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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

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Continuous improvement projects often fall foul of this. The day can become so inefficient through the constant stopping and starting that we only just seem to have enough time to get the 'day job' completed.

I was in a meeting last week where this same issue cropped up. It also cropped up today. It's nothing new, but it is still a pain in the rear!

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Where there is a (performance) gap there is a concern

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The team has issues. Plenty of issues. Some are managerial issues, some are people issues and some are production issues.

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Issues everywhere, they didn't seem very impressed.

And then we captured the issues as 'concerns' into the tried and tested 'concern cause countermeasure' format and followed the process:

Concerns probed for root causes and root causes converted into countermeasures.
Soon they realised that some of their root causes dealt with numerous concerns and they gained momentum.

Yesterday we pulled another one of their processes apart and identified all of the gaps. The gaps became concerns and we fed them back into the process. Now they have a practical action plan (of countermeasures) to upgrade the process in question.

What do you do with your performance gaps? …

Free Continuous Improvement Guide

I have recently published a new free guide, with the title:
Six Quick Tips to Help Continuous Improvement Deliver Results Faster In the guide I share how to:
Use the continuous improvement cycle properly.Get projects moving, if they are slow to start or have stalled.Identify the 'biggest bang for your buck' when reviewing opportunities.Determine the level of change you need to achieve through your improvements.Flip staff grumbles and concerns into positive improvement actions.Increase the overall rate of progress on your projects. All of the tips are highly practical and are no-cost strategies.
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Enjoy reading,

About the author Giles Johnston is a Chartered Engineer who specialises in helping businesses to grow and improve through better business processes. Giles is also the author of Business Process Re-Engineering and creator of the 'Making It Happen' continuous i…