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Your regularly scheduled staff meeting may not be an event that your staff anticipates. In fact, some employees might prefer having a root canal. At least with a root canal, pain medication is provided.

Why are many staff meetings hated and what can you do about yours?

Have Clear Purpose and Scope for Your Staff Meeting

People complain that they remain uncertain about the purpose of their staff meeting, even when it has concluded. Many managers assume that staff value developing an understanding of WHAT other staff members are doing. Many managers assume that staff will support one another when someone needs assistance. You know what happens when you assume.

How to Make Your Staff Meeting More Effective

Does Your Staff Meeting Leave You Going in Different Directions?

Since the purpose of the average staff meeting appears to be about sharing, emphasize WHY sharing is important. It’s not that we want bright and informed employees, so much as we want employees making more informed decisions. We seek decisions that support one another to help us reach our goals and objectives.  We seek to change behavior when the meeting has concluded, to further enhance our efforts to excel. Be clear that you are seeking change, NOT simply information exchange.

If nothing has changed, then your staff meeting could be a waste of time. If something has changed, let’s ensure we understand WHAT has changed, and more importantly, WHY. Build consensus around the rationale supporting the change, not only the change action itself. If something needs to change, it may be optimal to have it change much sooner than when you schedule your regular staff meeting.

Develop Consensually Agreed Upon Output from Your Staff Meeting

Did you ever leave a staff meeting and ask “What did we agree on in there?” Worse yet, have you experienced more than one answer to that question? Perhaps contradictory answers?

Do not assume that your staff has extracted the same learnings and takeaways. Do something to facilitate and confirm that we are all agreeing on the same change, a similar course of action. All too often people leave a staff meeting and begin acting in ways that contradict one another. WHY? Because we have done nothing to facilitate and ensure common understanding.

Build agreement at the end of your staff meeting that reflects new actions learned as a result of the staff meeting. Again, if the new actions are thin and far between, perhaps we need fewer or quicker staff meetings. That brings us to our final point . . .

Convert Your Staff Meeting into a Standing Meeting

The original idea of a meeting that repeats itself the same date and time weekly, monthly, or quarterly, made that type of meeting to be called a “standing meeting.” The term originally does not imply that it stands at the same time on the calendar, rather it implies that there is no need to sit down.

People should stand at most staff meetings, and get done faster. The depth of much information sharing requires that we all understand WHAT each other is doing. However, we probably don’t need to know HOW it’s going to be done. When someone goes ”deep into the weeds” they are probably talking about HOW, not WHAT they plan to do.

We need to know for example that you “are going to pay the bills” but we don’t need to know that you are writing cheques or sending electronic funds transfer. We rely on you to execute the best way to get it done. Keep in mind the difference between WHAT and HOW is relatively simple. WHAT you do (eg, “pay bills”) remains abstract while HOW you do it (“write cheques”) becomes concrete.

When you impose the standing (rather than sitting) rule for your staff meetings, more people will stop talking when they have covered WHAT they are doing. They will spare us the gory details and time wasted about HOW they are going to do it. For the rare circumstance when sharing the HOW is important, participants may freely ask (“How are you going to do that?”). But as long as participants remain standing, people will stay focused, and your staff meeting will provide the change you seek, only much faster than you currently realize.


Don’t ruin your career or reputation with bad meetings. Register for a class or forward this to someone who should. Taught by world-class instructors, MG RUSH  professional facilitation curriculum focuses on practice. Each student thoroughly practices and rehearses tools, methods, and approaches throughout the week. While some call this immersion, we call it the road to building impactful facilitation skills.

Our courses also provide an excellent way to earn up to 40 SEUs from the Scrum Alliance, 40 PDUs from PMI, and 40 CDUs from IIBA, as well as 3.2 CEUs for other professions. (See individual class descriptions for details.)

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Facilitation Expert

Terrence Metz, CSM, PSPO, CSPF, is the Managing Director of MG RUSH Facilitation Training and Coaching, the acknowledged leader in structured facilitation training. His FAST Facilitation Best Practices blog features over 300 articles on facilitation skills and tools aimed at helping others lead faster, more productive meetings and workshops that yield higher quality decisions. His clients include Agilists, Scrum teams, program and project managers, senior officers, and the business analyst community among numerous private and public companies and global corporations. As an undergraduate of Northwestern University (Evanston, IL) and MBA graduate from NWU’s Kellogg School of Management, his professional experience has focused on process improvement and product development. He continually aspires to make it easier for others to succeed.

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