Put an end to pointless meetings: train new facilitation techniques

No more pointless meetings: Practice new moderation techniques. Why do bad meetings feel so inevitable? Have we really resigned ourselves to sitting in pointless meetings – or worse, having to lead them? We shouldn’t. Here are the most common reasons why you sit in a meeting every day and how you can get your schedule under control:

# 1 FOMO :

Too often you worry that your coworkers will judge you or, worse, forget you if you don’t accept every invitation. Instead of saying “yes”, show your coworkers value and engagement outside of meetings. Encourage your team to do the same.

# 2 meeting amnesia:

Do you feel like you’re holding the same meeting over and over again? That could be the case. Make it a routine for yourself to take notes and share these summaries with students. Keeping summaries of your meetings easily accessible will help you avoid repetition.

# 3 lack of accountability:

If you are using your meeting to verify that the work is actually being done, let your coworkers know beforehand that you will cancel the meeting and that they will all save the time if they meet their deadlines before the agreed time.

No more pointless meetings: Train new moderation techniques and build a new meeting culture

# 1 Avoid the meeting FOMO

One of the most common reasons we attend too many meetings is meeting fomo.

Meeting-FOMO  stands for Fear of Missing Out. As meeting participants, we worry that our colleagues will judge us if we don’t accept every invitation.

The ideal employee attends all meetings and consequently too many meetings.

Managers  often see Facetime using Facetime as a substitute for engagement or when they fail to express the opinion of absent employees in meetings.

Employees  can overcome the FOMO fear by demonstrating their worth and commitment outside of meetings. You then make your contribution before the meeting and do not necessarily have to attend the meeting.

Superiors should adapt their leadership behavior accordingly. Facetime is not a substitute for commitment. The focus should be more on the work results.

The FOMO fear can also  affect the  organizers . This then leads to overly bloated invitation lists.

Organizers can easily overcome the FOMO fear. Ask attendees for advice on who to attend before the meeting, and get in touch with key stakeholders after the meeting. This ensures that they receive the information they need without having to attend the entire meeting.

As the moderator of the meeting, you can also make an important contribution to allaying the FOMO concerns of the participants:

• Communicate clearly if some employees are not with you.
• Make it clear that you appreciate her advice and that the only reason you didn’t include her on the list is because her time needs to be used on other priorities.

Above all, however, you should make sure that you do not consciously or unconsciously use your participation in meetings as a measure of their commitment.

# 2 Create a new meeting culture for your  KPI controlling

Sometimes meetings are used as a tool to help maintain KPIs. This KPI controlling is intended to ensure that the participants keep their promises.

Such an appointment can be a powerful motivator. In essence, such meetings are often unnecessary. The employees only report on how they achieved or did not achieve the agreed goal.

Regular Scrum meetings are a better way for ongoing controlling of KPIs. Here the team reports in a transparent and efficient structure. The  Scrum Board  shows the responsible manager the KPIs broken down into To Do’s, Doing and Done.

As a leader, you should keep in mind the opportunity costs associated with meetings. How much does a weekly meeting cost? And what are the personal costs?

# 3 New meeting culture: Leave the Mere Urgency Effect behind

If we cannot or do not want to tackle the important issues, then the handling of seemingly urgent – but actually unimportant – tasks can bring a certain relief.

One speaks here of the Mere Urgency Effect. When we attend meetings, we feel like we have achieved something. As a result, we are reluctant to cancel these meetings, even if objectively they are not as important as our other duties.

The solution to avoid the Mere Urgency Effect:

• Make cancellation or early termination of meetings the standard. This is especially true for recurring appointments.
• Instead of asking, “Is there anything new?” Just say, “If there is nothing new, we cancel. Then we’ll all save an hour. “
• Make a habit of asking if you need to go to the next meeting at recurring meetings.

This seminar could also be of interest to you on the topic of new meeting culture and agile leadership

What does agile leadership mean? Agility as a manager has become indispensable in the age of digitization. With the New Work seminar: Implementing agility safely or the New Work online training course, you will learn innovative techniques for an agile mindset. You will train the necessary skills and knowledge to successfully establish agility in a team. You will acquire these skills with the seminar New Work: Implementing Agility Safely:

# Remote and agile in the team: More focus with OKRs

# Agility: What does this mean for teams and employees?

# No more pointless meetings: Practice new moderation techniques

# Golden Circle: Why + How + What

Seminar New Work: Implementing agility safely or online training New Work with the product no. Book E18 online: conveniently and easily with the  online seminar form .

Target group for the seminar New Work: Implementing agility safely or online training New Work

• Team, group and project leaders, deputy managers, heads of staff units.
• Key account managers, product managers and assistants to the board and management.
• Those responsible who lead teams, colleagues and employees.

Each participant receives with the seminar

• S + P management cockpit: building an agile team
• S + P Check: Leading agile teams properly
• S + P test “Does your delegation behavior suit agile leadership?”
• S + P test “Check your feedback ability for agility”
• S + P Guide Company OKRs + Team OKRs + Personal OKRs

Seminar New Work: Implementing agility safely or online training New Work with the product no. Book E18 online: conveniently and easily with the  online seminar form .

Seminar program –  Seminar New Work: Implementing agility safely

Remote and agile in a team: More focus with OKRs

How do I establish an agile company? How do agile teams work?

• More flexibility in day-to-day business – use of OKRs to set goals
• It’s all in the mix: a combination of agile techniques

Embedding in the overall change – interface consideration

• Create flow and establish a pull system

The participants receive the S + P Tool Box with the seminar:

• S + P management cockpit: building an agile team
• S + P Check: Leading agile teams properly

Agility – what does this mean for teams and employees?

How do agile teams work?

• Working together in agile teams
• No more pointless meetings: Practice new moderation techniques

Communication: The Daily Scrum as a new team meeting

• How can leadership help make agility a habit?
• Leading teams properly in change processes

Feedback – a special challenge in agile leadership

The participants receive the S + P Tool Box with the seminar:

• S + P test “Does your delegation behavior suit agile leadership?”
• S + P test “Check your feedback ability for agility”
• S + P test “Agile team development: What phase is my team in?

Golden Circle: Why + How + What

Objectives and key results for more focus in the company

• Agile target agreement with OKR
• Company OKRs + Team OKRs + Personal OKRs

Clearly define the “rules of the game” and communication channels in the team

• “Bringing team members on board” – making agility a common cause

The participants receive the S + P Tool Box with the seminar:

• S + P test digital change: How professionally do you manage changes?
• S + P Guide: Instruments for the agile sprint

In addition to the New Work and Change  seminar, the participants also  attended the New Work seminar:

Leading seminar teams without being a boss

Certified project manager course (S + P)

Seminar leadership in difficult situations