A joint-action for efficient cross-functional visual meeting practices.

Z. Serap Gencer
Apr 24, 2020
3 min read

For organizations to get through this period of uncertainty, and to respond the stress test of supply chain, it is important to conduct cross-functional and/or informative meetings frequently and hear more front lines (for example: S&OP meetings not in monthly cycles but in weekly periods, to have better demand and supply sensing)

To do so, leaders as a role-model and HR as a source of support, they have an extremely critical responsibility to build the foundation. Also, the teams must be ready for self-directed, self-motivated, self-disciplined.

You may see an action steps proposal, for one of the hot topics `Virtual meetings efficiency'.

Proposal for HR guidance - how to

· Make sure the head of teams are ready to deal with virtual meetings (technically and business wise) and good role-models to their teams.

· Use best-practice samples and measure the `engagement performance` of meetings

· Check with attendees about the meetings, through a casual one-on-one conversation or by sending out a simple and anonymous feedback survey.

· Make sure to guide them with more objective / measured feedback rather than listening the subjective complaints.

· Use endless search engine sources: But not just send links, make sure to capture the ones that points your company weakness, adjust the tune into your company culture and share as regular HR messages.

`Message from HR` with a business output perspective

How to make virtual meetings more efficient

Organizer / Facilitator Roles

Create a clear meeting agenda that includes:

· Key talking points (storyboard)

· Meeting structure (flow, when and for how long to discuss each talking point)

· Teams that will be in attendance

· What each team member/team is responsible for bringing to the meeting

· Any relevant documents, files, or research required

Keep continuous engagement, assign specific responsibility, give jobs

Interactive. The job should require each person to contribute in real time and interact with the meeting and other team members.

Straightforward. make it clear what is the target. If the job is too complex, your team may spend more time trying to figure out what to do than participating in the meeting.

It is not “one and done” task: I presented my part and I am done. Make sure they get the messages from each other. Ask participants (other than representors) to make summaries of each sections.

Empower for those individuals who maybe aren’t as comfortable vocalizing themselves. Structure the meeting in a way that gives everyone equal opportunity for their voices to be heard

Personality perks: High energy will engage audience and keep them tuned in to the topics at hand. To remedy the possibility of losing people’s focus, keep your personality primed.

Be direct— ask them specifically with turning the conversation, thus

- ensure no long pauses

- allowing everyone to be heard

Online meeting follow-ups: Make sure notes are taken properly. Follow-up actions with team members. Again, it is important to be a role model until it becomes a company culture.

Participant Roles

Be Ready - Sense of personal responsibility

Read the agenda, and come prepared

Prep your presentation / set of documents and Qs: Make sure you know what meeting goals and align them with your messages and goals. Also compile any background information you may need to reference as well as any questions.

Practice: You have a limited time. So, make sure your presentation and messages clearly can be shared within this time limits.

Troubleshoot your tech

· make sure you know how to use your technology.

· visual or for any document use pointers to make sure everyone can follow along

Practice etiquette

· Don’t stare at your phone while other people are presenting

· Don’t work on other tasks (like checking email)

· Turn off all notifications and make sure your cell phone is on silent

Online meeting follow-ups

· Deliverable and next steps

· Who’s responsible for following up on each item or task

· When those deliverable are due