I think it is an interesting question.
Your answer will most likely make a big difference to the results you achieve.
And, to keep it simple, I think there are two main answers (based on my experience of watching what people do):
Giles Johnston
Author of Business Process Re-Engineering and creator of the 'Making It Happen' online course for discovering simple change management strategies.
P.S. If you are thinking that this can apply to any meeting that has actions - you're right!
Your answer will most likely make a big difference to the results you achieve.
And, to keep it simple, I think there are two main answers (based on my experience of watching what people do):
- Carry on as normal and then 'realise' at the next meeting that nothing has happened.
- Do something with the actions so that you have a chance of making something happen in the meantime.
Okay, if you have someone on your tail the whole time option 1 can get you results (at a cost to the business of course).
Option 2, however, is a different mindset. It organises work differently, and hence it gets different results.
Very recently I finished some work with a company where the topic of 'efficiency and effectiveness' was high on their agenda.
Doing something after the meeting, such as reviewing the actions and scheduling some time in your diary to undertake the work, is both effective and efficient.
Having someone chase you is effective but inefficient.
Doing nothing is ineffective and inefficient.
So, what do you do after your improvement meetings?
Giles Johnston
Author of Business Process Re-Engineering and creator of the 'Making It Happen' online course for discovering simple change management strategies.
P.S. If you are thinking that this can apply to any meeting that has actions - you're right!