Check-In: Setting the Right Context
by Fred Kofman
Managers spend much of their time in meetings. Their professional effectiveness, thus, depends on the effectiveness of those meetings. Unfortunately, meeting productivity oscillates between bad and terrible—and many of them are as much fun as a root canal. Most participants report high levels of frustration. One of the key reasons for the poor results of these meetings is that oftentimes, participants do not really know what the purpose of the meeting is, and why the meeting is relevant to them. Another reason is that some participants are distracted by "unrelated" issues and can’t focus on the task. Without goal alignment, it is impossible to have frank discussions and resolve problems. Without engagement, it is impossible to get the job done, create mutual support and have everybody feel aligned with their values.
At the end of many meetings, many things remain unsaid. These things fester and produce a feeling of disconnection and lack of honesty. Although the meeting closed, the issues stay open, hanging in the air. Furthermore, people don't know how to proceed. It is unclear who committed to do what and when. All of this adds to the participants' stress and makes them loathe the idea of having to attend yet another meeting. Over time, it becomes extremely difficult to coordinate actions and work as a team, since nobody wants to waste their time in "useless meetings."
The processes of check-in (introduction) and check-out (closing) increase meeting productivity. By establishing a shared context that includes the goals of the meeting and relevant contextual information, these processes help create a productive environment. Additionally, by opening and closing meetings with respectful listening, everybody has the opportunity to speak their truth and hear other people's truths.
Check-in
The check-in focuses on three questions:
1. What is my purpose in this meeting? Why is it relevant to our team/organization?
2. What concrete outcome do I want to achieve by the end of the meeting? Why is this outcome important to me/us?
3. Do I have any significant context information to share?
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