Mastering The Team Meeting

No matter how much we hate going to meetings, there’s a generally accepted best practice that teams should meet with their manager as a group on a regular cadence. More often than not, I hear leaders and/or their staff dreading their team meeting. Instead of these meetings being the least favorite time suck of the week, wouldn’t it be great if these were the meetings we looked forward to? That we felt it was time well spent with our colleagues and added value to our roles in some meaningful way?

There’s no reason you have to suffer or make your teams suffer through another tortuous hour or more. A while back, I shared protips on Mastering the 1:1. Now, herewith my tips on Mastering the team meeting…

Meeting Purpose: Set a clear purpose for your team meeting. What do you want your team to get out of the time spent together? Do you want them to stay informed about larger topics in the organization? Get to know each other and their respective work better? Whether you are rebooting a long standing meeting or you are a new leader of a team gearing up for your first routine meeting, talk with your team members about what they want out of the session. This time is much more about their needs than yours, so align the purpose with their needs. A fun way to get this dialogue going is to ask each team member to complete this sentence: “My favorite meeting of the week is my manager’s team meeting because……” What would they say?

Agenda: I am a firm believer that if a meeting is important enough to have, it should have a time-boxed agenda and always be followed up with notes and action items (“AIs”). Protips on setting the agenda:

  1. As the team leader, you should solicit 1-2 “hot” topics per meeting from your team. I recommend you do this no more and no less than 48 hours before it is scheduled so ideas are timely and content is fresh. Topics should not be tactical – that’s what stand-ups and 1:1s are for. Instead, focus on strategic discussions and information sharing. On the latter, do not make it a status reporting meeting. Information sharing could be a product demo, or draft of a presentation someone is preparing for a conference or a preview of a big announcement to solicit feedback before it goes out.
  2. Always send the agenda for the meeting 24 hours in advance. This sets expectations and ensures no surprises and attendees are well prepared.
  3. Prepping for the meeting should take less than 15 minutes. Solicit agenda items – prepare agenda – communicate agenda. Long slide decks and spreadsheets created just FOR the meeting is a total waste of time. If those materials already exist and can add value to the discussion, then owners of said content should A) share these materials ahead of the meeting for pre-reading and B) bring said materials with them and be prepared to share them at the meeting.
  4. Lead by example for your team and read all materials sent in advance before the meeting. If you have not read them, no one else will and again, you’re wasting people’s time. If you’re prepared, everyone else will be prepared.
  5. Finally, always carve out 10 minutes at the end of the agenda to take a pulse on your team. My method is “share thumbs at one”. Three, two, one and on one have everyone in the meeting give a thumbs up, down or sideways. I do a quick read of the room and video screens to gauge if we’re trending in a particular direction and, if so, take time to discuss. People feeling really up? Share why! People feeling down? How can we work together to make things better? This simple, transparent, way of sharing how the team is feeling is a great way for you to lead and for them to support each other. I also find doing this at the end vs. the start of a meeting tends to be a better read because no one is bringing the stress from a prior meeting into their pulse check.

Meeting Engagement: No one wants to listen to a monologue at the team meeting and no one wants to be in a meeting with other people who are checked out. Several protips to avoid this:

  1. Ask 1-2 members of your team to take the lead on the hot topics in each meeting. They do not need to be the experts on the topic, just the topic leader. This includes having them facilitate getting pre-reads to team members ahead of the meeting. The more they have ownership in a topic, the more engaged they’ll be.
  2. The team’s leader should not speak more than ⅓ of the time throughout the meeting. Other than updating your team about broad company topics, your job is to facilitate the discussion and LISTEN. If you’re a bad facilitator (not every leader’s strong suit), then appoint or bring someone in to facilitate. I’ve seen everything from EAs and HR leaders to program managers serve as facilitators of meetings – they keep the meeting on topic, on time and pay attention to the room. I don’t recommend one of your team members be the facilitator – they are there as an engaged participant, only.
  3. READ THE ROOM. Are people reading their email, checked out on a remote phone or video line or rolling their eyes at each other (visibly or under the table on their cells via text…)? Pay attention to what’s happening in the meeting and pause if you see this kind of behavior. If you’re losing people, you’re wasting everyone’s time and you’re costing the company money. (do the math, the average team meeting can cost a company thousands of dollars every week!). Tell people to put their phones or laptops away if they are checked out. Ask people called in remotely if they have anything to add to the conversation. Pull them in. If the topic is falling flat, be direct and ask why or solicit suggestions on how to make it more engaging. E.g., budget discussions are rarely engaging so even a simple “bare with me as we get through this” can go a long way.
  4. Have fun! It’s great to start a meeting with a funny anecdote or personal story to wake up the room. Maybe someone on your team has a good customer story or had someone on their team get a “win” worth sharing. Perhaps you have a fun personal story to share that shows your human side. Keep it light where you can, but serious during some of the tougher topics (budget, staffing, etc.). This fortifies the culture of your team both inside and outside of the meeting.

Tactical Stuff: When you meet and who goes to the meeting is just as important as the agenda and the content. Protips:

  1. Timing: Got a distributed team in multiple timezones? Find a time that’s mutually convenient for all team members. Do you find the meetings always run over? Schedule it for an extra 30 minutes and if it ends early, everyone gets time back – you’re a hero. Does the team have family responsibilities in the morning or after work? Don’t schedule the meeting such that it disrupts their lives outside of work (if it can be avoided). I also generally discourage team meetings on Mondays (frequent holidays/long weekends means rescheduling or skipping too often) and Fridays (long weekends and if hard topics, no time to debrief/process offline before the weekend).
  2. Decision making: If a meeting has >8 people attending, it is an “information sharing” meeting. Less than that, and decisions can be made at the meeting. If you have a team greater than 8 people, tee up decision topics for discussion and, unless it’s a layup, take the actual decision off line. Otherwise, there are “too many cooks”.
  3. Assign and rotate a note taker at every meeting. You and/or the facilitator cannot read the room and take notes at the same time. Further, by rotating the role across your team, you foster engagement and get fresh perspectives on the meetings each time. Notes should be distributed no later than 24 hours after the meeting while things are fresh. Always call out AIs with owners and deadlines in the notes.
  4. Guests: An agenda should always build in intros for guests and should be time-boxed for cameos. For example, if the head of HR is a guest at your meeting to talk through the next review cycle with your team, the team should know that person will be there and why. Further, unless there’s scheduling trickiness, have guests come at the start or end of the meeting so as not to disrupt the meeting with people coming and going throughout. My personal preference is guests at the start. Then we get into our regular routine.

Most important, don’t set it and forget it. If you do change things up, be clear on why you’re doing it and give it time to settle. Starting or overhauling your meeting process won’t necessarily show positive results the very next meeting and changing it too often will not only cause unrest with your team, but can create distrust if the rules of engagement keep changing. Have at least 4-6 meetings for a new routine to set in and then evaluate whether the changes are effective and adjust as needed. Solicit feedback from your team regularly too – after all, it’s their meeting!

Do you run a kick ass team meeting? Or, do you have ideas on how to improve the team meetings you attend? Share your protips in the comments!

The Three P’s: Lenses to Assess Your Startup’s Performance

I took a bit of a sabbatical this summer and now, refreshed and with a few new topics brewing, it’s time to get back to writing!

LunettesA recurring theme I’ve encountered this summer is which lenses you should apply when evaluating the performance of your growing organization. As an advisor and executive coach to early stage companies, I’m finding more often I am preaching the concept of the “Three P’s: People, Processes and Programs”. Looking at your company or department through each of these lenses and asking yourself how you’re doing in each area can be very telling. It helps you understand where you may need to improve to continue to scale and reach success.

Lens #1 – People

The best leaders of any organization know that their people are what makes or breaks the success of their company. This isn’t just about performance and productivity metrics of each member or as a team, this is about people being in the right roles, having the right training, career path and great peers, bosses and teams to work with. When you ask yourself “are my employees happy?”, consider if you are doing everything you can to ensure greatness. This is well beyond great pay and company perks or weekly beer bashes. Most people want to feel challenged in their roles, but also supported and set up for success. They want equally smart (or often smarter) people to work with and they want to see you get rid of people who don’t work as hard as they do or who are jerks.

Great employees want to work towards growth either as an individual contributor or as a leader. They want to know that they will be rewarded for making solid contributions and for being team players. Growth should not always come from taking on more responsibility or more people to manage. Growth can also come from broadening their knowledge through exposure to new things such as customer visits, interactions with your board, or maybe going to a conference or speaking on a panel with other domain experts. When an employee is not growing or rising to a new challenge, ask yourself if this is a limitation of the individual, or is the system limiting them? Do they need mentorship from someone who’s been in their shoes before to guide them to the next level? Are you micromanaging, thus not giving them a chance to step up and show what they can do?

Happy employees also feel like they have visibility into the vision and direction of the company. They don’t need to know every detail of a product roadmap or the revenue strategy, but they want to understand where the company is headed and how leaders of the organization are measuring success. As a leader of an organization, do you have weekly or monthly all-hands and/or quarterly reviews that include vision and strategy? Do you routinely communicate through company email or on-line forums (e.g., Slack) on big company news like closing a big deal or a great new hire and include why these are important? The more understanding each employee has about the big picture, the more they can calibrate their actions and contribute towards success.

This first lens – evaluating if you are setting up an environment for happy, growing and informed employees – is probably the most important thing you can do to set your company up for long term success.

Lens #2 – Processes

As much as any startup loves being small, nimble and usually pretty organizationally flat, the reality is that implementing processes can be useful. I’m not talking about three ring binders full of protocols and standards. I’m just saying that having a general process for key parts of the business is important. There was probably a time (or maybe your company is there now) where everyone sat around one table and could just talk through how to get something done. Then, all of a sudden, one table becomes a few desks, maybe a few remote employees and a field sales person or two and what used to be a simple chat becomes harder to navigate.

ProcessConsider what processes are in place today that grew organically vs. with intention. If the organic processes work, that’s cool, but keep an eye on them because over time they may not scale. For those set up with intention – e.g., a hiring process or maybe your weekly sprints – reevaluate them on a regular basis. Are they repeatable and do they scale with more people in the company or more bugs to fix? Resist the temptation to keep a process because “that’s how we’ve always done it” or because “our Founder set it up, so how can we kill it?”. Companies that evolve have processes that evolve and what once worked then, may not work now.

Think about how decisions are made, information is disseminated and loops are closed for critical processes first. The most common areas where processes comes more and more into play tend to be product roadmap and execution plans, hiring strategies and go to market strategies. Here are some suggestions for each:

Product Roadmaps

  • Consider monthly, three-months-out roadmap reviews to prioritize new products, major features and release plans. Do not lose sight of the fact that this is not just which designers or engineers are building what, but also how you’ll market and support these products and features.
  • You may have weekly reviews to ensure you’re tracking to the meta-plan and make adjustments if needed. Have some sort of process in place to deal with surprises like a critical bug that bumps a feature or a customer opportunity that may change the priority of a future feature. Set criteria that justifies this type of change so you don’t have to analyze each one on the fly. For a critical bug to bump a priority feature, it might be something like “must impact >50% of our customers or degrade performance more than “20%”. For a customer opportunity it could be “must be a deal worth >$(?) revenue or a customer that will provide undeniable street cred for >50% of our current prospects”.
  • If/when the roadmap changes, have a process for letting people know. Don’t just update Trello and assume everyone will see it – have some sort of change management message that goes out via email/slack that tells the team what and why.
  • It also doesn’t hurt to have a process to track changes to the roadmap so you can see the impact on your initial plan over time. This will contribute to better planning going forward.


  • I highly recommend a quarterly hiring plan – not just how many new heads, but actual roles you intend to fill. Given today’s climate where hiring is SO hard, it could take 2-3 months to get that right candidate. So have a process in place to assess where you are with hiring and what new roles you need to ramp on filling.
  • Get in the habit of a regular job description (JD) writing process. Don’t always wait for a role to open up. If people are in the role now, have them write their own job descriptions. This not only helps when it comes to review or promotion time, but you then have these JDs on file if/when needed. I’ve seen major delays with filling a pipeline with good candidates or terribly inefficient candidate interviews simply because no JD exists.
  • Have a hiring process in place that starts with the JD and ends with the on-boarding of this new hire. I’ll write a future post on this with more details, but the short story is that it should include how you’ll post and market the opening, handle phone screens, on-site interviews, making an offer, negotiating terms and how you’ll get that new hire on board and productive as fast as possible.

Go to Market

  • It’s one thing to have a product roadmap that outlines what you’ll build, but it’s another to say how you’ll get those things out there. With every product roadmap, there should be a parallel process for laying out how and when new products/features are publicized, priced (if applicable) and sold.
  • Have a process for content updates such as your website, marketing materials, and demos.
  • What process will you have for telling the world about your new stuff? Do you have a regular list of press or industry bloggers who write about your company or trends in your market? When should they hear about your new product/feature and what’s your plan to share what they write through social media or other channels?  How do your current customers and/or prospects hear about the latest new thing? These are not afterthoughts once the engineering is done, they are just as important processes to get in place as your code check-ins and testing procedures (which you have already, right?).

Looking through the lens of processes and seeing what you have and don’t have in place should tell you whether your company will be able to scale or is heading for a train wreck. Don’t be afraid to pause when you see a gap where a light process could relieve a bottle neck or better prepare your team for future scaling challenges.

Lens #3 – Programs

The Program lens is not used as often as it should. Granted, as a former Program Manager in a past life, I’m a little biased. However, what I often see missing in growing organizations is someone looking across the organization, programmatically, to ensure all the pieces are coming together including people, schedules and money.

A great example of this is the processes I mentioned above around new products or major feature releases. These are often multi-pronged activities involving engineering, sales, support, marketing and maybe finance and operations. You may have program_managerheads of each of these groups, but who is overseeing how they all work towards a common goal or launch date? For many small companies, that’s the CEO or CPO, but (oh by the way), these same people are running your company or out in the field selling or closing your next round of funding.

In the early stage, you may consider rotating the role of Program Manager between different leaders in your organization. Keep in mind, though, not everyone has the knack for project plans and cross-company communication. Make sure you pick the right people to be in this role.  As your organization grows, consider hiring an actual Program Manager. A Program Manager is often one of the unsung heroes of a company because they are in the background instead of on the front lines. They quietly prod and check things off lists. They communicate what’s happening and where there are possible gotchas. Program Managers beat the drum so everyone is marching in the right direction and at the right pace. They are masters in GSD (Getting Sh-t Done) with no task too small or ask too big.

So, don’t just look through the process lens, but also ask yourself what programs are cutting across more than one part of your company and who is orchestrating them. You’d be amazed how productive and efficient your startup will be when programs are well managed.

In Summary….

Startups, when they’re working, develop very quickly – often without enough attention given to people, processes and programs. It’s one thing for an Advisor or Investor to tell you what your company or department is lacking or how you could be doing better, but in the end, you need to ask yourself how YOU think it’s going. Applying these three lenses should help bring things into focus [pun intended].

Have you been using any of these lenses to assess performance or have different lenses that you’ve found effective?  Please share in the comments below!