Sometimes we work in a sequential way, she explains: one person writes something, someone else edits it, the original writer reviews the edits and makes a few suggestions, and finally someone else signs off on it. “That’s assembly-line type of work that we do independently,” Morgenstern says.
But for some problems you need a lot of heads together in one room . Those types of conversations require a lot of back and forth that builds on itself, Morgenstern says. “Doing that sequentially by paper orMeetings also build trust and connection between people that is really essential for teamwork, she adds. “They help us find opportunities to work with each other that you would not have even known about had you not met and had that side conversation while waiting for the meeting to start.
But all of those potential benefits swiftly disappear when meetings move into bad meeting territory. Good, effective meetings usually share two characteristics: they have a clear, defined objective and everybody in the room knows why they’re there. Good, effective meetings usually share two characteristics, Morgenstern says: they have a clear, defined objective and everybody in the room knows why they’re there and their role.Guess which camp the weekly staff ‘update’ meeting falls into? We've all been to them: that meeting where everyone around the table reports what they’re working on. They usually lack a clear objective or outcomes everyone knows they need to walk away with.
Wicked bosses left the chat
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