What did we do?

[sumaiyakhatun26]

We replaced one big weekly call with very short, fifteen-minute statuses every day.

And secondly, we decided that one person from each key department would be enough.

Right now it doesn't work that way, but after the new year we have a plan to limit ourselves to that. And that's connected to another thread.

YouTube Artur Jablonski

Specify what type of meeting you are organizing
Be specific about what type of team meetings you are organizing. Don't try to combine several types of meetings into one.

This is also the reason why I am talking today about our shadow cabinet lebanon rcs data and the fact that we have replaced it with these everyday statuses that we call "daily" for our own use.

Typically, we would spend about one third or even half of this weekly so-called cabinet meeting updating ourselves, the status of individual key internal projects in the company, or some other project that needed to be addressed that week.

At the same time, at each such meeting, in theory, we wanted to push the company forward. By debating some key issue from the point of view of development, for which either there was no longer enough strength, or time, when there were many statuses, or the right mindset.

Because if you've spent the last twenty minutes in reporting mode, focused on making some minor comments, and then someone suddenly asks you to switch to thinking about the problem at that moment.

It wasn't easy.

That's why we changed it. And hence the daily short "status" meetings with the team, where we sometimes discuss some problems. But such that can be resolved, let's call it on the same board.

And when we need to discuss a bigger problem, spend more time on it, we organize a problem meeting. Already in the group that is directly involved in solving this problem, or in some way must also speak on the subject.