meeting are important for the entire team. Based on joint decisions, a clear action plan is formed, which everyone is obliged to adhere to, including the leaders of the company.

Rule number 9. Restriction on leader involvement. The leader does not have to be a participant in all meetings, only those where his presence is really necessary. At the same time, he must know exactly why he is going to the event, what he must convey to the staff and what information to receive. Only the people involved in resolving the issue are invited to the planning meetings, since a large number of participants greatly complicates the discussion process.

What can be done to improve the effectiveness of planning meetings

Planning meeting time is dedicated only to the most important. Information relating to the main work of specialists with clients can come without personal interaction.

In addition to general planning meetings, it is necessary to hold meetings of the administration, meetings of the head of the company without the participation of employees, only by the management team.

The work of the team must be measured by pre-conceived clear indicators. This is the number of meetings, calls, invoices, or sales made that a specialist must complete in a certain time. You also need to know how exactly it will be evaluated. For example, if the call is successful, it entails arranging a meeting, identifying needs, updating data, etc.

In order to control the effectiveness of the transaction, tools are being introduced to track its progress. The main points in working with the client are fixed - from the first call to the receipt of funds to the current account. Clear parameters for the transition between the stages of the transaction are determined. You should also pay attention to progress in customer relations.

The key to increasing profitability is to control the dynamics of changes in the client base. A quantitative analysis of newly arrived consumers, lost and returned customers will help to take timely measures and prevent risky situations.

Expert opinion

Do employees come to planning meetings as something routine? There is a solution!

Valery Metelitsa,

CEO of Lindner, Moscow

In our company, Monday morning begins with an hour and a half meeting. We listen to experts' reports on the work done during the week, I set tasks and plans for the current week, and jointly discuss the progress of projects. Over time, the activity of staff at planning meetings has decreased. People began to perceive such meetings as something unimportant, they are sleepy, there is no emotional return, they may even be late. And I came up with an idea, the purpose of which is to diversify a routine event, to introduce an element of novelty into it.

To do this, I prepare in advance short but very exciting speeches on a variety of topics: a positive attitude in psychology, unusual stories from the lives of prominent people, self-realization and self-improvement, unreal scientific achievements etc. I take some stories from books, facts from the Internet, something from periodicals. I speak, I read, I quote. Sometimes I use a flipchart - I post information, then I comment. The most important thing is that the information is of interest to everyone without exception.

My blog on the infonsuccess.ru resource about success also helps me. There I test themes, analyzing the reviews of friends, subscribers, business partners. Stories help me to positively influence subordinates, examples of success always inspire and awaken the desire for self-improvement.

To be honest, initially the staff took everything very wary. The looks and whispers betrayed everything. But now the “morning readings” have captivated almost everyone. Uninvited experts can also come to the beginning of the planning meeting. For example, at the first part of the planning meeting dedicated to reading, I always see the secretary and the chief accountant. Bottom line: morning planning meetings have become very popular and interesting for employees. Lateness has stopped, people are active, interested in the next topic in advance and waiting for something positive. The productivity of meetings has also increased. The dry format of meetings was diluted with an element of drive and positive. The readings have given rise to discussions, colleagues are more open in their conversations with me and with each other. Many offer their examples and topics. I suggested to the head of sales to prepare information about fitness for the brain.

Business plan for a beauty salon for an employment center

Achieve a coherent, fast and effective work team - not an easy task for any leader. The task of the boss is to develop a single action strategy for each subordinate, monitor their work and correct it. In order to achieve fruitful work, you need to understand how to hold meetings, how to properly give instructions to subordinates for a certain period.

Planning meeting - discussion and distribution of work tasks scheduled for a certain time. Such meetings can be conditionally divided into several types depending on their type, time and number.

The first type includes reporting meetings (such meetings are necessary for management to report how work tasks are being performed at the moment), discussion meetings (when proposals are considered and changes to the action plan are discussed) and motivational meetings (where everyone receives their task in the process of solving the main issue ).

Depending on the time, you can have daily, weekly, or monthly meetings.

If we take the quantitative factor as a basis, planning meetings can be divided into general or mass (at which all employees are present) and closed (when a separate group or department is conferring).

Planning meetings has certain advantages:

• Maintains discipline, reduces the number of delays.
• Helps to clearly and clearly set tasks for the team. A short-term plan for the day is much more useful and productive than a six-month plan.
• Indicates the actual performance. This quality is extended if at the planning meeting the employees submit progress reports to their superiors.

Do not forget about the high motivational role of meetings. Conducting a meeting competently means positively influencing the mood of employees, giving a charge for fruitful work and stimulating performance improvement. In addition, this property contributes to the establishment of positive relations between the team and superiors.

On the other side, planning meetings also has its downsides.:

• Long meetings take strength and energy from employees.
• Sudden, unscheduled meetings are usually ineffective.

To avoid such negative factors, you should conduct meetings thoughtfully.

Expert opinion

At the planning meeting, employees offer new ideas for business development and sales increase

Hasmik Gevorgyan,

CEO and one of the owners of the Provocatsia chain of stores in Moscow

We reward and fully support our employees who are interested in increasing brand awareness. Our franchisees have decided to hold special meetings 2 times a month, where employees express their thoughts and suggestions on how to develop the company and increase sales. The authors of the most interesting projects and ideas receive a bonus of up to 15% of salary.

Some of our best T-shirt prints were originally designed and suggested by employees. Thanks to our employees, we increase the visibility of the company by sponsoring cultural youth events.

A striking example: one of our employees in Tula offered to participate in the organization of municipal sports competitions and evenings in clubs. The creativity and purposefulness of this worker became the key to the fact that our advertising appeared in popular city cafes. Ultimately, sales in the city of Tula increased by 2 times. Similarly, the employee's income also increased - a few months later he became the director of the store.

3 components of successful planning meetings

1. information component. Make the material interesting and useful for the listeners. If boring information cannot be avoided, try to submit it in an unusual way. The information provided at the planning meeting should be useful and exciting. If you're going to have a successful meeting, it's best not to give insipid and dull information.
2. emotional component. Fascinating material with poor presentation is bad material. Remember the university - it was boring to spend time in some classes, the students literally slept in the classroom, and in others everyone wanted to get to the bottom of the matter and discuss.
3. The leader who leads the meeting. The authority of the speaker directly affects the assimilation of information. If you haven't reached high rhetorical skills yet, work harder on the first and second points before holding the meeting.

How to conduct planning meetings, avoiding resistance from employees

It's no secret that employees often have a negative attitude towards planning meetings. It is worth understanding the reasons for this perception.

First of all, the original origin of such planning meetings is associated with people with a time when communication facilities did not allow coordinating the work of people and it was necessary to personally gather with the whole team and discuss important work issues for hours. Since there were simply no other ways to find out or discuss important points, tons of questions, comments and suggestions on the work accumulated for the meeting. Therefore, the meeting had to be held for several hours.

Secondly, many office workers are annoyed by the fact that the planning meeting takes up 1/5 of all working time. At the same time, there is not so much to discuss - the boss's speech usually takes up half of the entire meeting.

Thirdly, if you hold a meeting every day, then employees will soon treat it as an event “for show”. Employees will not report detailed and interesting about the progress of work or any changes, because they simply may not happen in such a short time. The main goals of any company are long-term plans, so you should not take valuable time from employees to listen to “things are normal, we are working.” Only in critical cases, emergency situations and urgent tasks does it become necessary to hold daily meetings.

How to conduct a planning meeting by choosing the right format

1. Information meeting

You can hold such a planning meeting on Mondays, make it a weekly event for each department of your company, for each head of the department. The purpose of this meeting is to find out what has been accomplished in the past week, what has been achieved, and what is planned for this week. Managers can communicate important information to subordinates and motivate them to work productively. Do not delay the time - it is best to hold a meeting within 30 minutes.

2. Distribution of tasks

This short meeting is best done early in the day. Managers distribute daily tasks and explain them to employees. If there are no questions or important information, such a planning meeting will not take up much working time from employees.

3. Planning meeting

It is necessary to conduct such a planning meeting after all employees have been notified in advance in writing or in electronic format. Let them prepare on the topic, set a meeting time and meeting secretary. Also send the conclusions and results from the meeting to everyone who was present or should be at the planning meeting. It is important to note that such a planning meeting should not be held for too long. If this still cannot be avoided, be sure to arrange time-outs for rest or a snack.

4. Creative planning

If this time you have nothing to offer the team, a good option would be to hold a planning meeting in a non-standard format. It could be a competition best idea or brainstorming.

5. Planning meeting for conflict resolution

Do not forget about the human factor and possible misunderstanding in the team.

The correct position of the boss is to identify and solve such a problem. Holding a meeting for this purpose will be more than ever welcome. You need to give each person the opportunity to explain their position and tell what exactly does not suit them. The format of such a meeting should not be strict, let people talk or argue, arguing their opinion. Once you have identified the difficulties together, you need to overcome them. It is not necessary to take it on yourself, HR specialists and senior managers will help you.

You need to conduct a meeting by choosing an interesting topic for everyone - so that everyone wants to speak, and you have the opportunity to regulate the conversation and adjust its direction.

Summarize the meeting, collect everything said by the participants and present them with the results.

There is no need to warn colleagues from the very beginning that the planning meeting is being held because of a conflict that has arisen. The exception is special meetings organized exclusively to resolve such situations.

How to increase the benefits of planning

Poorly organized planning meetings, meetings and gatherings are absolutely useless and even harmful. Because by themselves they do not create added value, but a huge amount of time can be spent on them.

Learn the rules for organizing effective meetings from the magazine "Commercial Director", which will move the workflow with a minimum of time spent.

How to hold planning meetings daily: a step-by-step algorithm

Step 1. Determine the goals of the morning planning meeting

Each organization must present and plan the results of its work. Based on the set goals, you need to draw up a phased plan for their implementation.

Select the goals from the list that are suitable for your business:

• Setting goals

The main thing for which it is worth holding collective meetings is task planning. An employee's daily plan should not include more than 3 tasks and 1 focus. Ideally, each employee himself outlines tasks and focuses for the day and reports this to the manager.

To set realistic and achievable goals, use . It is best to plan work in specific numbers. Visualize information: it is better to hold an event in a room with a projector or a board on which you write down the main tasks. Focus on the day specifically mark with a marker and emphasize it during the conversation.

It is best to have each employee write down their plan.

• Feedback from employees

Very often, employees, faced with a problem or an incomprehensible situation, do not report it to their boss. As a rule, this is discussed between colleagues and is not considered worthy to report to management. It is necessary to establish constant contact with subordinates. Employees should get into the habit of telling the manager about what worries them and excites them in the process of performing their duties.

In this case, the manager needs to hold separate meetings to listen to each problem and respond to it properly, even if he believes that the situation is not worth it. special attention. Also, look for the root of the problem, not the culprit. Assign a specific person responsible for fixing the problem, and allocate a clear deadline for this.

• Transfer of experience and training

Be the first to speak - tell your colleagues how you yourself would perform the assigned task. Start a discussion, ask employees how to do this or that work better and more fruitfully. You can hold a planning meeting in the format of a game or take a business case so that everyone can participate in the discussion.

You can conduct training: tell or repeat scripts, typical answers, product benefits, company promotions, and the like with colleagues. Involve the entire team in this process.

Do not repeat yourself, teach employees something new every day, develop them!

• Increasing team spirit

Talk about the company as a close-knit team - use the words “we”, “our team” in your speech.

Report new and interesting things for the last day: what happened yesterday, company news, its successes (even small ones). If you have an internal mailing list, this does not mean that every single person reads it. Therefore, the most interesting and important things can be told again at the planning meeting. If the information is not entirely positive, employees will have the opportunity to discuss a plan of action.

Remember important dates for employees, talk about them (birthdays of the employees themselves, their families, children, an important event for the company, and so on).

• Team motivation

You can hold a meeting in order to charge the team with positive for the coming day. For this you need:

• Praise one of the employees (best in sales, good quality, gratitude from the client, solving a difficult situation, etc.).
• When assigning tasks, explain how the work will positively affect the overall goals of the company. Let each employee know that he is important.
• Use motivational words and phrases: "Let's do it!", "Show what you are capable of!" etc.
• Show that you believe in each employee, often say phrases such as “We can”, “We will succeed”, “I am sure”, etc.

An important rule to hold productive meetings is to speak only about positive things, do not scold anyone at the planning meeting, do not scold the team. In the morning it is worth talking only about the positive!

Be sure to use all of the goals mentioned above, but not everyone needs meetings at once.

Step 2. We draw up the regulations

Once you have chosen the objectives of your morning meetings, you need to decide how to conduct them. The regulations can be printed out and hung in the office where the planning meeting is held.

Decide how long you intend to hold the meeting, and write it down in the rules. Fifteen minutes is enough time to have an effective meeting. In addition, make a specific plan: what you will talk about at the meeting. For this you need:

The meeting needs to be done on a positive note. Greet the team, mark one of the employees for the work done and success over the past day. At the end of the meeting, you can congratulate the team, wish them a nice day, or motivate them to work productively.

At the beginning of the planning meeting, report what has been done over the past day. Set new tasks based on what has already been done. After that, you can conduct training or start repetition.

Get the reaction of the team, chat with him at the end of the meeting, so as not to drag out the event. If the topic for discussion is too difficult and requires more than two minutes, take it to a separate planning meeting or assign a specific employee to solve it.

Step 3. Getting ready for the meeting

In order to properly and competently conduct a planning meeting, you should prepare for it in advance. Preparing for the morning meeting is best done in the evening, and be sure to write everything down.

Tasks for the day should be consistent with longer-term goals and take into account the problems that arose from the previous day. Separately, for each item, write down what you will talk about: positive news, problems, recent events, learning.

Step 4. We hold a planning meeting

Start the meeting with a plan. Say hello to the team. Keep track of the time so that the meeting does not last longer than 15 minutes.

During the meeting, observe the reaction of workers to each stage of the meeting. So you can determine what was interesting to the team and what was not. If some information is not of interest to employees, consider whether it can be removed from the plan or the way it is presented can be changed.

You can understand how effectively you conducted a planning meeting by the indicator of the quality of work of employees, the level of sales. If productivity has increased, then the planning meeting was organized correctly.

Expert opinion

How to conduct a non-standard morning planning meeting

Dmitry Grishin,

Chairman of the Board of Directors and one of the founders of Mail.Ru Group in Moscow

For us, holding meetings of an unusual format is a common thing. Each one takes less than half an hour. Planning meetings are open to everyone, any employees can participate, and not just those who are directly related to the topic of the planning meeting. We speak standing up to move away from the usual format of work in the workplace.

Finding as many creative ideas as possible to solve the problems that have arisen, even those that seem completely unrealistic, is the main goal with which we started holding such planning meetings. The proposals are criticized strictly to the point, without emotions, speaking only about the technical side of the issue.

Everything proposed by the team is entered into a special database. Holding events of this format means giving employees the opportunity to hear each other and not get hung up on an insignificant problem. Everyone feels involved in a common cause, important for the company, and this, like nothing else, gives an incentive to work.

How to conduct a planning meeting in the department

Each of us understands how much the heads of departments have to do. In addition to the usual work, they take on problem solving and general organization of the entire department. The effectiveness of the work of the chief depends on what methods and management tools he uses. Is it worth spending time and holding meetings in this case?

It all depends on the approach of the leader to the issue of planning meetings. In one case, the bosses approach holding planning meetings in a very formal way, even if the company rules require that such meetings be held. Such a leader believes that the main thing is more effort, fewer meetings. Other department heads decide to hold meetings on their own initiative, because they know how effective such a tool is for improving the quality of team work.

If the mentor of an entire department believes that meetings should be held simply because “it is necessary,” then he should not waste time holding planning meetings. Any events organized only for the sake of appearance affect the work only in a negative way. Based on the name itself, a planning meeting is a competent planning of actions to achieve the company's big goals.

Based on the Deming Cycle, the planning meeting is a periodic check (Check) of the work of the team in order to change or redirect the movement (Akt), if necessary.

How often to hold planning meetings in the department? Daily meetings in the department are necessary only for new or inexperienced employees who cannot cope without constant monitoring and advice from superiors. For a more cohesive and experienced team, meetings should be held once a week, on the same day, approximately the same in time and structure of the planning meeting. This is necessary for the purpose of discipline.

Most often, the leader refuses to hold a planning meeting, because he considers it a waste of time. Interaction with the team turns into a brief monologue without feedback from employees. With this approach, most of the functions are lost, except perhaps informational and, in part, disciplining.

For any leader, interacting with a group is much more difficult than interacting with each employee individually. Managing a whole team at once is the skill of an experienced and good boss. Such a leader knows how to conduct a planning meeting correctly: quickly and to the point, while getting a “return” from the group, discussing some issue with them and, based on this, regulating the work of the department. It is best to keep within a half-hour meeting (+- 15 minutes). It is physiologically laid in a person just such a time for the greatest concentration of attention.

The introduction of a new event - planning meetings - will take some time. Often it will take more than one meeting to make such a tool work. If the head of the department begins to listen to the response of the team, he will receive a lot of new information that no one has expressed before. But now the case has turned up - the leader himself asked! It will be necessary to define separate roles for employees and their appointment in the work of the whole group, overcome objections, and argue their position in the best possible way. Often, managers do not complete the implementation of a new tool and, being a couple of steps away from the ideal result, they return to less effective management, that is, to conduct conversations separately with each employee.

10 rules for how to conduct a morning meeting in the sales department

Often sales managers are good at the basic responsibility of talking to people and selling a product, but at the same time they are not at all able to act according to the plan, analyze the work done and work steadily. If the manager has already received a lot of orders for this month, he stops working as actively, makes fewer cold calls, and does not deal with passive clients.

Noticing this trend, the manager can inform the manager about it at the planning meeting, say that his shirking from work has been noticed and controlled. Of course, managers will look for an excuse not to participate in the meeting, arguing that they are busy. You can conduct a meeting from the administrative management goal when the manager can influence the work and improve it if he notices a decline or an emergency.

To conduct a planning meeting as efficiently as possible, you need to adhere to these rules:

Rule 1. Periodicity

You should have morning meetings at the same time every day, regardless of your mood. Over time, the planning meeting will become a habit and will serve as a signal for managers to start working. There were cases when the absence of a meeting or its poor organization broke the usual way of the day of managers, took away a good mood and desire to work.

At the morning planning meeting, managers must fully recover, wake up and understand - it's time to start working!

Rule 2. Discipline

The 3 keys to a successful planning meeting is to have meetings with a precise structure, defined goals, and the same time. If the rules are followed, the planning meeting has a positive effect on the work of managers, deviation from them, on the contrary, harms work.

The meeting must be held at the same time. Employees must arrive at the office in advance and not be late. You need to tune in to work before and during the meeting, so that you can immediately start working after the planning meeting is over. Each manager must prepare in advance for the planning meeting, set goals for the day and calculate all the indicators so as not to take time from the whole team during the meeting and not be distracted by himself.

If you choose to have a game-based meeting, allow approximately 45 minutes for this. This is more than for a regular planning meeting, but very effective for the work of the team and the financial performance of the company.

Rule 3. Vigor

The morning meeting sets the mood for the employees for the whole day.

If you hold a boring and uninteresting planning meeting, then there will be no positive effect from work that day. Give information clearly and interestingly, do not let the team drift off topic or ask about things that are not related to the overall work of the team.

At the planning meeting, it is worth talking only about what applies to all employees. Such an event is collective labor and not just time to sit out.

Rule 4: Train Your Managers Constantly

Every time at the end of the working day, ask the managers how the work went - what difficulties arose, what objections from customers could not be overcome. Summarize the information to spend part of the morning meeting, sorting out the situation with the team.

First, let the manager himself describe the problem that has arisen. After that, briefly review the theory on the topic, such as an argumentation section. After that, arrange a brainstorming game during the game: the role of the client will be taken by the manager who is faced with the difficulty, and the rest of the subordinates offer options for solving the problem.

The discussion should be conducted in such a way that each employee takes part in the search for a solution. You do not need to explain on your own and each time how to cope with the difficulty, let the team find a way out by interacting with each other.

Such an approach with daily learning will enable managers to constantly improve and not be afraid to face a problem.

Rule 5

The rule is very clear from the title. If you stop controlling the work of managers, you will not see effective work.

Rule 6. Team motivation

When conducting a planning meeting, report not only the overall results for the previous day, but also highlight the managers with the best and worst performance. This will not negatively affect the work of employees, but will only give an incentive to work just as well or to improve if something failed yesterday.

It is important to note not only quantitative indicators, but also the quality of work. Praise the managers who communicated with the client better than others. You can listen to the conversations of employees yourself or apply for a report to the quality control department.

Rule 7. Specificity in plans

When planning his day at the morning meeting, the manager must decide what sales he will make, who he will meet, how much he will receive. It is necessary to get used to holding the event in such a way that managers always give out this data in specific numbers and names of organizations. Let the manager clearly name the companies he will call and go to, even if he does not have specific responses from clients scheduled for today.

In addition, the daily plan should be part of the monthly goal. In other words, if the monthly sales plan is 500,000 rubles, then the salesperson cannot plan to receive 15,000 rubles per day, since such a pace will not lead to the completion of a long-term task.

It is imperative to deal with the objections of your own employees who do not want to set themselves a high bar, referring to superstition or simple discontent. Teach employees to set ambitious goals.

Do not forget that the plan must be real and feasible, and not just said. The manager must understand that the task set for the day is real, and strive to achieve it.

Rule 8. Check the readiness of the whole team

Before you send your subordinates to their places, check their readiness. We are talking about both external resources (materials for presentations, business cards, telephone bases, etc.), as well as internal, “human” ones - whether everyone has the right mood or you need to work with someone separately to motivate them for productive activities.

Rule 9

To complete the planning meeting, come up with a bright motivating phrase that will serve as a signal to start work - for example, “For business!”, “Forward!” etc.

Such a phrase will serve as an anchor that will additionally energize the team.

Rule 10. Visualization

To run a planner with greater effectiveness, it is imperative to design a board on which the results of the meeting and the rating will be attached, so that employees can see the overall achievements, their performance and how close they are to the implementation of the monthly plan.

How to hold a planning meeting every week

If you want to conduct a planning meeting effectively, you need to consider two conditions. First of all, the time allotted for the meeting is not to be long, about half an hour. The second is recording during the planning meeting. The goals voiced by the leaders must be written down.

The weekly planner consists of four stages:

Stage 1. Announcement of the company's goals

It is best to have a weekly meeting by starting with a review of the main or long term goal firms. For example, "Prosperous company with an extensive market." After that, name the task for a shorter period - like "Increase the organization's income for this year by 3 times."

Step 2: Team leaders take turns telling what they did last week to achieve their goal.

It is necessary to conduct a planning meeting in order to find out specific information from the leaders about the work done. General phrases, uninformative speech, such as "We managed to increase the efficiency of the department by 10%" should not be allowed. In such a case, it is worth asking correctly what measures were taken.

If the head of the department continues to give out information of a general nature, the meeting leader should interrupt him and directly ask if there is information worthy of review at the meeting. If not, you need to move the meeting forward, passing the floor to another unit.

If you hold meetings of this format, you can clearly see the results of the work of each department of the company. In addition, this way it turns out which of the leaders are working hard for the good of the organization, and who are just pretending.

Stage 3. A goal is set for next week for the whole company, and leadingseeksthe consent of the participants for this purpose

Give each leader the opportunity to tell what his department is going to do this week, how he will carry out the plan. Record the planned tasks in a journal.

In addition, department heads will have the opportunity to interact with each other: ask another department to do something if joint efforts are needed. After discussion, such goals should also be recorded in a journal.

Stage 4. The meeting leader asks if they are ready to really achieve this week's goal and announces the start.

This form of planning helps to achieve the most positive results. Heads of departments begin to work hard and achieve high performance in their department or vacate the position for more valuable personnel. It is with the help of such meetings that one can understand which of the colleagues is making maximum efforts, and which is only creating appearances.

Expert opinion

The best option for weekly planning meetings is multi-level

Vladimir Kiselev,

General Director, partner of CJSC "Company SHERP" in Moscow

Weekly planning meetings are obligatory events for every company, where the results of work are reviewed and discussed and goals for the next week are set. It is best to hold meetings at each level. First, the heads of departments and the General Director meet, and after that planning meetings are held in each department with his immediate supervisor. At secondary briefings, executives may also announce information that applies to the entire company and each employee.

It is important to hold a planning meeting not only within the strict framework of the stated topic, but also to enable employees to find out information of interest and discuss work issues. The role of such meetings is very great: this is how the team learns about new goals, changes in the plan or other news. The CEO must hold meetings with employees who do not participate in weekly planning meetings once a month or quarter.

How to conduct planning meetings with creativity

1. Choose an unusual place

Meetings are not limited to the office. Look for beautiful place in your city, promenade, pedestrian street or cafe. The main thing is that you can quickly get there from work and to work.

A place that colleagues will like: a coffee shop, an embankment, a park area. The only caveat is that the place should be located close to the office so that everyone can quickly get there.

2. Schedule a non-standard time

Try to hold meetings not in the morning, but, for example, at lunch (only without leaving the team without food) or 30 minutes before the end of the working day (this speeds up the pace of work!).

3. Materials used

Give the office not to all participants, but a set of paper and a pen for 2-3 people. Thus, they themselves will decide who and what will write.

4. Take away everyone's phones before the meeting

A good solution is to hold the meeting without distractions. At first, this will cause some embarrassment and confusion, but then it will significantly increase the concentration and involvement of participants in solving problems.

5. Change the format of the event

You can hold a planning meeting by phone or Skype to diversify the usual rhythm when everyone is used to sitting in a meeting room.

Expert opinion

Can a planning meeting with cigars, hookah and whiskey be effective

Nikolai Novoselov,

Director of ArtNauka, Moscow

Based on personal experience, I can say that an increase in the number of meetings has a negative impact on the productivity of the company. We tried to conduct an “office silence day” and made sure that this approach gives a better result than the planning meeting itself. Unfortunately, this method does not suit us completely, we cannot spend a day without meetings every week, as we are engaged in the field of the event.

Employees would like to participate in a planning meeting more if they hold meetings with a cigar and drink whiskey. In such an almost informal environment, colleagues can say much more and express their opinions honestly. I was not afraid that familiarity would appear in the team if such planning meetings were held. Relations between employees have not changed, people just feel more relaxed, express their opinion about the situation and give good advice.

How to conduct planning meetings using the experience of successful companies

Properly holding meetings with the team does not always mean organizing meetings in the usual format, when everyone gathers and sits in chairs. In modern companies, in which non-standard methods are quickly taking root, more and more people are trying to hold meetings standing up. Meetings "on the legs" help to get rid of empty, drawn-out conversations, to hear only the most important information.

Atomic Object, a software development company, long ago decided to hold meetings on its feet. Thanks to this creative format, management achieves maximum results: no unnecessary reasoning, clearly posed questions and correct answers. Practice shows that standing meetings take no more than 7 minutes - the team plans the day, listens to instructions and immediately begins to work. If you hold meetings of this form, employees will not have the opportunity to relax, and they will have to act and speak more actively.

The Wall Street Journal reports that even during the First World War, it was customary to hold short planning meetings, since slowness was unacceptable. Later, a similar format was transferred to business, in which there was a need to speed up interaction and information exchange.

The benefits of the new meeting format have been scientifically proven. Academic researcher Alain Bluedorn of the University of Missouri has found that standing up for meetings means less time for employees, but achieves if not better, then exactly the same results compared to regular meetings.

Poll results Version One conducted in 2011, about 80% of employees out of 6,000 surveyed confirmed that it is customary for their companies to hold short meetings every day.

In addition to gliders "on their feet", Western companies have come up with other innovations for more efficient work.

For example, in a company Facebook decided to hold short meetings 15 minutes before the break, thereby initially setting the duration of the meeting. Employees say that this method brings good results: people speak briefly and only on the topic.

If it is necessary to fight discipline in the company, to reduce the number of delays, it is necessary to hold short meetings. It is better not to invite latecomers to the discussion, because, not knowing some of the information, they will interfere with the meeting and drag out time by asking unnecessary questions.

In company AdobeSystems decided to hold planning meetings and at the same time deal with delays. They even provided for penalties for those who come at the wrong time. The time lost through the fault of latecomers was equated with the time that could have been spent on developing programs. So the penalty for each delay is $1.

Company steel case invented its own peculiarity - the signal for the beginning of the meeting is the composition of Elvis Presley - "A Little Less Conversation" or "Less chatter".

If the employees of the organization do not have time to conduct not only a regular, but also a short planning meeting, you can hold a meeting using communication tools. In such cases, you can choose to communicate via chat or company e-mail in order to convey the basic necessary information to colleagues. At the same time, holding meetings “on the feet” is still more effective than any other planning meetings.

Information about experts

Hasmik Gevorgyan, CEO and co-owner of the Provocatsia chain of stores, Moscow. LLC "Provocation-production". Field of activity: production and sale of clothing and accessories with provocative prints. Territory: head office - in Moscow; production - in Tver; outlets and stores - in more than 100 cities of Russia, Belarus, Ukraine and Kazakhstan. Number of employees: 55 (in the parent company).

Dmitry Grishin, Chairman of the Board of Directors and co-founder of Mail.Ru Group, Moscow. Dmitry Grishin has been the head of the board of directors since March 2012. In 2005, he became one of the co-founders of Mail.Ru Group, where from November 2010 to October 2016 he served as CEO of the company (Russia). Dmitry has been with Mail.Ru since 2000; in 2001 he was appointed technical director of the company, from 2003 to 2010 he served as general director. Graduated from the Faculty of Robotics and Integrated Automation of the Moscow State Technical University. N. E. Bauman. In 2012, he founded GrishinRobotics, a venture capital firm to invest in consumer robotics worldwide.

Vladimir Kiselev, General Director, partner of SHERP Company CJSC, Moscow. Vladimir Kiselev - General Director and senior partner of the consulting "Company SHERP" since 2000. He has been working in the field of personnel management since 1996, since 1998 he headed the personnel management service of a large diversified holding. CJSC "Company SHERP" exists since 2000, is engaged in the formation of highly efficient management teams and the development of clients' business, using innovative proprietary technology.

Nikolai Novoselov, Director of ArtNauka, Moscow. IP Novoselova T.A. (Art Science). Field of activity: conducting shows, team building and presentations based on scientific experiments. Territory: head office in Moscow, eight representative offices in Russia. Number of staff: 10. Number of shows per year: 340.

The head of the department is a very busy person. Indicators, regulations, solving complex problems, organizing everyone and everything to move towards the goal - everything is on his shoulders. The more correctly the set of management tools is selected, the more effective the leader. Is it worth spending time on such a tool as a planning meeting in a linear division?

Even in companies where planning meetings are mandatory and regulated, managers often approach them formally - shoot back for show and work on. Planning meetings are considered a waste of time, which theorists came up with. Their motto is "Practitioners need to work, not consult." At the same time, in companies where the planning meeting is optional and is a personal initiative, there are managers who, without additional reminders, gather employees at a certain time and talk with them.

Why are these "strange" leaders so "inefficiently" wasting their precious time, if no one obliges them to do so? I had to delve deep into this issue lately. The crisis has required top managers to dive deeper into the business. The rules of the game in the market have changed, and in order for the company not only to stay afloat, but also to use the crisis to strengthen its position in the market, it is necessary to become closer to customers - both external and internal.

In order to quickly respond to changes and increase the level of control over the situation, I, among other things, began to regularly join planning meetings in departments and compared different styles of conducting them. The figures were revealing: it turned out that of the 12 single-profile departments in which both sales and contract enforcement are carried out, the highest and most stable indicators are where planning meetings are held weekly. And this is no coincidence.

Purpose of the meeting

If the manager answers the question about the purpose of the planning meeting: “Because it’s supposed to,” it’s better not to hold it at all. Any formal events "for show" only work in the negative, they teach you to work not for the result, but for "the appearance of movement towards the goal." The name "plannerka" suggests that its purpose is to update the movement according to the planned plan towards the goals set.

If we consider this event from the point of view of the Deming cycle (Plan - Do - Check - Akt), then the planning meeting is a regular control (Check) of activities in order to draw conclusions and, if necessary, correct the movement (Akt). But there are statistics for this! Is it worth it to gather more people? It is certainly worth it, and the main functions of the planning meeting help us to make sure of this.

The main functions of the planner

1) Information. Employees have few ways to get information about the situation in the company and the market:

• official published information, which is sometimes overlooked or not fully understood;
• gossip, often very far from the truth, but discussed with great pleasure in canteens and smoking rooms;
• first-hand information, with explanations and emphasis on important points, which the leader gives at the planning meeting, paying due attention to working out objections and reducing the effectiveness of word of mouth.

And obligatory informing employees about the movement of the department along the intended path.

2) Control. In addition to dry and categorical figures, the ability to control the atmosphere in the team, clarify the reasons for success or decline in performance. Based on the results of the planning meeting, failures in the chain of interaction within the unit and in the company are often found out, and the manager immediately takes action to eliminate them.

3) Motivational. Employees need attention. Recall the famous Hawthorne effect in management - labor productivity increases from the fact that attention is paid to the activities of employees. A planning meeting is one of the best ways to regularly remind employees that they are important and their work is given enough attention.

One of the employees in the department had a breakthrough, a take-off - a good reason to recognize achievements and, if necessary, support the competitive spirit in the department. And yet, in addition to numbers, you need to see the eyes of your employees. Managers need to listen carefully to their employees. The behavior of the employee has changed, the fuse has disappeared - a reason for the manager to include an individual conversation in the weekly plan.

4) Educational. In this function, the planning meeting is an indispensable tool for simplifying the manager's difficult managerial work. During the week, a work case, indicative for everyone, took place - the head writes it down and makes it public at the planning meeting. Thus, the annoying need to repeat the same thing to different people many times has remained in the past, and we regularly and consciously “sharpen” our working tool.

5) Organizational. It is a good practice to invite representatives of related departments to meetings, especially at moments of innovation. The opportunity to establish or adjust interaction, remove conflicts, exchange experiences.

6) Disciplining. At motivation, as a management tool, there is one very significant drawback: its action is short-lived. Few people are capable of self-motivation, and it is people with this ability who most often become leaders.

Discipline, regular rituals and rules, which include the planning meeting, are designed to help motivate employees. Planerka is an event. Employees are getting used to the fact that they will need not only reporting in numbers, but also a willingness to justify their indicators. Questions are prepared for the planning meeting, employees collect and transfer cases to the head, which should be shown to the entire department in their opinion. Like a family dinner on Fridays, the planning meeting becomes a habitual disciplinary action according to the rules, when everyone must postpone their business, be sure to be present at the workplace, turn to face each other, finally. This is especially important.

How often to hold meetings

I believe that the daily team briefings are only suitable for newcomers who need a mentoring style of management and support every step of the way. For an established team, planning meetings should be weekly. The main thing is that they should be held on the same day, at the same time, and approximately coincide in duration and order of actions, which will allow maintaining the disciplining function.

An example of a possible planning scenario:

• The head makes an informational message, following the results, employees can ask clarifying questions.
• The manager announces planned indicators and asks employees questions about them. Arranges individual appointments as needed.
• The leader talks about a case study of the week or introduces an invited employee.
• The manager clarifies whether there are urgent work issues that are important for the entire department and require discussion at the planning meeting. Evaluates issues, decides what to discuss immediately, what will require a delayed decision.
• The leader talks about plans for the current week - significant events, meetings and completes the planning meeting.

Time costs

For a long time, we spend time - this is the main reason why leaders refuse to hold planning meetings. It leads to a complete rejection of this tool, or it all comes down to a brief monologue of the leader without feedback from subordinates. Only informational and slightly disciplining functions are preserved.

This is actually a problem: managing "humanely" is easier than working with a group. Managing group dynamics is the art of being a good leader. His goal is to briefly and clearly hold a planning meeting, and at the same time get feedback from employees, which will help, if necessary, correct the movement. The optimal duration is up to 20-45 minutes. It is this time from childhood that is laid in us as a period of concentration.

The strength of a leader is that he sets the rules. To prevent the planning meeting from stretching out, it is necessary to conclude a “contract for the planning meeting” with the employees. For example:

• We discuss only general issues, we take out specific ones for an individual solution.
• We are short and to the point.
• We are not distracted by work issues, we put the phones into vibration mode.
• By stating a problem, we offer a solution.
• Non-working issues are discussed during non-working hours.

The set of rules may vary depending on the situation. The main thing is that the leader manages the regulations and does not delve into the problems himself. The purpose of the planning meeting is to identify, and the decision can be made later, carefully weighing and studying all the details while the department is working. The main thing is to show employees that the stated problems are being solved. Sometimes there are situations in which the planning meeting goes beyond the allotted time, the intensity in the team is clearly visible. Then you need to arrange an additional meeting, often after hours. This is the skill of a manager - to prevent the situation from heating up, to identify markers that show negative aspects in the team.

Of course, it will take time to implement the planning tool in the department. Sometimes you have to carry out more than one event before the tool becomes truly effective. When a leader becomes open to feedback, he will be surprised to hear a lot of unsaid things that employees have long wanted to say, but never had a chance. And then he asked! You have to think over the roles of your subordinates and their use in group dynamics, work with objections, and argue at the highest level. Many leaders do not go exactly this way - becoming, and go into individual management, which is much more labor-intensive and less effective, when there are only two steps to success.

Managers who have a fine command of this tool use it in their departments with great success, because they were able to evaluate its effectiveness. The planning meeting is not a relic of the past and not a formality, but one of the most modern and effective tools that helps in solving the most difficult task to manage - the achievement of the goals of the unit. And it is precisely from these goals that the success of the entire company is formed.

Today I want to talk about a specific management tool. This article is a response to a letter from a friend from Kazakhstan.

"Hello! I need help in the form of advice. I was at a meeting with one district akim (governor in your opinion). He has a problem. There are 2 thieves deputies who do not work (and do not want to work and there is no sense in them, loafers, they sit for the sake of their status) and it is also impossible to fire them, because they are covered from above. And they still don’t want someone to do their work. Thus, my akim is in a trap. I would like to know how to solve this problem. Thanks in advance..."

I think that such a problem is faced not only in Kazakhstan, and not only in state institutions. Sometimes such a friend will sit in the company, everything seems to be fine with him, but there are no results. And there seems to be nothing to complain about, and nothing to fire for. What to do in this case?

I suggest a simple way - weekly planning

• The meeting doesn't have to be long.

Maximum - 30-40 minutes.

• A journal is being kept on the planner

This journal records everything that the leaders are going to achieve during the week.

• The planning meeting begins with the fact that the company's goal is read out.

It means the big goal. For example: "Prosperous Russia, making a worthy contribution to world civilization." After that, the current goal is read out, for example: "Raise revenue by 5 times this year."

• After that, the leader of the planning meeting asks the heads of departments to tell in turn about what they did last week to achieve the goal.

At the same time, the main function of the leading meeting is to ensure that the speaking leader does not "pour water" and does not allow phrases like "we increased the efficiency of the sales department by 15%". In this case, he simply asks politely what specific steps were taken and what was the result.

An answer, for example, could be:

We have trained salespeople. sent over 500 emails to our potential clients. In total, 118 calls were received from interested customers and 53 invoices were issued for total amount 3 million 600 thousand. The total income for the department this week amounted to 1.8 million rubles. which is 15% more than last week.

This answer is acceptable. The moderator may initiate short applause from other leaders.

If the leader is trying to "pour water" or "cast a shadow on the wattle fence", the leader's task is to make other leaders see this. For example, such a phrase is suitable: "It was not an easy week. We thought a lot ..."

If such attempts continue, the leader of the planning meeting interrupts the speaker and says that the planning meeting is now, and if there are no concrete results, then we move on to the next department. Or he may ask the secretary to read the notes from the last planning meeting, and what exactly was planned to be achieved this week in this department.

For example:

1. 1. Conduct a new product survey with 400 customers. Made? No.
   2. Issue invoices for a total amount of 2 million 800 thousand rubles. Made? Exhibited for 17 thousand rubles.Train salespeople. Made? No, we were overwhelmed.
   3. Clearly enough. Let's move on to the next one.

I want to note that at such a planning meeting, it is revealed and made visible to all other managers who achieve results and really help the company move towards the goal, and who skillfully pretend to be flexible hose and mimics useful activity.

• After everyone has shared their results, a goal is set for the next week for the whole company, and the facilitator reaches agreement among the participants with this goal.

The facilitator asks the leaders in turn to say what they are going to do to achieve this goal in their areas, and this is recorded in a journal.

Leaders can ask other leaders to do something extra if their departments are connected and they need joint action. An agreement is reached on this and recorded in the journal.

• After all this, the meeting leader asks if they are ready to really achieve the goal this week, and announces START!

This simple and effective form of holding a planning meeting allows you to achieve interesting results. Managers either start to really produce and achieve results, or run away from the company under various pretexts, making room for new leaders who really want to contribute to the team, and not just portray the appearance of useful activity, being in the rays of glory and honor, receiving no earning.

Well, and most importantly, this form allows even very productive leaders to achieve even more, which I frankly wish you.

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Sat, February 23, 2019 - 09:00

Working with clients, I see that almost every manager (one, five or 100 people under him - it doesn’t matter!) Holds a planning meeting or a five-minute meeting in the morning, while almost everyone does it inefficiently. How do I understand it? It's very simple: each of the leaders, one way or another, is dissatisfied with the results of the morning meeting. My article on how to fix this, and also attached to help you (required to gain access) .

Step 1. Express diagnostics of the effectiveness of the morning planning meeting

Put a tick next to the statement if you agree with the statement:

• Employees are regularly late for the morning planning meeting or go reluctantly
• Every day the morning meeting has a different duration.
• Morning meetings are over 15 minutes long
• Employees leave the meeting nervous, anxious, or dissatisfied
• You tend to think that morning planning meetings are useless - you gradually cease to see the meaning in them
• During the working day, you are constantly distracted by employees, you have to discuss various problems with them
• During the day, the same thing has to be explained to almost every employee.
• Employees do not remember what you said to them at the morning meeting
• Despite the fact that the task was set in the morning, by the evening it is often not completed.
• Your employees make the same mistakes every day

If you checked at least one box, then you need to reconsider the way you conduct morning meetings, depending on your goals.

Step 2. Determine the purpose of the morning meeting.

As in any activity, you need to clearly define for yourself: what results do you want to achieve by holding morning meetings? And, based on the goals set, to form an action plan.

Choose from the list of goals you are interested in:

• Employee motivation

All the goals mentioned above must be present in your work with the team, but not all of them must be set for yourself to achieve during the morning meeting.

For example, you may exchange experience and training on a weekly basis and not in the morning, but at a time specially allotted for this, and all problems and questions are collected and discussed at that time.

At the same time, you should understand that if you don’t set yourself the goal of motivating employees in the morning, then you don’t need to wait for feats - there won’t be any 🙂

Now in more detail about how to achieve each of the goals.

1. Planning and setting goals/focus for the day/week

No more than three tasks and one focus should be set per day. The ideal option is if you do not voice, but each employee will independently say what he will achieve by the end of the day and what he will focus on today.

Objectives must be achievable, specific and measurable, that is, in numbers! Set goals using the SMART methodology(what kind of method can you read .

All people perceive the visual presentation of information better, so it is better to write the main tasks on the board, and emphasize the focus for the day (in the literal sense of the word) during the conversation.

If the setting of tasks is set by the manager, then it is better if the employee also writes down his tasks in the diary.

1. Collection of work problems, feedback from employees

It is important to build communication in two directions, not only you, as a leader, talk to them about what problems have arisen over the past day, but they also need to get used to talking about their difficulties that have arisen in the process of work. Often employees consider their problems insignificant, discussing them only among themselves, and do not voice them to management.

It is necessary to create a field of trust, therefore, firstly, in order to encourage activity, the manager always accepts all the problems voiced by the employees (even if, in his opinion, it is small and unimportant). Secondly, always look for, not the guilty one. Thirdly, appoint a person responsible for solving the problem and set deadlines for its elimination, and, based on the results of the work done, inform about the fact that the problem has been solved.

1. Exchange of experience, training of employees

You can also conduct mini-trainings: bring or repeat standard speech scripts, product benefits, answers to objections, current company promotions, etc. with employees. When training, do not only speak, constantly involve the staff in the process.

Every day teach them something new and useful. Always develop your employees!

1. Increasing team spirit

First of all, when communicating, use words such as “we”, “our team”.

Voice the news of the company, intra-organizational moments, the successes of the organization (albeit small) over the past day. Even if your company has a corporate mail, not everyone reads it, so the main and interesting news can be voiced. Even if the news is not happy, as a team you can think together about what can be done in this situation.

Do not forget to announce solemn and significant dates for employees (birthdays of the employees themselves, their children, round dates of work in the company, participation in competitions, etc.)

1. Employee motivation

In order to give a positive attitude to the team for the whole coming day, it is necessary to:

• find something to praise someone from the team for (the best for sales, quality, etc.; gratitude from the client; solving a difficult or non-standard issue, etc.);
• when setting tasks for the day, explain how the implementation will positively affect the overall goals of the company, i.e. it is necessary to show that each employee is important;
• use words that encourage action: “Let's do it!”, “Show what you are capable of!” etc.
• use words that show you believe in them: “We can”, “We will”, “We will prove”, “I am sure”, etc.

Never chastise any employee at a morning meeting, as well as express dissatisfaction with the whole team - only positive things in the morning!

Step 3. Drawing up the rules of the planning meeting.

Depending on what kind of morning planning meeting you have set for yourself, you need to draw up a schedule for its implementation. It is best to print it out and hang it up at your morning meeting location.

The schedule must specify the start time and end time of the planning meeting. It should be no more than 15 minutes so that the level of perception of information is maximum. And it is also necessary to draw up a plan for conducting, i.e. sequence of what you will talk about. Recommendations for scheduling:

• Remember to start and end the meeting on a positive note. Therefore, start the planning meeting with a greeting, mark some achievements over the past day (of an individual employee or a team as a whole). And end with a congratulation, a wish for a good day, a phrase that encourages action.
• After the greeting, you can report the results of the previous day's work and set goals for the current day based on them.
• Mini-training or exchange of experience, which are designed to help achieve the goals set for the day, should be carried out immediately after the announced tasks.
• It is imperative to get feedback from employees - it is more expedient to do this by the end of the meeting, since it is possible to set a standard time for discussion only approximately and so that the planning meeting does not drag out, it is necessary to control this process. If you see that the problem submitted for discussion is complex and will take more than 2 minutes to resolve, schedule a separate meeting on this issue or determine the person responsible for its solution.

Schedule template for the morning planning meeting:

A sample of filling out the rules of the morning planning meeting(required to access all free additional materials):

I advise you to print out a template of the planning meeting regulations in several copies and make notes about what you want to say right in it during daily preparation.

Step 4. Preparing for the morning meeting.

Good preparation is 90% of success, therefore, as for any event, you must also prepare for the morning planning meeting.

It is better to do this the night before and be sure to write it down!

You set tasks based on what goals you have set for yourself for the month and at what stage of their implementation you are, as well as depending on which ones during the working day.

For each item of the plan, write about what you will say: remember the successes of the day and the difficulties that have arisen, news and events; think over and prepare a mini-learning.

At first, the preparation will probably take you quite a lot of time, but gradually it should be reduced to a maximum of 10 minutes.

Step 5. Holding a planning meeting.

Take your printed minutes in your hands, smile and, looking at the rules, start the meeting. Keep an eye on your watch when doing this so that the meeting does not last more than 15 minutes.

In the process of conducting, note for yourself the reaction of employees to each item of the regulation in order to analyze what information was interesting and what was not very interesting. If something was not interesting or did not bring the expected result (reaction) for you, then you need to think about how important this information, whether it can be removed, or how to change its presentation to increase employee interest.

For you, the main criterion for the effectiveness of your meetings, of course, should be an indicator of the level of performance, sales and quality of service. If the dynamics are positive, then you are doing everything right, otherwise we are always ready to work with you individually!

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