Any meeting with immediate co-workers, however, was subject to the above rules. You still had the department and company wide presentations going on about revenue, stock values, new products, and so on. Now, they weren't perfect about those rules. Keeping the attendance list small allows for making quicker decisions with shorter meeting times. More people means more opinions to consider. Each meeting shall have a minimum number of attendees necessary to arrive at a decision. The net effect of that is that by the time I worked there (after they had fixed the problem), the rules for meetings were roughly the following: I come from a corporate culture which tried to hang itself with poorly conceived meetings. If my supervisor is calling the meeting, it's on them to have an agenda to present, otherwise there's no need for a meeting. Haven't read the other comments, but if it were me, I would decline any invitation that doesn't come with an agenda. but because 10% of the work force are assholes, the other 90% of the workplace has to attend millions of fucking meetings just so upper management can measure the performance of line managers. good people just need to be left alone to do their jobs and management should be there to help them do just that. upper management never knows how to measure the correct work load, so their answer is always to make it heavily overloaded as the default) help with work load (this was always the biggest issue in large corporations. my door was always open to talk shit over. at the end of the day, I didn't need to have fucking meetings. and it ends up being how many of your team members attend corporate parties (this is only partly tongue in cheek)Īll of it is just so much bullshit. so line managers need to learn all about team building (and other corporate mumbo jumbo) so that their bosses can monitor their performance. and they need to measure performance of their line managers. but in corporations, they need to fire people too, but they have to find a way to measure performance. they just fire people who aren't performing. owners of small businesses don't need meetings. Having been a line mgr for two SP100 companies in my past life (non-IT but it's all the same), my response is: managers have meetings because they report to bosses who want managers to have meetings (and look like they are doing something). My end-of-meeting roundtable works so well that senior managmenet has adopted it across the org for other meetings. It's our chance to communicate what our team (in my case, devops) is doing to the rest of the org - specifically the stuff that's purely internal to our team, since cross-functional stuff is often covered in other meetings - and gives the rest of the org an opportunity to provide feedback. I reserve 15 or so minutes at the end of the meeting for an open-discussion round-table - I call on each attendee in turn and they have a chance to bring up any concerns about ongoing work, raise new requests, discuss implementation details, give us a heads-up about projects coming down the pipe, etc. We go over our project board - completed items, in-progress items, and discuss if any things from the backlog need to be re-prioritized. this is your chance to bring them up to speed.Īt the request of my boss, I run a weekly status call to bring both my boss and other higher-ups (directors or appointess from other departments) up to speed. Your boss may not know everything that's going on, but they want to know. Not all that unusual for internal team meetings. you can be a total jerk to everyone if you're an absolute genius.but becoming and staying a genius is harder than basic getting along with others.) It's very easy to assume that you'll never have to conform to corporate norms, but in a 25 year career I've seen the niches where zero office politics exists dwindle to almost nothing. IT is one of the only departments left where not all standard management rules apply (e.g. It's good to know how managers think and why they might be doing stuff that doesn't make sense to you. (They also have a Career Tools podcast.) Most of the advice is aimed at "business" departments and not technical ones, but it's pretty universal stuff. If you don't listen to their podcasts, I recommend them even if you're not a manager. It's supposed to be split though - part for you, part for the manager and part for future stuff you both want to talk about. Manager Tools as well as other management advice published has weekly 1:1 meetings between managers and directs as a way to do feedback more often than once a year.
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