A Reader Writes... Staff Meetings With a Dash of Common Sense - Part 2

In response to the 10/18/12 post, “Staff Meetings With a Dash of Common Sense,” a reader writes:

SC,

Period by period faculty meetings were the norm for me as a principal, including before and after school in case a teacher had an ARD, parent meeting, or some other conflict during the day so they had three chances to make it.  In the event that the meeting was simply info only, it went out in e-mail prior to the meeting and attendance was optional for clarification purposes only.

But even that is now old school.  One of the Principals that I support is trying something different... “The flipped faculty meeting!"  

That's right, modeling the walk the talk philosophy, she is going to digitally record faculty meetings and trainings and have the staff watch on line in a certain time window.  That way when the meeting takes place, staff can go straight to collaboration and check for understanding.  Meetings are quicker, and the original info is on file to review as needed.  It's only a trial right now, but respecting and protecting the time teachers have to work on what is crucial to support students is important as well.

Good ideas are contagious!

SC Response

I really like this idea a lot.  The administrivia can be covered prior to the staff meeting so those at the  meeting can focus on analysis, synthesis and evaluation.  If everyone is professional and comes prepared, this could be a home run. Let us know how this worked over the course of the year.

Think. Work. Achieve.

Your turn...

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A Reader Writes... (Gant Wisdom 1 - Part 4)

In response to the posts relating to “Gant Wisdom 1,” a reader writes:

"SC has it; have an agenda for the meetings and stick to it. Stick to the agenda. Have groups of a reasonable size. A faculty meeting with 150 members present has only one purpose, to put out information. Sometimes these large faculty meetings are needed. If so, stick to the agenda, and don't accept off-topic questions (especially comments) during the meeting. Anyone with a question should be directed to see you after the meeting, and you had best be available.

In small groups, have an agenda and stick to it. Obtain your objective and adjourn. If someone has something they want to discuss in the group forum, have them discuss the request with you and then YOU determine if it makes the agenda on the next meeting. Keep an open door policy so that anyone with any concern can at least meet with you one on one.

Your team should have the right to meet with you privately for any concern. Getting a public forum is another matter."

SC Response
I have found that if leadership is constantly visible and available (in classrooms, hallways, intake, dismissal and lunches) and is consistently coaching and listening to staff, that the need for long meetings is greatly reduced. It is when leadership is remote and inaccessible that meetings become longer and longer. There are requisite amounts of communication that all organizations need to function. The question becomes how will this be delivered; in small, consistent doses or one massive dose?

Before you answer, consider the following paradox. From a managerial perspective small, consistent doses of communication are an inefficient use of time. Large doses of communication are an effective use of time.

But from a leadership perspective, small, consistent doses of communication are effective. Large doses of communication are ineffective. Who are you a manager or a leader?

Think. Work. Achieve.

Your turn...