Skip to main content

Don't Leave Your Meeting Actions Until The Next Meeting!

Do you get frustrated by this one?

You go to a meeting and find out that people who are meant to have completed their actions haven't done so.

Even worse, they don't have any recollection of the tasks, or they don't understand what their tasks actually mean...

So what can we do with this situation?


We could:

  • Ask people to respond within 24 hours of the meeting to confirm that they understand the action requests and that they will complete their actions before the next meeting.
  • Identify those few people who don't deliver and chase them up ourselves.
  • Hold a 'results' meeting one day before the next meeting (or another suitable time before the meeting) to review the output of their actions, allowing time to sweep up before the next meeting.
  • Mention the actions at other meetings, to remind people of their obligations.

Whatever route you take you are going to add in extra time to the situation in order to get the results. This however is an opportunity to review how you handle your meetings and the subsequent management of those who don't deliver.

If you suffer from this then take the time to beef up your approach and devise the necessary strategies to get people to deliver on their actions. Some of the above strategies may be suitable short term solutions to help your team form the right habits.




Giles Johnston
...fixing MRP systems and re-engineering business processes

Comments

Popular posts from this blog

Kamishibai Boards

Some tools are incredibly simple to use, and also deliver some amazing results. Kamishibai boards are a great example and are superb when you want some visual control over routine tasks. By the way Kamishibai is pronounced "come-e-she-bye" in case you were wondering!
As simple as you could want it, a Kamishibai board is a T-card system that has red cards glued to green
cards (so that each T-card has a red side and a green side). The red cards are for the incomplete tasks, where as the green cards symbolise that the work has been done. See the photo below of a board in use.
On the red side of the card you write the name of the task that needs to be completed, and if appropriate you can include details of how the task is to be completed. This is not expected to replace standard operating procedures, but can be a good opportunity for an aide memoire.
The boards can be organised for daily, weekly and even monthly cycles. They are great as part of a 5S implementation (the Susta…

Do You Put Enough Effort Into Changing How Your Business Works?

If you're reading this blog post it is a fair guess that you are looking to improve how your business works. So, what do you think about the question I have posed as the title of this article?
The reality is that if you could make a change happen with the same amount of effort that you current expend in your business changes would be happening left, right and centre. If you want to make a change stick in your business you need to increase your levels of effort temporarily. Without this increase in effort it is unlikely that the change you want will take place and sustain.
I recall when I worked as a Production Manager and the OTIF (On Time In Full) performance of our business was certainly not where it needed to be. For years the business had struggled to raise its level of performance; no additional effort had been expended. I planned out sixteen small improvement projects to address this and I got started with the changes. It was hard work at times and the work was on top of my…

Seeing the Improvement Wood for the Chaos Trees!

How are you feeling about your business the moment?

Are you feeling frustrated and irritated by the apparent lack of progress being made with your improvements?

If you answer ‘yes’ to this second question, don’t worry, you are not alone!

We all feel this way at times and the reason I am writing this article is that if you feel this way right now then I want to reassure you that there is a simple way to get out of this situation. I have been in this situation many times in both my operational life and as a consultant. It is normal and taking a deep breath and stepping back from the noise of the day-to-day is essential.

Let me take you through the three quick steps of Stopping, Assessing and Acting.


Take stock of where you are right now

In order for us to step back and try and see some of the ‘improvement wood’ as I refer to in the title of this article we need to have a simple question to focus our attention. A question I recommend that you ask is:

“Do our current processes suit the need…