Have you ever come across the fact that individual employees ignore your meetings?
Kate LynskaTechnical Writer| Cimon.ioKyiv, Ukraine
Some developers can find different pretexts to avoid regular team meetings. How do you deal with this? And how often should we gather to discuss and schedule tasks without harming to the working time? Saving Changes...
Dinah YoungProject Manager / Software Asset Manager| Prince William CountySpringfield, Va, United States
I would suspect that if people are avoiding meetings then one of two things are happening: there are too many meetings or the meetings are not productive.
I would look at the need for the meetings, make sure there is an agenda and that each meeting results in action items. Saving Changes...
It depends on the purpose of the meeting Is it to convey information such as a status meeting, or is it a meeting that will result in actions/decisions? I always place meetings and decisions into the assumptions and risks of a project. Then I create a decision event timeline (and this can be done for meetings as well) and map its stakeholder accountability to a RACI chart. Saving Changes...
Anish AbrahamPrivacy Program Manager| University of WashingtonAuburn, Wa, United States
I concur with Sante on this.
Start your meeting with an agenda, this ensures that if team members think other issues need to be addressed, they can say so, and have them considered for the agenda, rather than raising them as off-track items. Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
People always behave in a way for a reason. Reasons must be found starting from the project manager itself. Saving Changes...
In a meeting you have people are required to attend and others are optional to attend for required people if they don't show up this will be dealt as same as absenteeism issue and performance issue. You must be strict otherwise, you lose the importance of your meeting. Saving Changes...
Kate LynskaTechnical Writer| Cimon.ioKyiv, Ukraine
Thanks for your answers, I think, all mentioned points have sense. Saving Changes...
You need to evaluate what can be communicated without meeting and what really important for the meeting. Other point do you have a real support from top management. Staff who do not have tasks and activities to deliver are least bother about your meeting. Saving Changes...
Drew CraigSr. Agile & Product Coach| VanguardPhiladelphia, Pa, United States
Make sure the meeting serves a purpose with a clear agenda and goals. If not, then most members will eventually dread seeing your invites. Try to also keep them to 30 minutes if possible. From my perspective, I want my team doing what they're good at. The meetings should be used to support, align, or expose to help drive the efforts forward.
I have a running 15-minute daily meeting. If others are warranted, we'll tackle them as needed.
I have had plenty of experiences though with individuals that just simply lack professionalism; either by not accepting invites or face planted in their phone or computer the entire time. I have canceled or walked out of meetings before. And many times it was their meeting! Saving Changes...
Mansoor MustafaSenior PM| Government DepartmentRawalpindi Punjab, Pakistan
From question I get that meeting are being planned without any purpose or meeting lost its aim, if meetings are planned for sack of meeting, no purpose or objective are there. People will avoid and not agree to waste their time. If meeting has an agenda/purpose and properly circulated/ informed people will not miss it Saving Changes...
If meetings are just to share status or other information consider using information radiators or Kanban boards as a way to skip those. If they are working meetings, make sure the objective is clear and all invitees understand what their contribution is expected to be.
