Meeting-Landschaft
Managers spend up to two thirds of their time in meetings – but are often dissatisfied with the efficiency and outcome. Too often the meeting remains inconclusive and is sometimes even seen as a waste of time. This finding is not new, but it should surprise us. After all, if the meeting landscape is such a central instrument for leadership and orientation, then it should also have the required effect.
Managers as “social architects”
When faced with the question of how to organize teamwork, managers become “social architects”. This relatively new role is becoming increasingly important as the complexity and networking of their own area increases. As a direct consequence, the need for meetings increases massively. If the team wants to work effectively and efficiently, meeting rooms need to be designed as a well-thought-out overall system.
We would like to start at this point and support you in setting up and maintaining your meeting landscape with the necessary care. In doing so, we go one step beyond the management and facilitation of individual meetings: we look at the architecture of all meetings in your department, i.e. the framework for your gatherings and communication vessels. How and when, in what sequence, frequency and interaction do team members come together, synchronize their activities, make decisions, develop ideas, learn from each other, improve their performance and effectively drive change?
Different meetings for different occasions
On a structural level, the meeting landscape shapes the architecture of collaboration in your area. The system should be tailored to the size, type and working methods of the team and its substructure and always be geared towards the common goal and purpose. Where does learning take place in the best possible way, where can problems be solved and information exchanged so that collaboration is successful?
On a temporal level, a distinction needs to be made between closely timed formats (for quick coordination, location determination) and less frequent formats (transformation focus and strategic focus).
Last but not least, the social level must also be examined. Where is trust built and the sense of community strengthened, connections created and the shared vision filled with life? Here it is worth making a strict distinction between occasions in order to consciously enable a certain modus operandi in the meeting. Operational coordination can be fast-paced, in-depth content-related work requires time and the clarification of social tensions requires an atmosphere of openness and trust.
