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Our Basic Staff Meeting Framework

I am frequently asked about how I perform staff meetings with groups I lead. They are looking for some sort of basic meeting construction to incorporate with their team.  

But I have always had a difficult time answering the question for 2 reasons:  

1 . I don’ t consistently lead staff meetings for that teams I lead. Typically, I let additional staff members lead them. Within previous churches, I usually allow bulk of staff meetings be led by the executive or associate pastor. I actually like to float some leadership in meetings between various team members. It adds a brand new perspective and gives other people encounter.

2 . I don’ t like doing the same every time. Just as I like to see variety in our praise services, I like to see modifications in our way we conduct conferences. I get bored simply. (I suspect others perform also. ) It could be that we move rooms. We might modify up the setting and set off campus. Sometimes we begin with prayer/devotion and sometimes we all close with that time. We consume together at times and other periods we get right to business. I never want to keep the same pattern long or things get stale.

So , I want to change things up frequently. Different locations. Also different people in the room.

But , as I have been questioned the question so many times I reflected on an answer. Regardless of the size of the room – be it leadership team meeting or an entire staff, there are some elements I’ m trying to achieve every time we meet:

This is a basic meeting structure just for teams I am trying to guide:

Hear from me . I want there to become a time where people around the team know what’ s i9000 going on in my mind. Exactly what am I currently thinking about/dealing with? Where do I see things going? I use learned people will often wait for the leader to share before they will proceed.  

It should be mentioned, I want an empowered team. I love when people take their very own initiatives without being asked. And I will often do that later in the meeting to keep from squelching other tips . But experience informs me most won’ t until they know what the senior leader is thinking.

Hear from  others.   Everyone gets an opportunity or at least could share what is on their mind. What are the current struggles or obstacles individuals are dealing with? We only know what we know, right? So , I would like people to have a place to vent out if needed. But also, their very own current ideas, hopes plus dreams.   Healthy groups empower everyone with a tone of voice.  

I have shared this particular before, but I am delicate to the introverts in the space. (My kind of people. ) So , I will even enable people to text or email in their answers. In the Zoom world, that is taking advantage of the chat feature.  

Celebrate Wins.   Whenever we get together we should motivate one another. That’ s what keeps a team a team – when we reach realize what we are achieving as a team. So , every time we meet there should be an element of talking about the places the team is achieving our mission.  

The celebration should be representative of the effort to accomplish the particular win. For example , you may applaud and congratulate  an individual  who  accomplished a small task over the weekend, but if a whole team completed a major event effectively a party might be in order.  

Consider Next.   This is for everyone in order to participate, but what are the following exciting things ahead for us as a team? What could we all accomplish together? How can we address some of the present opportunities and challenges?  

I don’ t care for meetings that are simply educational. Meetings are a use of energy and can easily be a waste of time. So , every time all of us get people together we ought to be using that time to drive the mission of the organization forward somewhere new.  

Delegate details.   Who is responsible for what? What does a win look like whenever we leave here?  

The particular worst thing you can do is to leave a meeting with no projects of what was discussed or even people wondering who is likely to do what next. Once again, it is a waste of time.  

I like to have someone document the events from the meeting – not in the formal minutes kind of method, but in a format that’ s easy to see, in a record shared by everyone, exactly where people can see a schedule of who is responsible and by when. Then we can follow up on those items at the next meeting.  

Answer  questions.   I can be very huge picture and leave plenty of unanswered  questions. I may not have an answer, but at least the question gets on the table, because somebody likely does. Of course , there are numerous times, such as during a pandemic, when the answer is we will simply have to wait and see. But as much as possible I try to answer  questions.  

Therefore , I love to ask questions. Great leaders ask great questions. And in each meeting I want to provide a number of questions to draw out of individuals what they are thinking.  

Fellowship.   This varies based on the frequency of the meeting. Of course , there are emergency meetings where it wouldn’ t make sense to discuss whatever you did over the weekend for fun. For many meetings, there is a time in order to catch up and build interactions with the team. The best meetings I have experienced have time simply set aside for fellowship.  

Frankly, as one ” cable ” to be more task-oriented, this particular part of the meeting takes discipline for me.   But  I’ ve observed over the years this time of fellowship among the team builds the team. It is so important that sometimes we all build opportunities just for this.  

So , there’ h my “ basic conference structure”. Everything else is available to move around, rearrange, cancel or adjust in how we conduct the meeting – or where. Change it up!

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