There’s a common myth that if you work in an open plan office environment that everybody must communicate openly and honestly…
From my experience, this isn’t always the case.
Often we find people working in ‘silos’ in isolation from one and other.
When I talk to members of my coaching & mastermind programme about communication, their response is usually something like.
“Of course we communicate Rudi”
But the point is not so much about whether you communicate or not, but more to do with WHAT you communicate about.
- Are your communications strategic?
- Do your team meetings have clear agendas and subjects for discussion?
- Are your communications done with purpose?
- Do you have regular team meetings that cover items for discussion, KPI’s, quarterly targets and working towards your larger goals for the business?
If the answer is no, you need to establish a rhythm of meetings taking place where you and your team can communicate regularly about the subjects that are most important.
Meetings should be taking place daily, weekly, monthly, quarterly and annually, with each meeting having it’s own agenda.
You just need to commit to having these regular team meetings and getting in a rhythm of always doing them.
Each meeting should have its own agenda and things that you’d like to focus on. After all, there’s no point in having a meeting if you don’t have a focus for it.
If you do this, it’ll quickly turn into one of those completely pointless meetings where nothing of importance has been discussed and no action has been taken. These are time sucks and should be eradicated.
Here’s how I recommend structuring team meetings in terms of frequency and topics to cover:
Daily Meetings – these should be short and to-the-point. They should last around 10-15 minutes and discuss things such as what did you work on yesterday, what are you working on today and what bottlenecks and potential issues do you have. The entire team should attend these meetings, in huddles if applicable. If this isn’t possible, you can get them to post onto the company Slack channel for example or use software such as Jell.
Weekly Meetings – these should last between 30 minutes and 1 hour. On the agenda for weekly meetings should be latest news, KPI’s, who/what/when conversations to move jobs and tasks forward and should be attended by the management team.
Monthly Meetings – monthly meetings should be a bit longer, with somewhere between 2 and 4 hours being ideal depending on the size of your practice. Again, these should be attended by your management team and should discuss 1 or 2 strategic items, any learnings and reviewing jobs, clients and projects.
Quarterly Meetings – quarterly meetings should be attended by your entire team and will likely last between 4 and 8 hours, depending on how many items you have to discuss. On the agenda for this type of meeting should be things like communicating new quarterly priorities that will support your annual goals and discussing how you can work towards these goals.
Annual Meetings – annual meetings should be attended by the entire team and should happen offsite. This can be in a location of your choice and possibly be professionally facilitated. The things you should be covering in these meetings include deciding on new annual priorities and themes to work towards in order to support your 3 – 5 year goals.
The above team meeting rhythm will ensure that you are communicating strategically on a consistent basis.
What team meeting rhythm do you already have in your accountancy practice?
Let me know in the comments below…