The goal of Inspirometer is to increase the effectiveness and efficiency of your meetings. But how do you know how effective your meetings are?
Step 1 - Capture: Set up and encourage meeting feedback
Objective: Put in place the mechanisms to enable and encourage systematic feedback of meeting effectiveness
- That the link will take them to a page with loads more questions (surely we’ve all been caught like that)
- That people will know what they clicked, and there may be a bit of a backlash
- That the data won’t be used, and that it is all a waste of time
Step 2 - Analyse: Identify priority areas for improvement.
Objective: Identify priority areas for improvement and gather data and ideas to best guide that improvement.
- Your feedback is NOT an evaluation of you! It is simply a reflection of ‘how people feel’ as a result of these interactions.
- ‘How people feel’ is a result of a number of factors, many of which may be outside of your control
- However, it is important for you to know ‘how they feel’ since this will affect what they do (or don’t do) as a result, and may affect your intended outcomes
- Furthermore, while you may not control all the factors which affect ‘how people feel’, you are probably well positioned to help facilitate their improvement
- Hopefully the data will make it clear which of your meetings provide the greatest opportunity for improvement
- Your understanding of your role should make it clear which meetings are more important to the business
- There may be some meetings where the attendees are likely to be more supportive of change
- There may be some obvious meeting areas which are very easy to fix and would provide an early win
- Although the feedback tool is single-click, there is also an opportunity to register a comment within the feedback process – if used, these comments may provide insight into the causes of loss of effectiveness. The comments can be accessed for specific meetings via the bar chart at the top of the page – click on a bar to see each day’s meetings and access the feedback reports.
- By considering the Meetings Checklist. This poses a series of questions around potential sources of meeting ineffectiveness, and can provide insight into your own meetings for things you may want to change.
- By using the feedback scores as a stimulus for dialogue with the attendees as a group or individually. The feedback is intended to be anonymous, and this should not be jeopardized even if you can recognise people from phrases used within the comments. But there is no harm in sharing the feedback to date, and asking for suggestions as to what aspects of the meeting and how it is conducted may be undermining its effectiveness for people.
Following step 1, you will be receiving feedback from your meetings. In reviewing this feedback, you may find that the results provoke some level of emotional response in you – either positive or negative or possibly both. This is a natural reaction, but in many cases the reaction is unhelpful, unwarranted and based on a misconception of the feedback you are receiving.
Step 3 - Improve: Make simple straightforward improvements.
Objective: Make simple straightforward changes and see what happens, do the obvious things, fix the basics.
- Put in place some of the things people say are missing, or remove things people claim are a problem
- Implement some of the practical disciplines from the Meetings Checklist
- Agree a contract with the attendees about “how we will prepare and conduct ourselves at the meeting”
- Stop bringing donuts to monthly meeting starting January
- Review the success of this change at end of March meeting
2a. Ask Sophie to include review at the end of March agenda – Joe – by 8th Jan
- Communicate (and probably sell) those changes to the people concerned
- Provide any training, support and resources required to enable those changes
- Signpost where the changes will apply to make their adoption smoother
Step 4 - Benefit: Ensure your improvements save you time.
Objective: Realise the benefit of meeting improvement through increased progress and fewer/shorter meetings.
Click on the titles above to gain an understanding of each step and how you will implement it in your own work.