How have you utilized GTD to maximize productivity in corporate setting meetings? Do you still face the issues this LinkedIn article introduces? https://www.linkedin.com/pulse/how-w...rina-n-atienza
GTD and Meeting Productivity
- Thread starter jerry
- Start date
Jerry,
I don't know if it qualifies as GTD....but my approach to meetings is only to schedule them when it is necessary...and only when there is an advance agenda.
When I run a meeting, I try to keep the agenda moving. So, if speakers get off on a tangent or are repeating things that have already been said...I tend to summarize and move to the next item. At the end of each meeting, I review action items and assignments. If there are no action items, I don't bother to schedule a followup meeting.
I'm known for taking lots of notes but I rarely share them. I want others to get in the habit of taking their own notes. Taking notes keeps me engaged. If someone relies on my notes, they could easily check-out and not pay attention and contribute.
We also use daily standup meetings (we call them scrums) for quick status updates on projects to avoid the traditional sit down meeting which tend to go on too long.
Our culture is to also share info via email so that we can avoid lots of meetings.
My greatest frustration is when I must attend a meeting that is run by an individual who doesn't know how to make them productive.
Dave
I don't know if it qualifies as GTD....but my approach to meetings is only to schedule them when it is necessary...and only when there is an advance agenda.
When I run a meeting, I try to keep the agenda moving. So, if speakers get off on a tangent or are repeating things that have already been said...I tend to summarize and move to the next item. At the end of each meeting, I review action items and assignments. If there are no action items, I don't bother to schedule a followup meeting.
I'm known for taking lots of notes but I rarely share them. I want others to get in the habit of taking their own notes. Taking notes keeps me engaged. If someone relies on my notes, they could easily check-out and not pay attention and contribute.
We also use daily standup meetings (we call them scrums) for quick status updates on projects to avoid the traditional sit down meeting which tend to go on too long.
Our culture is to also share info via email so that we can avoid lots of meetings.
My greatest frustration is when I must attend a meeting that is run by an individual who doesn't know how to make them productive.
Dave
Barb
0
One of the first things I learned from GTD: Always ask, "Who is going to do What by When" before that meeting ends. It sounds easy, but it can be like nailing down jello. Personally, I resent most meetings because decisions aren't made and people aren't accountable. If I'm running the meeting, it's a different story.
Longstreet
Professor of microbiology and infectious diseases
SteelcaseGTDr
Bob Hendriksen
"If you had to identify, in one word, the reason why the human race has not achieved, and never will achieve, its full potential, that word would be 'meetings." Dave Barry
At our company, we have a 3 part "meeting protocol" which works really well:
1. To schedule a meeting, you need to define the meeting's a) purpose and b) desired outcome. We put those items in the body of the appt, when scheduling. We've getting pretty good at calling someone out if they don't do so. You hear people say "I went to schd. a meeting, and when I had to think about the purpose, I decided we didn't really need the meeting". LOL.
2. We conclude each meeting early and decide "next actions, owners and dates". We all put those things into our "trusted system". Most of us are using Wunderlist as our list manager, (it's becoming our corporate platform) and we use the "shared list" feature extensively. If a NA is significant enough, it goes on the shared team list, to be reviewed in the next team meeting.
3. If the meeting was a decision making meeting, we have someone capture and send out "key decisions made" (or your team could have a list in your shared list manager called "Key Decisions Made...or something like that),
These 3 simple rules have improved the effectiveness of our meetings significantly.
Hope this helps.
Bob
At our company, we have a 3 part "meeting protocol" which works really well:
1. To schedule a meeting, you need to define the meeting's a) purpose and b) desired outcome. We put those items in the body of the appt, when scheduling. We've getting pretty good at calling someone out if they don't do so. You hear people say "I went to schd. a meeting, and when I had to think about the purpose, I decided we didn't really need the meeting". LOL.
2. We conclude each meeting early and decide "next actions, owners and dates". We all put those things into our "trusted system". Most of us are using Wunderlist as our list manager, (it's becoming our corporate platform) and we use the "shared list" feature extensively. If a NA is significant enough, it goes on the shared team list, to be reviewed in the next team meeting.
3. If the meeting was a decision making meeting, we have someone capture and send out "key decisions made" (or your team could have a list in your shared list manager called "Key Decisions Made...or something like that),
These 3 simple rules have improved the effectiveness of our meetings significantly.
Hope this helps.
Bob