Two Questions That Turn Mundane Meetings Into Productive Sessions
By: Sara Kiani
Tags: Work Culture, Life Lessons, Mastermind Group, Inspiration, Leadership

Giving honest feedback

It all started when my manager at the time asked our group for general feedback at the end of a regular meeting. I blurted out that perhaps we could try a different agenda setup because the current one was a bit blah (I don’t remember my exact words, but I remember thinking it). The agenda mainly consisted of status-reporting monologues, and it was keeping the general excitement level pretty low. The other members agreed that a change in the generic agenda would do us good.

Organizationally, we were a work group that reported to one manager, and shared office space. But mostly, each of us worked independently on our own projects. It just didn’t feel like we were a team. You know, the kind of team that is more powerful than the individuals in it.

Ironically, my complaint ended up on my own plate, and I was given the eminent task of bringing new facilitation ideas to the table by the next team meeting. Clever boss.

Identifying the root issue

While googling ideas (and agonizing over my rookie mistake of not keeping my mouth shut to spare myself from additional tasks), I analyzed what really was bothering me.

I was not a fan (and that’s an understatement) of the snooze fest that was a round-table status reporting, where each participant would simply give (what felt like an endless) speech about what he/she was currently working on. Bi-weekly meetings on this topic made staying authentically interested a bit of a struggle if you know what I mean.

This setup also made me anxious because it had me focusing on being perceived as busy while having everything under control. When in fact that was more times than often, not the case.

The meetings were actually of no true value to anyone but possibly our manager.

Starting meaningful conversations

I was the newbie in the group at the time, so I was struggling a bit to find and identify stakeholders, understanding the how’s and the why’s, getting traction, etc. Luckily I had a good set of co-workers in the group who’d provide me with the necessary information. But what I personally needed — or wished for — was full access to the collective and combined brainpower of the group to help me level up.

I knew from previous chats and discussions that they all were both capable and open enough to share deeper insights, but it would make more sense to take up certain time-consuming issues at a designated time.

In the next team meeting, when I was supposed to dazzle the team with my “progressive facilitation skills”, I simply said that I only had a minor change to propose. The new round-table plan was to have each individual answer the following questions:

1. What recent success, or positive event at work are you happy about? 2. What work-related problem/challenge are you currently dealing with?

I gave some examples and everyone liked the idea and its simplicity. We revisited these questions the following team meetings and I noticed some positive changes.

Becoming a team that collaborated as a whole

This minor change in the meeting agenda had an impact on the team dynamic. We turned into a supportive and productive mentoring group that not only reported status on what currently matters but also helped each other find possible solutions to current issues. This enabled each individual to leave the meeting with a plan going forward.

I actually started looking forward to our meetings because they had become fun, unpredictable, and challenging.

I got unstuck, and on top of that; it was was very rewarding to experience the supportive and empathetic side of all teammates. I got to share some of my highest moments and got through my toughest challenges with the help of these people.

Why did it work?

It wasn’t until a couple of years later that I learned that what we had going was a mastermind group; a common success factor among business titans in entrepreneurship. This was a concept I had stumbled upon in books and articles on personal growth.

It was no fluke that this combo of individuals made up a successful mastermind group — we had some important denominators in common that enabled us to function well as one.

Growth mindset

Starting a conversation on a high note to highlight and share success stories stirs positive emotions. The energy levels rise and prepare a positive mindset, which is beneficial to team productivity according to an Oxford study where researchers found a 13 % increase in productivity when the mind was in a happy state.

Solution-oriented growth mindset? Check.

Psychological safety

Showing vulnerability by opening up about current challenges or problems was no barrier for our group. We were not only colleagues but also good work friends with chemistry. Naturally, we felt safe enough to share problems and give helpful guidance.

In turn, that opened up for discussion and brainstorming in the group, which created meaningful conversations that further strengthened trust. This specifically, is the most important team dynamic linked to effective teamwork, according to this Google study.

Psychologically safe culture? Check.