Meetings as the Great Team Unifier

As consultants, I've worked for trade union business managers, and there's something simple but odd that I often encounter push back on: the importance of structured meetings.

It's important to recognize that business managers are, first and foremost, field experts - individuals with a wealth of technical expertise and a healthy skepticism towards formal office practices. This skepticism is understandable – after all, these leaders were elected for their hands-on knowledge and commitment to member issues, not for their corporate management experience.

However, by lowering guards and embracing some corporate practices, I've witnessed great progress for both leaders and staff. Specifically, well-structured meetings can transform union operations and leadership effectiveness.

Let's address some common misconceptions around meetings:

My team doesn't need regular check-ins.

Many business managers don't think office professionals need supervision. But experience has taught us that regular check-ins aren't about micromanagement – they're about alignment, support, and strategic direction. These meetings make the team more effective by removing obstacles and ensuring everyone is pulling in the same direction. They facilitate decision alignment and reduce the constant interruptions typical in an office environment.

It's advisable to implement one-on-ones with each direct report, department check-ins, and all-team meetings. You'll actually uncover hidden challenges and mindsets when you take the time to talk to people.

People will come to me if there's a problem.

This may seem efficient, but waiting for problems to arise is reactive leadership. Regular check-ins allow leaders to anticipate issues and address small concerns before they become big problems. They create a culture of open communication where the team feels comfortable sharing both challenges and ideas proactively. It's beneficial to adjust meeting agendas to acknowledge progress, highlight successes, and inquire about any problems that need to be addressed with leadership support.

For instance, during a recent one-on-one with an office admin, one of my clients discovered that Janet was struggling with workload and expectations during a certain week of the month. She felt slammed with deadlines and couldn't get to some of the other priorities. This issue hadn't been raised in group settings, but the individual meeting created a safe space for her to voice her concerns. The business manager was able to quickly address the problem, shift some due dates, and even eliminate an onerous and redundant part of the process, resulting in improved productivity and Janet's increased happiness.

All-team meetings are a waste of time; I can just send an email.

While emails have their place, all-team meetings foster unity, allow for immediate clarification, and create opportunities for cross-departmental collaboration. They're crucial for building team culture and ensuring everyone understands the bigger picture of the union's efforts.

I should be spending my time in the field with members, not in office meetings.

Balancing field time with office management is key to effective leadership. Well-run internal meetings actually free up more time to spend with members by preventing operational issues and ensuring the union office runs smoothly. And, when your team knows they'll be getting face-to-face time, they can reduce constant cell phone calls, texts, and emails, and save their questions for the meeting. It will actually free you up to do more on-site work.

My open-door policy is enough; we don't need structured meeting times.

An open-door policy is valuable but not sufficient. Structured meetings ensure important discussions happen proactively, not just when problems arise. They also respect the team's time by providing a designated space for questions and concerns.

Formal meetings will create an 'us vs. them' dynamic between me and the office team.

In reality, regular, well-structured meetings break down barriers and foster unity. They provide a platform for open dialogue, collaborative problem-solving, and shared decision-making. This approach reinforces that the organization is one cohesive unit working towards common goals.

Implementing effective meeting structures doesn't happen overnight, but it's worth the effort.

Here's a guide to different types of meetings and best practices for each:

Types of Meetings and Their Specific Benefits

Implementing effective meeting structures takes some planning, commitment and getting it into the calendar. Here’s a guide to different types of meetings and best practices for each:

One-on-One Meetings: These individual check-ins between a manager and a direct report are crucial for personal development, addressing concerns, and aligning individual goals with organizational objectives. Schedule these weekly or bi-weekly for 30-60 minutes.

Benefits include:

• Building trust
• Providing a safe space for sensitive issues
• Offering personalized feedback
• Celebrating progress and strengths
• Identifying problems or discontent

Best practices for one-on-one meetings:

• Schedule in the calendar and don't cancel
• Prepare an agenda, but allow flexibility for employee input
• Practice active listening and take notes
• Follow up on action items from previous meetings
• Balance discussing current work with long-term career development

Departmental Meetings: These gatherings bring together team members working in the same functional area, fostering collaboration and ensuring everyone is on the same page. Hold these weekly or bi-weekly, typically for 60 to 90 minutes. Assign someone to own this meeting; it doesn't have to be the business manager.

Benefits include:

• Aligning the whole team
• Updating everyone on decisions
• Keeping information flowing
• Brainstorming and hearing everyone's ideas
• Working on improving team dynamics

Best practices for departmental meetings:

• Rotate meeting facilitation among team members to encourage engagement
• Use a structured agenda with time allocations for each item
• Incorporate brief status updates from each team member
• Dedicate time for collaborative problem-solving on current challenges
• End with clear action items and responsible parties

All-Hands Meetings: These meetings involve the entire organization or a large subset, providing a platform for sharing big-picture updates and fostering a sense of unity. Depending on the size of the office, these could be weekly, monthly, or quarterly, typically for 60 to 120 minutes.

Benefits include:

• Getting everyone in the organization aligned with the big picture
• Reinforcing culture and values
• Providing a forum to celebrate success and address concerns or rumors
• Creating a sense of team belonging

Best practices for all-hands meetings:

• Plan the agenda carefully, balancing information sharing with interactive elements
• Use multimedia presentations to maintain engagement
• Include Q&A sessions to address employee concerns
• Highlight employee or team achievements to boost morale
• Consider live-streaming or recording for those unable to attend in person

1. Project-Specific Meetings These focused sessions bring together team members working on particular initiatives, such as technology development or union events. These run as needed. Benefits include:

Best practices:

• Use project management tools to track progress and guide discussions
• Focus on removing obstacles and making decisions
• Keep the group small and invite others only when necessary
• Start with quick status updates
• End each meeting by reviewing and assigning action items

By implementing a mix of these meeting types and following these best practices, union leaders can create a comprehensive communication structure that addresses all levels of organizational needs. This approach ensures that information flows effectively, problems are addressed promptly, and the union remains agile and responsive to both internal needs and external challenges.

Remember, the key to successful meetings lies not just in their frequency, but in their quality and relevance. Each meeting should have a clear purpose, a structured agenda, and result in actionable outcomes.

Some universal best practices for all meetings include:

• Start and end on time to respect everyone's schedule
• Clearly communicate the meeting's purpose and expected outcomes
• Encourage participation from all attendees
• Follow up with meeting minutes and action items promptly
• Regularly solicit feedback on meeting effectiveness and be willing to adjust

The impact of these meetings extends far beyond the office walls.

With better-informed leadership decisions and more efficient operations, unions are able to respond more quickly and effectively to their members' needs. They present a unified front in their messaging and representation, strengthening their position in negotiations and disputes. Not to mention, the office culture will improve.

The ultimate goal for union leaders is to serve members effectively. By embracing meetings as a tool for unification and efficient operation, they're not just improving their internal processes – they're strengthening their ability to fight for the rights and welfare of the workers they represent.

So, the next time you're tempted to cancel that team meeting or push back that one-on-one, remember: these gatherings aren't just meetings. They're the gears that keep your union running smoothly, the glue that holds your team together, and ultimately, the force that unifies you in your mission to serve your members.

Contact Manja at Boost if you want support implementing meetings and getting the leadership accountability to make the most of these events.