Engaging Virtual Meetings by John Chen

Author:John Chen [Chen, John]
Language: eng
Format: epub
ISBN: 9781119751014
Publisher: Wiley
Published: 2020-10-27T00:00:00+00:00

Step 5: Hear the Solution

The leader now recounts what they think the decision is. Attendees can clarify the decision. The leader now takes a public or private vote. If anyone disagrees, ask for modifications that would allow them to go along with the group or agree. Continue this process until 100% of the attendees agree to go along with the decision.

Step 6: Execute the Plan

The attendees now execute the decision they made.

Tips: Often, I see decisions made in meetings that not everyone buys into and then one or more people sabotage the decision after the meeting as the group attempts to follow through on the decision. I think the worst outcome for a meeting decision is when one person dictates a decision, everybody adjusts their plans for that decision, and then that one person changes their mind on the decision without discussing the impact on everyone else. This creates resentment, distrust, and disengaging in future meetings.

While making a decision this way may take longer than a leader just making a decision and telling everyone, I have seen that a meeting using the 1 CACHE system makes better decisions using the experience and engagement of the attendees. The attendees are more likely to follow through on the decision because they all had a chance to vote on it and all accepted the idea enough to follow through with it.

Debrief: You can compare this decision to previous decisions your attendees have made. If they like the process, keep it. If they want to modify the process, consider accepting the change if the original goal of making decisions faster and making those decisions stick is kept.

Case Study: I was consulting with a software company that was making a new email program. When an email was sent to 10 people, the server “fell over” and didn't return control to the user for 24 hours. The server had a “slight performance problem,” which was a vast understatement. The general manager assembled a “performance” team that was asked to go fix this problem. The performance team executed their first approach. They asked for all the performance data from every team. Every team produced performance data that said they were fast for what they were designed for. The performance team needed to take a different approach. They went to the server lead developer and found out he was creating a giant log of everything that was happening. The performance team wrote a customized app that highlighted all of the communication happening between the client and the server. For a simple action of reading an email, it took 43 round trips to the server. This is the equivalent of having 43 dollar bills, picking one up, driving to the bank, writing a deposit slip, depositing the dollar, and driving home, and then doing it 42 more times.

Armed with this information and the 1 CACHE decision-making system, the performance team called a meeting with the leaders from the eight different components. The performance team chose one leader to represent them.

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