Meetings are an essential part of consulting, but they can also be a source of frustration and inefficiency. How often should you hold meetings with your clients, team, and stakeholders? There is no one-size-fits-all answer, but there are some factors that you should consider to find the optimal balance between meeting frequency and quality.
The stage of your project can influence how often you need to hold meetings. In the initial phase, you may need more frequent meetings to establish the scope, objectives, and expectations of the project, as well as to build rapport and trust with your clients and team. In the execution phase, you may need fewer meetings to focus on delivering the work and resolving issues as they arise. In the final phase, you may need more meetings again to present the results, gather feedback, and ensure satisfaction and closure.
Les éléments à prendre en considération lors du choix de la fréquence des réunions peuvent être liés à l'importance du sujet traité, à sa criticité, aux enjeux associés, ainsi qu'à la mobilisation attendue de la part des différentes parties prenantes. Il est également judicieux de favoriser des réunions de courte durée, ne dépassant pas une heure, avec un ordre du jour clair et précis, tout en définissant clairement les r?les et les responsabilités des participants. Cette approche peut contribuer à réduire la nécessité de se réunir fréquemment, n'organisant des réunions que lorsque cela est vraiment nécessaire.
Meetings are the life blood of consulting! If your path to consulting glory means you provide the most useful advice, your first step is to understand the client and their business. The next is to find, list and prioritize problems for which you are hired. Both these areas need a lot of face time and joint exploration. Over the entire life cycle of the client engagement, you set up the most frequent meetings in both the early and late phases of the engagement. The late stages need you to explain your data, methodology and findings to the client's departmental representatives, and also to decide on final modifications to the readouts.
Have meetings as and when required. It is not necessary that meetings must be held at a fixed frequency. Depending on when the planned work will get done, you can have the next project meeting. Doesn't mean it is all very impromptu. A meeting is of no use unless there is a specific purpose to it. So do not hold meetings just because a meeting frequency is defined in the project, adapt to what is the need of the hour. Often meetings can be draining and without any conclusion or purpose. Such meetings take up productive time, best avoided.
Consultancy is also the art of managing the energy and pace of a collective project / process. The energy of the group or project may start high, but may drop over time. The support and participation at the beginning of the project can be low and needs to be raised at an early stage. The focus in the project may decrease in time as the results are delayed. The consultant needs to be a good observer of group dynamics and emotional moods, to be able to empathise with the participants, and to be able to adjust the pace of the work according to the mood of the group, and stage of the project. Meetings are a tool for this, and only one of the tools. As the consultant gains experience, he/she learns to make better use of the toolbox.
In my experience number if meetings need to be decided basis the progress pace of the project and how we are progressing against each milestone. However important would be to ensure that risk register is reviewed every week with stakeholders to ensure that we have good control to ensure risk doesn’t manifest into issues. Also meeting schedule need to be as concise as possible and set up with proper agenda and context to save time and get the best results.
The purpose of your meeting can also affect how often you should hold it. Some meetings are more urgent and important than others, and require immediate attention and action. For example, if you need to address a major risk, crisis, or change in the project, you may need to hold a meeting as soon as possible. Other meetings are more routine and informative, and can be scheduled at regular intervals. For example, if you need to update your clients and team on the progress, status, and next steps of the project, you may need to hold a meeting weekly or biweekly.
Consider adopting a "Meeting Spectrum" approach, where meeting frequency varies based on the nature of the tasks at hand. This perspective involves categorizing meetings into different types and adjusting their frequency accordingly. For creative brainstorming and idea generation, Innovation Hubs benefit from high-frequency, shorter meetings that keep energy high and ideas flowing. Execution Corners, involving detailed planning and progress updates, thrive with moderate-frequency, longer meetings for comprehensive discussions.
First thing we need to look for. “Efficiency and Productivity” ensuring that meetings are not only held for the sake of routine, but that they contribute to work progress and team efficiency. - Each meeting should have a clear purpose.This helps prevent unnecessary gatherings that could be handled through an email - Active Participation: everyone a chance to speak and bring something to the table and also ensuring that the meeting is relevant to all attendees. - Meeting Outcomes : If meetings aren't leading to outcomes, it might be time to reassess the frequency or format. -AlternativeCommunication ( like emails, memos, ..) could replace some meetings.
I’m a big fan of meetings for either decision support in a consultative decision-making instance where I hold the ultimate responsibility or to get stakeholder buy-in if implementation will require it or could benefit from it.
Knowing why you're having a meeting is important. It keeps things focused, helps everyone use their time wisely, and encourages people to actively contribute. When everyone understands the purpose, it's easier to achieve the goals you've set for the meeting and hold people accountable. Plus, it makes discussions more meaningful and ensures that time is well-spent.
Meeting Purpose: The urgency and importance of the meeting's purpose influence its frequency. Immediate Action: Major risks, crises, or project changes may require immediate meetings for prompt action. Routine and Informative: Routine and informative meetings, such as progress updates, can be scheduled at regular intervals. Urgent Matters: Address urgent matters promptly with immediate meetings for quick resolution. Progress Updates: Hold regular meetings, weekly or biweekly, to update clients and the team on project progress, status, and next steps.
The duration of your meeting can also influence how often you should hold it. Longer meetings can be more productive and comprehensive, but they can also be more draining and disruptive. Shorter meetings can be more efficient and focused, but they can also be more superficial and incomplete. You should aim for the optimal meeting duration that allows you to achieve your meeting purpose without wasting time or energy. A general rule of thumb is to keep your meetings between 30 to 60 minutes, and avoid holding meetings longer than 90 minutes.
Although the general rule of thumb is 30 /60 min meetings - even outlook has it as default, I like to schedule 25 / 55 min for the meetings. This gives us a buffer to go from one to another especially on days when we are booked back to back. It also sets the expectation on all participants on timing. Lastly use the extra 5 min for a wellness break if can squeeze one in.
A clear and concise meeting is always good. Keep the agenda ready and minute the outcome to prepare for the next one. Longer meetings without a plan will lead to unnecessary discussions.
Keeping meetings short, like within 30 minutes, is key. It ensures we use time wisely, stay focused, and respect everyone's schedule. Shorter meetings tend to be more productive, allowing us to cover what's needed without unnecessary delays. Ensure you are on time for each meeting and do not show up late.
Time is Money. More participants × Duration of Meeting = No. of hours productively utilised. Ex: 20 participants contribute towards audit closure for a 1.5 hours of discussion can bring out closures in major of audit observations. (IMO) The quality/service head /senior participant gets involved, the better the outcome. At execution level, it is necessary to ensure the results are achieved as per requirement/ timelines.
Meeting duration is a critical factor impacting both frequency and effectiveness. Achieving a balance between comprehensive discussions and efficiency is paramount. Optimal meeting duration typically falls within the range of 30 to 60 minutes, ensuring focused discussions without causing participant fatigue. It is advisable to avoid exceeding the 90-minute mark to maintain engagement. Flexibility in adjusting the duration based on agenda needs contributes to a more effective and engaging meeting environment, allowing for thorough exploration without unnecessary prolongation.
The participants of your meeting can also affect how often you should hold it. The more people you invite to your meeting, the more challenging it can be to coordinate, communicate, and collaborate effectively. You should only invite the essential people who have a stake or a role in the project, and who can contribute or benefit from the meeting. You should also consider the availability, preferences, and expectations of your meeting participants, and try to accommodate them as much as possible. For example, if your meeting participants are in different time zones, you may need to hold your meetings less frequently or at more convenient times.
The composition of meeting participants is a key factor influencing meeting frequency. The more individuals invited, the greater the challenge in coordinating and collaborating effectively. It is essential to limit invitations to those with a direct stake or role in the project, ensuring meaningful contributions. Consideration of participants' availability, preferences, and expectations is crucial, aiming to accommodate them as much as possible. Factors such as different time zones may necessitate adjusting meeting frequency or scheduling at more convenient times to ensure effective participation.
The Contributors: - these participants contribute towards breaking down the particular task/subject/goal. The Observers / Value addition makers: - these participants add value/ emphasize on critical aspects to the Contributors.
When determining meeting participants, it's crucial to include individuals whose presence is essential for achieving the meeting's goals. Regularly reassess and adjust the list of meeting participants to ensure that meetings remain focused, efficient, and productive. Tailor the invitee list to each meeting's unique goals and agenda.
One thing I have found helpful is that the main contributors need to be present. However, if various changes or new changes of personnel are to be discussed then the responsible staff/team members should be present. Organizing this is crucial.
Having key stakeholders in meetings is advantageous to ensure productive outcomes. However, excessive participants are not ideal, and individuals should feel comfortable excusing themselves from a meeting if it doesn't contribute to their attendance
The feedback of your meeting can also influence how often you should hold it. You should always seek and provide feedback after each meeting, and use it to improve your meeting quality and outcomes. You should ask your meeting participants for their opinions, suggestions, and concerns about the meeting frequency, duration, purpose, agenda, format, and facilitation. You should also share your own feedback, and acknowledge and appreciate the contributions and participation of your meeting participants. You should use the feedback to adjust your meeting frequency as needed, and to ensure that your meetings are valuable and effective.
Traditionally, the students who sit in the back corners of the classroom are checked out before class even starts. The same principle applies in meetings. Note three people who sit in the "back corner" (say nothing, distracted, doing other work, etc.). These are the ones you want to individually reach out to after the meeting and solicit feedback.
Collecting feedback after meetings is crucial for continuous improvement and ensuring that future meetings are more effective. By actively seeking and incorporating feedback, you create a culture of continuous improvement within your team or organization. Regularly assess feedback trends and adjust meeting practices accordingly to ensure that each session becomes more effective and valuable for participants.
Not only is important to get feedback, but also to define the next steps, and eventually book the next meetings. Once you get people's attention, is important to keep the ball rolling to prevent any dispersion from the main subject.
Starting from Monday, an alternate schedule for the team meeting will be helpful as there can be a situation where the status update and any requirement discussion can happen so with a large group it should be planned accordingly.
When deciding how often to hold meetings, a variety of factors should be taken into account and the answer will be different for every project. The key thing is that this can change throughout the project. If the project is running behind or there is a period where an issue is being addressed, I would expect to see an increase in meetings to ensure the timeline and issues are being effectively monitored. I would also anticipate a higher volume of meetings during delivery or implementation than I would during earlier stages in the project. It's important to remember that communication with your stakeholders on your expectations of their attendance is crucial.
It's also important to define dedicated days. E.g: in previous companies we used to have one day per week to all be at the office. This was prior to COVID, but we already had a deep remote-working operation. In recent years, working fully remote, it's also important to have days without any meetings, at least internally organized. This allows for focusing on pending admin tasks, or any other loose ends. If you had a not-so-busy week, it's also good for your personal stuff, or connecting with your family.