Tuesday 15 January 2019

TWO STORIES ABOUT MEETINGS. ONE IS TOO LONG AND DON’T ACHIEVE MUCH


John has been told by one of his team, Harry that Harry and the others spend 10 hours of their 40 hour week in meetings. John doesn’t know what is being discussed in the meetings or why they take so long.

John is curious: Do they say the same thing in every meeting (which suggest the team need someone to constantly repeat the same message before anything gets done.)

Or maybe they say a different thing in every meeting (which suggest that everything is changing all the time and people are confused and always debating and discussing the future rather than implementing it.)

What needs to change? Is the problem the meetings, attendance, agenda or participation?



Sam always circulates a report of key facts and figures, proposals, plans and price at least 3 days before any meeting so everyone has a chance to read and think about what needs to be discussed in the meeting. The agendas are clear and the minutes record only what was agreed and the key actions.

If someone wants to add something to the agenda they need to let Sam know in advance, otherwise it is rolled into the next meeting. The other thing Sam is careful to do is ensure at each meeting people have completed their tasks from the previous meeting. Sam is quick to thank people for doing good work, but not reluctant to say when someone has failed to do what was agreed.

Sam is also firm about the agenda and the time. If someone rambles on they simply cut it short, get them to explain their idea in writing and schedule it for discussion at a future meeting when the idea is clear and people have had the time to read and think about it.

Is the structure likely to make these meetings more or less productive?



I am a fan of short stories because they are easier to follow than theory and if it is too long you won’t read and won’t remember. If you would like to share your ideas or experience get in contact and I’ll buy you a coffee.

Tim Rogers
07797762051

A STORY ABOUT IMPROVING ENGAGEMENT AND PERFORMANCE


Charlie is tasked with improving the performance of his team and given a set of KPIs (Key Performance Indicators) as a guide to what must be improved. The problem is that Charlie doesn’t know the current score, how often they are assessed or what the target score should be.

The other problem is that his colleagues don’t know what these measures are or how their processes or behaviours effects the scores or their rewards and recognition at the end of the year.

Is Charlie likely to be a KPI – Key Person of Influence?




Sam has agreed the KPIs with his team who are all keen to show what they can do, month by month, in Jan, Feb, Mar to December to improve their scores. They have also agreed a really simple and objective way to measure what is important (and not waste time measuring things they cannot control or don’t matter). They publish these scores and take 15minutes each month to review what went well and what didn’t and what they might do for next month.

Is Sam likely to be able to learn from successes and failures, in Jan, Feb, Mar to Dec leading to overall improvement?




I am a fan of short stories because they are easier to follow than theory and if it is too long you won’t read and won’t remember. If you would like to share your ideas or experience get in contact and I’ll buy you a coffee.

Tim Rogers
07797762051



Wednesday 9 January 2019

Building a Cathedral on Sand



I work for many clients on many projects for many years. Once I was engaged to do a project rescue. I asked an IT supplier to justify their bills or evidence for the work invoiced.

The reply from their CEO was “Don’t try building a Cathedral on Sand”. Their argument was that governance and paperwork was bureaucracy and not a good foundation for their solution.

I thought this was a brilliant title for a book, and told them so. Below are the headings for each Chapter. Do you think I should write the book?

1. We need something
2. Poor specification
3. Big promises
4. Loose contract
5. Weak Management
6. Vague deliverables
7. T&M but no deliverables
8. Inaccurate Reporting
9. Escalating invoices
10. Product Problems
11. Management Issues
12. Better tomorrow
13. A bit more time…and cash
14. Emperor’s New Clothes, or Boy who cried wolf
15. Brought to account
16. Recriminations
17. Reprisals

It’s an interesting admission: That your product is “a Cathedral on Sand”.

Anyone else had a similar experience?