The Daily Standing Meeting

Your daily life as a manager and leader when in an operational setting is almost certainly littered with meetings either formally planned or on the spur of the moment, because of course something has just come up. Well it just doesn’t have to be this way if you follow some simple rules and apply them rigorously.

Firstly plan and execute your meeting on a daily basis and allow no other meetings that day. Secondly the meeting is always at the same time and in the same place each day. Thirdly, the meeting is held with everyone standing (notwithstanding, some may not be able to of course). Finally, the meeting is time-boxed to 15 minutes.

Who Should Attend

  • All the Team Members, nobody is left out and everyone should be able to have a say
  • The Meeting Controller – the person who’s responsibility it is for ensuring the meeting takes place
  • The Product Owner, the person responsible for ensuring your product or service is delivered on-time, in-full and to budget

Preparing for the Daily Standing Meeting

The Meeting Controller must ensure they are in a position to provide the meeting with the right kind of information, in easy to access formats and that the room or facility is private. That the meeting can and will be held without interruption, (this shouldn’t be too difficult, its going to be 15 minutes long, that’s it).

How to Control the Daily Standing Meeting

  • Only the Meeting Controller can decide who gets to speak and in what order
  • The meeting is time-boxed to 15 minutes, all at the meeting are required to speak so plan the time accordingly
  • Use a ‘speaking token‘, only the person holding the token may speak, unless the Meeting Controller decides intervention is required
  • Stay on-topic, the Meeting Controller must stop discussion drift immediately and get the meeting back on track
  • The meeting is not a status meeting, so no grand-standing allowed

What Gets Said

Each Team Member must answer 3 questions for their input to be valid;

  1. What have you done since the last meeting (yesterday) to move your task from in-progress to done?
  2. What will you do before the next meeting (tomorrow)? This will include adding a task, moving a task from defined to in-progress, make a statement on estimated work still to do on present task
  3. What impediments they are experiencing? The meeting controller must be listening for impediments and making a record of what they might be

Meeting Outputs

  1. The Meeting Controller will summarise the meeting in terms of ‘what’s’ and ‘when’s’
  2. The data on tasks ‘defined’, ‘in-progress’, ‘on-hold’ and ‘done’ shall be up-dated
  3. Dashboard and Charts are up-dated
  4. Up-date impediments listings indicating levels of difficulty to overcome and known resources that may help to overcome
  5. Arrange to share the outcomes with other managers or Board Members
  6. Up-date the Team Progress Board – a visual representation of progress made

Want to know more? Then get in touch

Philip Dawson MBA – Strategy Consultant, Trainer & Systems Thinker

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