From 306963e8f3e025f8a8643da376336ed1ab024a5f Mon Sep 17 00:00:00 2001 From: Michael Parker Date: Wed, 13 Sep 2017 23:30:27 -0700 Subject: [PATCH] Item 5 of Managing Humans --- managing-humans.markdown | 12 ++++++++++++ 1 file changed, 12 insertions(+) diff --git a/managing-humans.markdown b/managing-humans.markdown index 2c54908..f6806f8 100644 --- a/managing-humans.markdown +++ b/managing-humans.markdown @@ -49,3 +49,15 @@ by Michael Lopp * Part of a healthy organization isn't just that information is freely flowing around; it's that people are leveraging it or acting on it. * Busy feels good, but it is usually tactical and not strategic. Find time in which you're investing in yourself at work. * In the absence of information, people make shit up, and if they feel threatened, what they make up amplifies their fears. So kill the gossip. + +#### 5. How to Run a Meeting + +* When two people talk, it's a conversation. With three or more, it's a meeting, which needs rules so people know when to talk. +* An alignment meeting are regular meetings with tactical communication exchanges. Creative meetings require diving into solving a hard problem. +* The agenda answers the question of how everyone can get out of a meeting so that they can actually work. +* The referee shapes the meeting to meet the requirements of the agenda and the expectations of the participants. +* The referee must scan for attendees who aren't engaged. If someone is doing anything except listening, then they aren't listening. +* To re-engage someone, ask a question relevant to the current state of the topic, referee silence, or change the scenery. +* As a referee, own the meeting. Summoning the dictator to shut someone down is a last resort, because then everyone may shut down. +* A good referee will improvise, whether letting someone ramble who's onto something, or cutting a meeting short because progress is blocked. +* Meetings must exist, but meetings cannot be seen as the only solution for making progress.