Reviewing team progress

Inspirometer is deliberately aimed at equipping and empowering individuals to improve their own meetings. However there is still a vital role to be played by management in:
  • Efficiently targeting support and encouragement for those are struggling
  • Identifying and removing systemic obstacles that block or undermine progress
And to achieve this Management need the facility to reviewing overall progress and analyse issues.
However, in using Inspirometer data to exercise their responsibility for the above, it is vitally important that this does not undermine the ownership we are seeking to nurture in individuals for their own performance, and for their personal development of the skills and attitudes they need to facilitate effective meetings. See  Learning Vulnerability
When your meeting stats page opens, it does so in the ‘Personal’ view, where you can see your own meetings, and review their balance and effectiveness.
If you have been granted permission to see your team’s data (and have thereby accepted the  Charter | Code of practice for this) the you will be able to access this view by clicking on the word ‘Personal’ unter ‘Report Data Source’ and selecting instead ‘Team Compiler’. Doing so will reload your meeting stats page with the total summary of the part of your organisation for which you have viewing permissions. It will also open up the ‘Team Compiler Filter’ which you can use to look down into the structure of your team.
When looking at this data, there should be a number of questions in your mind:
  • Are there any patterns across the team which might indicate a systemic issue which we can address together (or I can address on their behalf)?
  • Are there people who seem to be struggling to make progress, and are there others with experience which might help them?
  • Are people actively using feedback to improve – are they regularly reviewing their own data?
  • Are those managers with supervisory permissions below me actively using those permissions on a sufficiently frequent basis?
In respect of the last two questions, these need to be answered by looking at the user statistics (which can be found in the left hand margin). Where you identify situations where your intervention may be helpful, please use the intervention to ask questions. In this way you can get a better understanding of the extent to which problems lie in: motivation; understanding; ability; opportunity; or obstacles, and can thereby understand how best to coach and support those involved. It may be helpful to realise that restrictions on how you use the data pertain only to the feedback data where openness and vulnerability are key to making progress. The same is not true of user and management usage data where the role of vulnerability in effective learning is not a factor.