What factors should you consider when deciding how often to hold meetings?

Les éléments à prendre en considération lors du choix de la fréquence des réunions peuvent être liés à l'importance du sujet traité, à sa criticité, aux enjeux associés, ainsi qu'à la mobilisation attendue de la part des différentes parties prenantes. Il est également judicieux de favoriser des réunions de courte durée, ne dépassant pas une heure, avec un ordre du jour clair et précis, tout en définissant clairement les rôles et les responsabilités des participants. Cette approche peut contribuer à réduire la nécessité de se réunir fréquemment, n'organisant des réunions que lorsque cela est vraiment nécessaire.

Meetings are the life blood of consulting! If your path to consulting glory means you provide the most useful advice, your first step is to understand the client and their business. The next is to find, list and prioritize problems for which you are hired. Both these areas need a lot of face time and joint exploration. Over the entire life cycle of the client engagement, you set up the most frequent meetings in both the early and late phases of the engagement. The late stages need you to explain your data, methodology and findings to the client's departmental representatives, and also to decide on final modifications to the readouts.

Have meetings as and when required. It is not necessary that meetings must be held at a fixed frequency. Depending on when the planned work will get done, you can have the next project meeting. Doesn't mean it is all very impromptu. A meeting is of no use unless there is a specific purpose to it. So do not hold meetings just because a meeting frequency is defined in the project, adapt to what is the need of the hour. Often meetings can be draining and without any conclusion or purpose. Such meetings take up productive time, best avoided.

Consultancy is also the art of managing the energy and pace of a collective project / process. The energy of the group or project may start high, but may drop over time. The support and participation at the beginning of the project can be low and needs to be raised at an early stage. The focus in the project may decrease in time as the results are delayed. The consultant needs to be a good observer of group dynamics and emotional moods, to be able to empathise with the participants, and to be able to adjust the pace of the work according to the mood of the group, and stage of the project. Meetings are a tool for this, and only one of the tools. As the consultant gains experience, he/she learns to make better use of the toolbox.

In my experience number if meetings need to be decided basis the progress pace of the project and how we are progressing against each milestone. However important would be to ensure that risk register is reviewed every week with stakeholders to ensure that we have good control to ensure risk doesn’t manifest into issues. Also meeting schedule need to be as concise as possible and set up with proper agenda and context to save time and get the best results.

Identify the purpose of the meeting and whether they can be achieved via a quick teams message or an email. Once meeting is scheduled, have specific agenda items and list out the accountabilities based on the meeting. Challenge the recurring meetings and the frequency/cadence for them. Lastly gather feedbacks if the meeting was beneficial to all and helped to resolve the issue at hand and plan accordingly for the future.

Deciding how often to hold meetings involves careful consideration of various factors to ensure that the frequency of meetings aligns with the needs of the team or organization. Here are key factors to consider: Team Size and Structure: The size and structure of the team play a significant role. Larger teams may require more frequent communication, but smaller teams might find that fewer, well-organized meetings are sufficient. Project Complexity and Scope: Consider the complexity and scope of ongoing projects. Projects with intricate details or significant changes may necessitate more frequent meetings to ensure everyone is on the same page.

1. Project stage: The stage of the project is an important factor to consider when deciding how often to hold meetings. You may need more frequent meetings in the initial and final phase, but maybe fewer meetings in the execution phase. 2. Meeting purpose: Always ask yourself, what is the goal of the meeting? Can we achieve this goal without the meeting? 3. Meeting duration: Frequent short meetings might be more effective than one 3 hour meeting.

Define the purpose of your meetings. Are they for project updates, brainstorming sessions, decision-making, or team building? The stage and complexity of the project can influence meeting frequency. Projects in their initial or final stages, or those that are highly complex, might require more frequent meetings to address emerging issues or finalize details. Larger teams might need more frequent meetings to ensure coordination/communication. If your team communicates effectively through other means (like emails, chat tools, or project management software), you might reduce the frequency of meetings. Are decisions being made? Are tasks being completed? If meetings aren't leading to productive outcomes, their frequency should be reevaluated.

Project Stage Influence: Consider the project's stage - initial, execution, or final - to determine meeting frequency. Scope Establishment: Hold more frequent meetings in the initial phase for scope, objectives, and rapport building. Work Delivery Focus: Reduce meeting frequency during execution to concentrate on work delivery and issue resolution. Result Presentation: Increase meetings in the final phase for result presentation, feedback, satisfaction, and closure. Client and Team Dynamics: Adjust meeting frequency based on the dynamics and needs of clients and team members.

Consider adopting a "Meeting Spectrum" approach, where meeting frequency varies based on the nature of the tasks at hand. This perspective involves categorizing meetings into different types and adjusting their frequency accordingly. For creative brainstorming and idea generation, Innovation Hubs benefit from high-frequency, shorter meetings that keep energy high and ideas flowing. Execution Corners, involving detailed planning and progress updates, thrive with moderate-frequency, longer meetings for comprehensive discussions.

First thing we need to look for. “Efficiency and Productivity” ensuring that meetings are not only held for the sake of routine, but that they contribute to work progress and team efficiency. - Each meeting should have a clear purpose.This helps prevent unnecessary gatherings that could be handled through an email - Active Participation: everyone a chance to speak and bring something to the table and also ensuring that the meeting is relevant to all attendees. - Meeting Outcomes : If meetings aren't leading to outcomes, it might be time to reassess the frequency or format. -AlternativeCommunication ( like emails, memos, ..) could replace some meetings.

I’m a big fan of meetings for either decision support in a consultative decision-making instance where I hold the ultimate responsibility or to get stakeholder buy-in if implementation will require it or could benefit from it.

Knowing why you're having a meeting is important. It keeps things focused, helps everyone use their time wisely, and encourages people to actively contribute. When everyone understands the purpose, it's easier to achieve the goals you've set for the meeting and hold people accountable. Plus, it makes discussions more meaningful and ensures that time is well-spent.

Meeting Purpose: The urgency and importance of the meeting's purpose influence its frequency. Immediate Action: Major risks, crises, or project changes may require immediate meetings for prompt action. Routine and Informative: Routine and informative meetings, such as progress updates, can be scheduled at regular intervals. Urgent Matters: Address urgent matters promptly with immediate meetings for quick resolution. Progress Updates: Hold regular meetings, weekly or biweekly, to update clients and the team on project progress, status, and next steps.

Forum: - The purpose of meeting can include multiple stakeholders preferably from different verticals/domains for reaching common goal. (Ex: Closure of Audit Observations) Setting the Meeting: - Calling for a meeting with pre-defined context/thorough understanding of subject matter always helps.

Setting a clear agenda and defining expected outcomes for each meeting is essential. This ensures that meetings are productive and focused. Additionally, consider the availability and time zones of all participants, especially in globally dispersed teams. The use of collaborative tools can supplement meetings and provide continuous updates without requiring synchronous communication.

Consider the nature and purpose of the meeting. Is it a regular check-in, a strategic planning session, or a problem-solving meeting? The purpose will influence how often the meeting should occur.

Any sudden changes or important issues can be addressed. Teamwork must have good communication, which is key. This gives everyone time to make the necessary changes or put in ideas.

The least you can do is include the purpose of the meeting and what the expected outcomes are. If those aren't defined, what is the point of having the meeting at all?

Although the general rule of thumb is 30 /60 min meetings - even outlook has it as default, I like to schedule 25 / 55 min for the meetings. This gives us a buffer to go from one to another especially on days when we are booked back to back. It also sets the expectation on all participants on timing. Lastly use the extra 5 min for a wellness break if can squeeze one in.

A clear and concise meeting is always good. Keep the agenda ready and minute the outcome to prepare for the next one. Longer meetings without a plan will lead to unnecessary discussions.

Keeping meetings short, like within 30 minutes, is key. It ensures we use time wisely, stay focused, and respect everyone's schedule. Shorter meetings tend to be more productive, allowing us to cover what's needed without unnecessary delays. Ensure you are on time for each meeting and do not show up late.

Time is Money. More participants × Duration of Meeting = No. of hours productively utilised. Ex: 20 participants contribute towards audit closure for a 1.5 hours of discussion can bring out closures in major of audit observations. (IMO) The quality/service head /senior participant gets involved, the better the outcome. At execution level, it is necessary to ensure the results are achieved as per requirement/ timelines.

Meeting duration is a critical factor impacting both frequency and effectiveness. Achieving a balance between comprehensive discussions and efficiency is paramount. Optimal meeting duration typically falls within the range of 30 to 60 minutes, ensuring focused discussions without causing participant fatigue. It is advisable to avoid exceeding the 90-minute mark to maintain engagement. Flexibility in adjusting the duration based on agenda needs contributes to a more effective and engaging meeting environment, allowing for thorough exploration without unnecessary prolongation.

It is important to factor in the organizational culture and preferences of the team. Some teams may prefer frequent short meetings, while others may favor less frequent but longer sessions. Regularly soliciting feedback and adjusting the meeting frequency based on the team’s feedback can lead to more effective communication and greater project success.

The ideal meeting duration varies based on multiple factors pertaining to the project. Aim for a balance that allows for meaningful discussions, active participation, and optimal use of time. Regularly assess and adjust meeting durations based on the evolving needs and dynamics of your team.

This will depend entirely on what is to be discussed, a good program with time to discuss points is vital. In a team, there will be different perspectives and some points may take longer to discuss and give opinions and ideas, this should be taken into account at all costs. Another meeting may then not be required for a while, at this stage the points discussed will be worked on and put into practise.

Parkinson's Law is the notion that work expands to fill the time available for its completion. However long you think the meeting will be, cut the time in half, send out the invite, and prepare to be amazed at how much more efficient everyone will be.

When shifting from face-to-face to virtual meetings, I found the topics are more efficient, and yet, face-to-face (even taking much longer) sometimes serve to uncover new opportunities. This is particularly true for salespersons or business developers, as hearing other thoughts before or after the meetings, help discovering new opportunities, hearing about new managers or new roles and directives. Of course we need to keep the balance, meeting purpose should be clear, and a mix of face-to-face and virtual meetings provide for the best flexibility.

The composition of meeting participants is a key factor influencing meeting frequency. The more individuals invited, the greater the challenge in coordinating and collaborating effectively. It is essential to limit invitations to those with a direct stake or role in the project, ensuring meaningful contributions. Consideration of participants' availability, preferences, and expectations is crucial, aiming to accommodate them as much as possible. Factors such as different time zones may necessitate adjusting meeting frequency or scheduling at more convenient times to ensure effective participation.

The Contributors: - these participants contribute towards breaking down the particular task/subject/goal. The Observers / Value addition makers: - these participants add value/ emphasize on critical aspects to the Contributors.

When determining meeting participants, it's crucial to include individuals whose presence is essential for achieving the meeting's goals. Regularly reassess and adjust the list of meeting participants to ensure that meetings remain focused, efficient, and productive. Tailor the invitee list to each meeting's unique goals and agenda.

One thing I have found helpful is that the main contributors need to be present. However, if various changes or new changes of personnel are to be discussed then the responsible staff/team members should be present. Organizing this is crucial.

Having key stakeholders in meetings is advantageous to ensure productive outcomes. However, excessive participants are not ideal, and individuals should feel comfortable excusing themselves from a meeting if it doesn't contribute to their attendance

Meeting participants should be kept at minimum, firstly to facilitate the scheduling process. I've been seeing many meetings delayed on their scheduling, just because we couldn't get the initially appointed teams calendars lined-up. In my experience, the most productive meetings were the ones with few stakeholders (or decisionmakers) with enough seniority to delegate any depending task to the appropriate teams.

Traditionally, the students who sit in the back corners of the classroom are checked out before class even starts. The same principle applies in meetings. Note three people who sit in the "back corner" (say nothing, distracted, doing other work, etc.). These are the ones you want to individually reach out to after the meeting and solicit feedback.

Collecting feedback after meetings is crucial for continuous improvement and ensuring that future meetings are more effective. By actively seeking and incorporating feedback, you create a culture of continuous improvement within your team or organization. Regularly assess feedback trends and adjust meeting practices accordingly to ensure that each session becomes more effective and valuable for participants.

Not only is important to get feedback, but also to define the next steps, and eventually book the next meetings. Once you get people's attention, is important to keep the ball rolling to prevent any dispersion from the main subject.

Starting from Monday, an alternate schedule for the team meeting will be helpful as there can be a situation where the status update and any requirement discussion can happen so with a large group it should be planned accordingly.

When deciding how often to hold meetings, a variety of factors should be taken into account and the answer will be different for every project. The key thing is that this can change throughout the project. If the project is running behind or there is a period where an issue is being addressed, I would expect to see an increase in meetings to ensure the timeline and issues are being effectively monitored. I would also anticipate a higher volume of meetings during delivery or implementation than I would during earlier stages in the project. It's important to remember that communication with your stakeholders on your expectations of their attendance is crucial.

It's also important to define dedicated days. E.g: in previous companies we used to have one day per week to all be at the office. This was prior to COVID, but we already had a deep remote-working operation. In recent years, working fully remote, it's also important to have days without any meetings, at least internally organized. This allows for focusing on pending admin tasks, or any other loose ends. If you had a not-so-busy week, it's also good for your personal stuff, or connecting with your family.