![\"Weekly](\"https:\/\/unlitleadership.com\/wp-content\/uploads\/2021\/04\/Copy-of-Pink-and-Turquoise-Futuristic-Technology-Research-Findings-Report-Infographic.png\")
<\/figure><\/div>\n\n\n\nHow the weekly meeting initially starts off<\/h3>\n\n\n\n
Leaders usually develop weekly meetings with the best intentions in mind. Most often, to foster an environment of collaboration, transparency, and shared focus. After working through the initial format of the weekly huddle, the first couple of meetings run smoothly. You properly prepare, check your notes the day before, send a concise yet comprehensive agenda, schedule the location, and ensure that the appropriate resources are available. The team appreciates your efforts and provides valuable insight and input as team members share essential information and collaborate to address weekly challenges.<\/p>\n\n\n\n
What happens to the weekly meeting over time<\/h3>\n\n\n\n
Unfortunately, similar to that slowing computer, the weekly meeting begins to wane. It starts with the last-minute cancellation because something else took priority. Then you have to cancel two weeks in a row because of new competing priorities. Next, you hold the meeting just because you haven’t had one in a few weeks, and you don’t want to lose traction. Before long, your team members are dreading the weekly team meeting because you are not providing anything of value that you couldn’t have shared via email.<\/p>\n\n\n\n
So how do we breathe life back into the weekly meetings that are slowly but surely dying? Here are three steps to revive your weekly meetings.<\/p>\n\n\n\n
Step 1: Ask yourself and your team, are the weekly meetings still valid?<\/h3>\n\n\n\n
This idea may be a harsh reality for those who love routines, but maybe there is no longer a need for the weekly meeting. Try not to view this as a negative, perhaps you started the weekly huddle to increase collaboration or transparency within the organization, and you met that objective. The team is at the height of productivity and is in constant communication, so you no longer need to continue the meeting.<\/p>\n\n\n\n
Another possibility is that you need to adjust the frequency of the meetings. Maybe you don’t have enough information to cover in a weekly meeting, and switching to a bi-weekly or monthly frequency would be more beneficial to the team.<\/p>\n\n\n\n
Check and see if the focus or objectives of the meeting require adjusting. You may have started to share information from the leadership down, and now the meeting needs to shift to more of a collaborative forum. Or the organization has shifted priorities which have resulted in the change of direction for the team.<\/p>\n\n\n\n
Finally, can your objectives be met by attending another scheduled meeting? There are only so many hours in the day, and only a portion of those can be spent in meetings while still maintaining a high level of productivity. Other meetings may meet the same objective. Another option is to consolidate a couple of different meetings into one to maximize time and input.<\/p>\n\n\n\n
According to the Wall Street Journal, time spent in meetings has risen by 8% to 10% annually since 2000. Senior executives are spending an average of 28 hours in meetings each week, and middle managers spend 21 hours.<\/em><\/p>\n\n\n\n We understand that this is your meeting, but you are also the reason the meeting has been steadily spiraling downward. As leaders, self-awareness, transparency, and the ability to harness the power of teams are essential traits. Therefore, use your gifts to breathe life back into the weekly team meetings by acknowledging that you may be the cause or reason for the downward spiral.<\/p>\n\n\n\n The weekly huddle is your meeting, so be upfront with your team and admit that the team meeting has gone astray. <\/p>\n\n\n\n Use this transparency to enlist ideas and suggestions to improve the weekly team meeting. By allowing team members to be part of the solution, we are empowering our team. Also, you can now share the responsibility for making the meeting worthwhile and value-added. For example, you may struggle with consistency when sending out the notes after the meeting or update the calendar when the venue changes. Assign these tasks to one of the team members; that way, you all play a part in the success of the weekly team meeting.<\/p>\n\n\n\n “As a leader, you must consistently drive effective communication. Meetings must be deliberate and intentional – your organizational rhythm should value purpose over habit and effectiveness over efficiency.”<\/p>– Chris Fussell<\/cite><\/blockquote>\n\n\n\nStep 2: Enlist the help of the team for your weekly team meetings<\/h3>\n\n\n\n
Step 3: Assess and reassess your weekly team meetings<\/h3>\n\n\n\n